Client Name

Onederland - Lucky Entertainment Pvt Limited

Faculty Advisor

Ms. Rakhshanda Mustafa

SBS Thought Leadership Areas

Entrepreneurship and Innovation

SBS Thought Leadership Area Justification

This ELP falls under Entrepreneurship and Innovation. The project addresses a growth decision for Onederland's LuckyOne expansion, and its central contribution is the identification of an unserved market category in Karachi: a deliberately designed Gen Z and Gen Alpha leisure destination that combines competitive socializing, immersive technology, and dwell-time economics. No major operator in the city has built for this category, which makes the opportunity entrepreneurial in the truest sense, recognizing unmet demand that proven international supply (the GCC case studies) confirms is viable at scale.

The innovation dimension runs through every recommendation. On product, the report proposes a four-tier game mix anchored by racing simulators and a headset-free VR or mixed-reality concept rather than the conventional rides-and-arcade model. On business model, it reframes the venue around dwell time and food and beverage revenue instead of throughput, and introduces a low-cost WhatsApp-based loyalty mechanism suited to local consumer behavior. On go-to-market, it replaces promotional broadcasting with a participation-driven content strategy modeled on locally proven examples such as Crumble Pakistan.

The outcome is an innovation-led growth blueprint that equips the corporate client to enter and define a new category in its market. That combination of opportunity recognition and applied innovation is precisely what this thought leadership area represents.

Aligned SDGs

GOAL 8: Decent Work and Economic Growth

Aligned SDGs Justification

This ELP aligns with SDG 8: Decent Work and Economic Growth, specifically Target 8.3, which promotes development-oriented policies that support productive activity, entrepreneurship, and the growth of enterprises. The project guides a Pakistani enterprise, Onederland under Lucky Entertainment Pvt Limited, through an evidence-based expansion decision in the indoor leisure sector, a category the report shows is growing at 11.5 percent globally and even faster across Asia Pacific.

The contribution to economic growth is direct. By identifying an unserved market category and a viable product, pricing, and content model for it, the report helps the client expand a productive local enterprise, which in turn supports job creation across operations, food and beverage, and customer-facing roles, and captures consumer spending that would otherwise flow to international venues. The recommendation to treat food and beverage as a primary revenue stream and to extend dwell time is fundamentally about building a more productive and commercially sustainable business.

The project also speaks to Target 8.9, which calls for policies that promote sustainable tourism and local culture and create jobs. The participation-driven content strategy, modeled on homegrown examples such as Crumble Pakistan, channels demand toward a domestic leisure economy and strengthens the formal entertainment sector in one of the country's largest urban markets. In this way the ELP connects a single firm's growth decision to broader economic development outcomes for Karachi.

NDA

No

Abstract

Onederland operates in a market that is changing faster than the venue is changing. Pakistan has a median age of 20.6, roughly 62 million Gen Z, and an estimated 80 million Gen Alpha, with 116 million internet users and urban Karachi mobile penetration of 70 to 75 percent. These generations are the entertainment mainstream now, and they do not behave the way the previous generation of Onederland visitors behaved.

This report draws on global industry data, seven case studies of leading entertainment venues across the Gulf region, and a primary survey of 427 Karachi respondents to answer a single question: what should Onederland build into its LuckyOne expansion, and how should it talk about the result, to win this generation.

The headline findings are that racing simulators are the strongest single signal in the data, named by 46.1 percent of respondents in their top three activities of interest. Virtual reality and mixed reality experiences are the second pillar. A third category, competitive socializing, emerged as the most-desired new experience at 47.3 percent. Almost half of respondents prefer bundle passes or reloadable memberships over pay-per-game pricing, and group discounts are the single largest driver of repeat visits at 26 percent.

The report recommends that the LuckyOne expansion be built around a four-tier game mix anchored by racing simulators and VR or mixed reality, supported by a competitive socializing layer, with a participation-driven content and social strategy that reaches Gen Z and Gen Alpha where they discover venues. Supplementary recommendations cover a hangout lounge, a WhatsApp-based loyalty mechanism, selective designed-for-camera spaces, and time-of-day segmentation.

Keywords: entertainment, Gen Z, Gen Alpha, Karachi, family entertainment center, competitive socializing, VR, racing simulators, experiential learning

Document Type

Restricted Access

Document Name for Citation

Experiential Learning Project

Notes

This Experiential Learning Project was conducted during the Spring 2026 semester for Onederland, Lucky Entertainment Pvt Limited. The research includes a primary survey of 427 Karachi respondents and seven GCC venue case studies. Faculty Advisor: Ms. Rakhshanda Mustafa. Industry Supervisor: Ms. Syeda Yusra Batool Rizvi.

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