Client Name

Bazaar Technologies

Faculty Advisor

Mr. Adnan Ahmed

SBS Thought Leadership Areas

Investment Decision Making

SBS Thought Leadership Area Justification

Our Experiential Learning Project (ELP) with Bazaar Technologies centers around enhancing the company's Private Label (PL) strategy through data-driven market analysis and strategic investment recommendations—directly aligning with the Investment Decision Making thought leadership area.

Key Alignments:

1. Resource Allocation Decisions:

  • We evaluated the sales potential across categories (Laundry, Soap, Tissue, Cleaner & Homecare, and Food & Spices), helping Bazaar decide where to invest more heavily (e.g., Laundry) and where to test minimally viable strategies (e.g., Spices).

  • For instance, only 2 of 68 stores stocked Bazaar tissues, signaling a low ROI without targeted investment in visibility or pricing adjustments.

2. Pricing and Profitability Strategy:

  • We conducted competitive pricing analysis to understand where Bazaar's PL products were perceived as overpriced or underpromoted.

  • This led to a proposed tiered discount model (Bronze, Silver, Gold), which helps Bazaar decide how to strategically subsidize or incentivize PL sales to boost vendor engagement and repeat purchases.

3. Trade Marketing Investment Plan:

  • Our final deliverable includes a cost-effective trade marketing plan, outlining specific investments in:

    • Shelf rent (PKR 500–1,000/month)

    • Sample campaigns

    • Branded in-store materials

  • These recommendations directly support capital allocation decisions to maximize private label ROI and shelf visibility.

4. Risk Management and Strategic Forecasting:

  • The project identifies risk factors like brand unfamiliarity and supply chain inefficiencies that currently discourage retailer loyalty.

  • We incorporated KPIs (e.g., Private Label Repeat Purchase Ratio, Basket Size Growth) to monitor and adjust investments based on real-time performance metrics.

In summary, our project empowers Bazaar Technologies to make informed, strategic investment decisions about which PL products to push, how to price them, where to promote them, and how to allocate budget for visibility and loyalty-building. This reflects the core spirit of the Investment Decision Making thought leadership domain.

Aligned SDGs

GOAL 12: Responsible Consumption and Production

Aligned SDGs Justification

By recommending responsible trade marketing practices, such as reducing overstocking, promoting bundled SKUs, and encouraging affordable alternatives to high-cost FMCGs, the project aligns with SDG 12 (Responsible Consumption and Production), ensuring better resource utilization and minimal waste in product distribution.

NDA

Yes

Abstract

This report examines Bazaar Technologies’ private-label (PL) trade marketing strategy among general-trade vendors in Karachi. The objectives were to:
(i) map current PL availability across five core FMCG categories (Laundry, Tissue, Soap, Cleaner & Homecare, Food & Spices),
(ii) assess vendor sourcing habits and perceptions,
(iii) identify competitive dynamics, and
(iv) develop actionable recommendations to strengthen Bazaar’s PL penetration and vendor engagement.

Using structured store visits (100 shops across nine neighborhoods) and a standardized questionnaire, we collected quantitative data on stocking rates, PL adoption, pricing perceptions, display practices, and ordering frequency. Qualitative insights were also gathered through open-ended vendor interviews. Analysis revealed high baseline category coverage in Laundry, Soap, and Homecare (~84% stocking), but weak PL adoption (10–36%). Tissue (~68% stocking; only 3% PL adoption) and Food & Spices (~60%; < 5% adoption) remained under-penetrated.

Key findings include:

  • Visibility Deficit: 70–90% of retailers use basic shelf stacking; eye-level placements or end-cap visibility for PL SKUs are rare.

  • Pricing & Promotions: Vendors frequently perceive Bazaar’s PL pricing as equal to or higher than national brands. Discount eligibility is poorly understood.

  • Ordering Patterns: PL orders are infrequent (mostly quarterly), often driven by price and stock availability. Trade promotions and delivery speed are secondary decision factors.

We propose a three-pronged trade-marketing strategy:

  1. Incentivization & Discounts: Launch a “Bazaar Club” loyalty model with tiered discounts, combo promotions, and guaranteed rebate transparency.

  2. Visibility & Merchandising: Deploy shelf talkers, branded racks, and end-cap planograms; sample sachets and banner ads on the app.

  3. Vendor Engagement & Loyalty: Introduce a “Bazaar Champion” vendor training program, WhatsApp video content for low-penetration categories, and ongoing feedback loops.

Implementation via a three-month rollout—with clear KPIs (e.g., PL reorder rate, merchandising compliance, rebate awareness)—will help Bazaar scale private-label trial, deepen repeat purchase, and win vendor trust in the general-trade channel.

Document Type

Restricted Access

Document Name for Citation

Experiential Learning Project

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Available for download on Tuesday, June 16, 2026

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