A successful “Made in Pakistan” campaign could eventually change how the world sees Pakistani products and how Pakistanis see their own economic potential. But this will require patience, consistency and cooperation between government and the private sector. Pakistan does not lack talent or productive capacity. What it has lacked is a sustained strategy to convert these strengths into global economic influence. The time has come to stop being known merely as the country behind other people’s brands and start building brands the world recognizes as Pakistani.
Pakistan’s economic challenge is no longer simply about producing more goods; it is about ensuring that the world recognizes, trusts and values what Pakistan produces. Federal Minister for Planning, Development and Special Initiatives Ahsan Iqbal’s call for a strong national branding strategy therefore comes at an important time. For decades, Pakistan has remained capable of producing quality goods, yet much of the value generated by those products has been captured elsewhere because they reach international markets under foreign labels.
The contrast with regional economies is particularly striking. Pakistan’s exports have remained around $40 billion since 1990, while Vietnam has expanded its exports to roughly $475 billion. The difference cannot be explained only by production capacity. It reflects differences in market strategy, value addition, branding, innovation and the ability to build lasting relationships with international consumers.
Pakistan already has products that can compete globally. Its textiles, surgical instruments, sports goods and footballs are recognized for quality. The fact that Pakistani manufacturers have produced footballs for FIFA World Cup competitions demonstrates the strength of local expertise. Yet producing for an international brand is not the same as building an international brand. Pakistan must make the difficult transition from being a supplier to becoming a name that consumers actively seek.
This is where the National Center for Brand Development can play an important role. Its objective of strengthening the “Made in Pakistan” identity should not become another bureaucratic exercise or a slogan confined to government offices. It must translate into practical support for exporters, manufacturers, entrepreneurs and creative industries. Branding requires quality, consistency, innovation, reliable supply chains and customer confidence. A national brand cannot be built through advertising alone.
The proposed “Nation Brand Lens,” covering culture, exports, governance, diplomacy and defence, entertainment, tourism and sports, is also significant. Pakistan’s global image is shaped by far more than its merchandise exports. Its culture, heritage, sporting talent, tourism potential and creative industries are all components of its soft power. These strengths need to be presented through a coherent national narrative rather than through disconnected promotional campaigns.
At the same time, the govt must recognize that international branding begins at home. A country cannot convincingly market reliability abroad if exporters face unpredictable policies, cumbersome procedures, inconsistent standards or weak infrastructure. Good governance, policy continuity and ease of doing business are therefore as important to the country brand as attractive packaging or promotional campaigns.
The govt’s broader export-led agenda under URAAN Pakistan provides an opportunity to connect branding with economic reform. The objective should be to increase not merely the volume of exports but their value. Pakistan needs more companies capable of moving up the global value chain, protecting intellectual property, investing in research and development and establishing their own distribution networks abroad.