The Business Problem

A leading natural skin care company from Pakistan had failed in its first attempt to extend into the bath category. Consumers neither noticed the launch nor understood the value proposition. The overlap in positioning with the core skin care portfolio created confusion. Promos hurt more than helped. The product had to be pulled out. When the next generation planned to enter perfumes and deodorants, they were determined not to repeat old mistakes.

What We Uncovered

The core brand stood for luxury wellness and had strong traction both in Pakistan and the Gulf. Yet it lacked credibility in the fragrance space, which was owned by another player known for Islamic non-alcoholic scents. We realised a new sub-brand needed to be created to carry forward the legacy while gaining fast legitimacy in this adjacent category.

The Strategic Shift

We created a new fragrance only sub-brand that echoed the mother brand’s luxury cues. Instead of plain celebrity endorsement, we brought Pakistan’s top TV star on board as a co-creator with equity. The brand’s positioning leveraged his on-screen persona. For deodorants, we partnered with popular national cricketers and crafted product names inspired by their styles. This mix brought credibility, excitement, and immediate attention.

How We Brought the Positioning to Life

The fragrance line was launched under the celebrity’s name, with custom content and design reflecting the brand’s luxe tone. Deodorants were backed by sports stars and targeted toward a younger male audience. The campaign spanned Pakistan, the GCC, and UAE. Each execution was tightly linked to cultural moments and fan excitement.

What Changed

The entire launch stock sold out in just 3 weeks, against a plan of 2 months. Retailer interest was so strong that the UAE launch was advanced and executed simultaneously with the Pakistan release. The brand had finally cracked personal care, with a fragrance-first playbook that was both strategic and scalable.