MARIAM ALI BAIG: What is your involvement with Afghanistan?
KARIM RAMMAL: It is through AMC (Asiatic Marketing Communications), which is a full service agency and a partnership based inAfghanistan. It was founded in 2009. I am one of four partners. We work with several clients, including Roshan, which is the largest telecom operator inAfghanistan, as well as Unilever and the Bank of Kabul. We are in talks at the moment with several other multinationals, which are looking to extend their footprint inAfghanistan.
MAB: Is AMC an Afghan advertising agency?
KR: Yes, but it has US holdings, as I am based inNew York.
MAB: Who heads AMC?
KR: Razak Baloch is the managing director. He has over 22 years extensive experience in advertising, marketing and production, both in theUS and in Afghanistan.
MAB: Is AMC the only Afghani advertising agency?
KR: There are quite a few, but we stand out because a lot of spend goes through AMC.
MAB: What is lure of the Afghan market?
KR:Afghanistan is a country of opportunity. Afghans want to take the entrepreneurial lead and build their country and they have created some very successful businesses in supermarket chains, petroleum distribution, infrastructure building, etc. There is a huge market for brands. Afghans have money, but little on which to spend it. When I first went toAfghanistan in 2003 the first FMCG brand I saw was Nestlé, because it was the only water non-Afghans felt safe drinking. Haleeb and Nestlé Milkpak were also there. Since then, Pakistani brands have realised that the market is great. The challenge they face is sending people to work there. It is not that easy and there is risk involved, so they hire local Afghan staff to go in and out of the market.
MAB: How do Pakistani brands do business with Afghanistan?
KR: They work through Afghan distributors and export products fromPakistan. About 60-70% of the business is done as follows… An Afghan distributor comes toPeshawar, picks up the goods from a company, pays cash, goes away. That’s it. It is the last you hear from him until he comes back for a repeat order. In the early years, a lot of the product went in like this. However, now that the market is developing and the infrastructure is better, multinationals and local Pakistani brands are beginning to look atAfghanistan as a serious market. The challenge is setting up over there, because it is a high risk country.
MAB: Is the risk security or is it also an economic one?
KR: It’s the security. On the economic front the margins are phenomenal because there is a premium attached, due to the cost of getting the goods there. There is no manufacturing and the Afghan currency is pegged to the dollar which is 42 to 45 versus 80 to 85 here. Lifestyles are amazing, well beyond what Pakistanis would perceiveAfghanistan to be. There are restaurants; there is recreation, albeit limited. The road infrastructure has improved. There are no electricity shortages; so there is comfort.
MAB: Is this mainly in Kabul?
KR: It’s pretty much throughout the major cities. From a security perspective, this year I think we had more issues inPakistan than inAfghanistan.Afghanistan is contrary to a lot of the prevailing perceptions; on TV we see the negative stories but there is a market; it’s a peculiar but a viable one.
MAB: Where is this economy derived from?
KR: Construction and agriculture. It’s a robust economy because a lot of money is going in and it is becoming more and more apparent that people have the money to buy the products that are being sold. The economy has started to roll and I don’t think there is much chance of it scaling back the way it is snowballing now, although it may not snowball as fast as it has been doing over the last few years. The economy is beginning to show signs of moving towards sustainability.
MAB: Which brands from Pakistan have a presence there?
KR: All the major brands we are used to buying inPakistan. Coca-Cola has set up a factory; in fact one of the major distributors is their bottler inAfghanistan. Coca-Cola is a major advertiser on TV and outdoors. I think Pepsi has done a deal recently and will be bottled there as well. Unilever, P&G and Engro are there. You get all the masalas fromPakistan; LU biscuits are popular and so are EBM and Colgate Palmolive products; Dawlance, Nokia, Samsung… all the brands we are used to.
MAB: What is the retail environment like?
KR: They don’t have modern trade like the Metros and Makros, there are supermarkets in the key cities but the majority of them are like the general stores we used to see inPakistan about 20 years ago; also a lot of top brands are sold on carts.
MAB: How has growth been for these brands?
KR: Phenomenal, because you are starting with a zero base. The potential is huge. You have a 30 million population base in addition to the 180 million here. The problem is setting up over there and convincing Pakistanis to move there and manage. The right way to do it is to have a distributor relationship. Manufacture inPakistan, because the raw material access is better and because by the time the raw material gets toAfghanistan the price goes up due to transportation. Afghans consider products fromPakistan to be of good quality (many of them have used them before having lived here) and they are willing to pay a premium because they understand that there are transportation costs attached, and they have the money.
MAB: Are Pakistani businesses taking advantage of this potential?
KR: We are beginning to.Pakistan needs to wake up to the fact that there is commerce taking place and it is important forPakistan to encourage its businesses.Afghanistan is where the opportunity lies because throughAfghanistan you have access intoCentral Asia. Once you develop the Afghan market, the same people who are helping you inAfghanistan will help you in the other markets as well. FromPakistan’s perspective this is a huge opportunity.Pakistan needs to look atAfghanistan as a market where we can promote our brands. Trade has been picking up year on year and there is still more opportunity to fuel it further.
MAB: Should the impetus to further business relations be coming from the government or the private sector?
KR: The initiative needs to come from the private sector and the government should support it. The private sector should get together and figure out ways how they can plan support for each other. This is what we do with our clients. We have been pitchingAfghanistan as a potential market since 2000; we have helped companies match up with distributors; helped them advertise and understand the culture. If the private sector is able to recognise the potential of that market, there are ways to do business. We are consulting for brands out of Europe, theUS andTurkey; all are looking to take advantage of the Afghan market. They have woken up to the fact that there is so much money going into the country.
MAB: What else should Pakistan be doing to encourage business in Afghanistan?
KR:Pakistan should open a corridor betweenLahore andAfghanistan andKarachi andAfghanistan; that in itself will encourage trade. At the moment there are nine flights a day fromDubai intoKabul, yet there are no flights from eitherKarachi orLahore toKabul; only four flights a week fromPeshawar.
Pakistanalso needs to encourage more trade delegations and invite Afghans to come to Afghan-specific trade shows here. We need to create better visa reciprocity on both sides. There also needs to be better understanding of how to do business there. There are ways to find a distributor; there are companies to talk to and a filtering process. Maybe the handholding needs to be better in that sense. Maybe the chambers of commerce need to work together. A lot of these things have to happen, because the market is there andPakistanis missing out on it.
First published in the November-December 2011 issue of Aurora.



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