The Boycott That Echoed – How Pakistan’s Consumer Backlash Reshaped the Brandscape
In late 2023, as conflict escalated in Gaza, a new reaction emerged on Pakistani social media: boycott lists. Initially shared in WhatsApp groups and posts on X, this movement quickly transformed into a visible market force.
While many headlines portrayed this moment as simply another moral wave, the reality was much deeper and more structural. Over 18 months, consumer behaviour in Pakistan shifted quietly but decisively, challenging the dominance of several global brands and revealing long-standing gaps in the local brand ecosystem.
This situation was not merely about outrage; it represented a significant shift in market direction, emotional, economic, and enduring.
From Belief to Behaviour: A Repeatable Pattern
Data gathered by Pulse Consultant over seven waves of national research from November 2023 to April 2025 illustrates the emotional intensity behind the boycott and, more importantly, its transformation into action.
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83% of consumers supported the boycott in its early wave
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61% acted on it, dropping some products entirely
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By April 2025, active participation rose again to 84%, showing the movement’s stickiness
Notably, women across all segments were more consistent in their boycott behaviour than men, highlighting their role in household-level decision-making.
Fast Food and the Power of Symbolism
Fast food chains have emerged as significant cultural targets in recent years, with major brands such as McDonald’s, KFC and Domino’s being perceived as symbols of American influence. These companies experienced both online criticism and physical protests, leading to the shutdown or attacks on over a dozen outlets. During key weeks of organised boycotts, delivery platforms reported a notable decline in orders.
Despite these challenges, the market remained dynamic. Local fast food brands, including Kababjees, OPTP, and Burger Lab, quickly adapted to the evolving landscape. They capitalised on national sentiment by incorporating patriotic marketing strategies and enhancing their delivery technology and customer service, effectively filling the gap left by the international chains.
In Beverages, the Switch Was Quiet but Lasting
The soft drink market has experienced notable shifts, though these changes haven’t garnered the same level of media attention as other industries. Both Coca-Cola and Pepsi have faced a gradual decline in consumer trust. In contrast, local brands such as Cola Next, Pakola, and Gourmet Cola have gained significant popularity, particularly in urban areas, among younger audiences and middle-income consumers who prefer to align their values with their purchasing decisions.
Interestingly, this trend extends beyond just branding; distribution teams have reported an increasing demand from retailers for these local options, indicating a shift in consumer preferences towards homegrown products.
Consumer Goods: Brand Equity Under Pressure
Major global fast-moving consumer goods (FMCG) companies, such as Nestlé and Unilever, have demonstrated resilience in the face of recent challenges, although certain weaknesses have emerged.
Nestlé, for instance, reported a significant 29% decline in profits in 2024, even as revenues remained stable. This disparity is largely attributed to the growing association (whether justified or not) of its flagship brands, such as Milkpak, Fruita Vitals, and Cerelac, with geopolitical issues. As a result, some consumers have begun to explore alternative brands like Olper’s, Dayfresh, SunSip, and former classic equity-based companies like Zulfiqar Industries (Capri) and Meiji.
On the other hand, Unilever has maintained its market position by adopting a Pakistan-first marketing strategy. This approach emphasises emotional storytelling, locally tailored packaging, and a strong retail network, all of which have helped to preserve its market share amid fluctuating consumer preferences.
Even Bottled Water Got Political
Though brands like Nestlé Pure Life and Aquafina were not explicitly listed in boycott campaigns, they gradually disappeared from lively events, corporate refrigerators filled with refreshments, and festive Ramadan gift baskets brimming with treats. In their stead, lesser-known brands like Sufi Water, Aab e Dubai began to rise in popularity, capturing the attention of consumers eager for alternatives. Some retailers openly confessed that their choice to switch brands stemmed from an evolving customer sentiment, rather than just differences in price.
A distributor in Lahore poignantly captured this sentiment, saying, “Water is merely water until someone inquires about who owns it.”
Why Local Brands Couldn’t Fully Capitalise
The optimism surrounding the rise of local brands in the current market landscape was only partially validated. Tragically, many of these brands failed to capitalise on the moment, hindered by challenges that ran far deeper than mere public sentiment.
Modern Trade Barriers
Prominent retail chains like Metro, Carrefour, and Imtiaz impose significant financial demands in the form of hefty token payments and placement fees. Local brands, often operating on shoestring budgets, found themselves unable to muster the necessary capital to secure valuable shelf space within these competitive environments.
Advertising Reluctance
While global brands aggressively ramped up their advertising budgets in a bid to retain visibility and consumer interest, many local brands opted for silence. For them, marketing remained a distant luxury rather than an essential strategy for survival. This reticence meant that even amid the fervour of boycott campaigns, foreign brands often lingered vividly in consumers’ minds, primarily due to their sustained visibility in the marketplace.
Winners vs. Losers: A Snapshot
Category |
Global Brands Impacted |
Local Brands Gained |
|---|---|---|
| Fast Food | McDonald’s, KFC, Domino’s | Kababjees, OPTP, Burger Lab |
| Soft Drinks | Coca-Cola, Pepsi | Pakola, Cola Next, Gourmet Cola |
| Juices & Syrups | Tang, Fruita Vitals (Nestlé) | Quice, SunSip |
| Baby Food | Cerelac (Nestlé) | Meiji, Morinaga |
| UHT Milk | Milkpak (Nestlé) | Dayfresh, Olper’s, Nurpur |
| Bottled Water | Nestlé Pure Life, Aquafina | Sufi, Springley, Kinza, IceBreeze, Aab e Dubai |
| Skincare & Homecare | Minimal boycott impact | No significant local challengers |
What It All Means
The Pakistan boycott movement transcended mere political discourse; it evolved into a compelling exploration of brand memory, market dynamics, and the awakening of consumer consciousness.
This phenomenon illuminated several critical insights:
- First, it became abundantly clear that purpose and perception now wield greater influence over consumer choices than traditional factors like quality or price. The alignment between a brand’s values and those of its audience has never been more vital.
- Second, visibility emerged as a formidable weapon during tumultuous times; brands that maintain a presence in the public eye forge deeper connections and retain their consumer base.
- Lastly, it was evident that local brands are in dire need of robust infrastructures that can transform emotional resonance into tangible market share.
As the initial fervour subsides, one undeniable truth surfaces: this movement was never solely about Gaza or the act of boycotting. It became a profound referendum on how well brands resonate with the communities they serve and their capacity to adapt when public sentiment, rather than strategic marketing plans, dictates consumer behaviour.
