Interview with Ms. Natasha Haseeb, Anchor, PTV News
PAGE: Tell me something about yourself, please:
Natasha Haseeb: I am currently serving as an Anchor at Pakistan Television News (PTV), where I host the business program “Economy in Focus.” This show delves into the multifaceted dimensions of the national and global economy, encompassing sectors such as business, investment, financial markets, and macroeconomic trends. With a commitment to journalistic integrity and intellectual depth, I strive to elevate the program through incisive content, distinguished panelists, and verifiable, high-caliber information. The show’s evolution into a dynamic and informative platform is a testament to the rigorous research, compelling discourse, and authentic storytelling we bring to our audience. In essence, I am a curious mind and a passionate communicator who thrives on meaningful engagement and informed dialogue. Whether on-screen or behind the scenes, I remain committed to fostering a more economically aware society through credible journalism and thoughtful inquiry. My journey continues to be shaped by knowledge, research, and the pursuit of stories that matter.
PAGE: Pakistan Super League has become a substantial brand. What is your take onit?
Natasha Haseeb: The Pakistan Super League has developed into a powerful and emotionally connected brand within Pakistan. It successfully revived international-standard cricket in the country and built strong city-based fan identities, turning franchises into symbols of regional pride. From a branding perspective, PSL’s strength lies in its consistent delivery, strong local engagement, and its positioning as a major entertainment product, especially during key seasons. This has helped it build credibility, loyalty, and long-term brand value in a relatively short time.
From a business perspective, PSL has shown steady and sustainable growth. Its revenues come from broadcasting rights, sponsorships, franchise fees, and ticket sales, with media rights being the largest contributor. The league generates billions of rupees annually and plays a crucial role in supporting the financial stability of the Pakistan Cricket Board.The revenue-sharing model is designed to favor franchises, making it attractive for investors, although profitability varies depending on operational costs and team performance.
Overall, PSL is a well-managed and sustainable sports business in an emerging market. Its controlled growth strategy has helped it avoid financial volatility while maintaining consistent expansion. However, challenges remain in increasing global visibility, attracting larger international sponsors, and improving franchise valuations. In conclusion, PSL stands as a strong regional sports brand with solid business fundamentals and significant potential for future growth if strategic improvements continue.
PAGE: Fast food franchises are expanding rapidly. McDonald’s, KFC, Pizza Hut, Gloria Jean’s, Hardee’s, Burger King,etc., are household names in Pakistan. How would you comment on it?
Natasha Haseeb: Well, the rapid expansion of international fast-food chains like McDonald’s, KFC, Pizza Hut, Gloria Jean’s, Hardee’s, Burger King, etc., in Pakistan reflects a broader shift in consumer behavior, particularly among the urban middle and upper classes. Rising disposable incomes, a young population, and increasing exposure to global culture have made these brands highly attractive. For many consumers, these outlets are not just about food but about experience, consistency, hygiene, and social status, which local eateries often struggle to standardize at scale.
From a business perspective, these international franchises operate through local partnerships and franchise models, meaning a significant portion of investment, employment generation, and operational activity remains within Pakistan. They contribute to the formal economy by paying taxes, creating supply chains, and generating thousands of jobs. However, a portion of their profits, such as royalties, franchise fees, and brand licensing charges,is repatriated to parent companies abroad, which leads to an outflow of foreign exchange. This creates a mixed economic impact: strong local business activity alongside external profit leakage.
In conclusion, while international fast-food brands are undeniably capitalizing on Pakistan’s growing consumer market, their presence is not purely extractive. They play a role in modernizing the food industry, raising service standards, and stimulating competition. The real challenge for Pakistan lies in enabling strong local brands to scale up and compete effectively, ensuring that a larger share of profits and brand value is retained within the domestic economy.
PAGE: Experts reckon a quantum growth over the next ten years in the franchising business in Pakistan. What is your perspective on hotel chains?
Natasha Haseeb: The outlook for hotel chains in Pakistan is strongly aligned with the broader optimism around franchising, but with some important nuances.
Firstly, the fundamentals are clearly in favor of expansion. Pakistan’s hospitality sector is projected to grow steadily, supported by rising domestic tourism, a growing middle class, and increasing interest from international brands.This creates a natural demand for standardized, reliable accommodation, which is something hotel chains are best positioned to provide. In fact, international operators are already investing and expanding through franchise and management models, which allow rapid scaling with lower capital risk. A local example is the push toward multi-city expansion by hospitality groups aiming to build dozens of properties over the next decade.
Secondly, the franchise model is particularly well-suited to Pakistan’s hotel industry. Unlike fully owned hotels, franchising enables local investors to partner with established brands, benefiting from brand recognition, operational systems, and global booking networks. Research shows that non-ownership models like franchising offer higher economic efficiency and lower financial risk compared to owning hotels outright. This is crucial in a market like Pakistan, where capital constraints and uncertainty still exist. It also explains why mid-scale and budget chains, rather than luxury hotels, are expected to dominate future growth.
However, there are structural challenges that will shape this growth. The market is becoming increasingly competitive, and simply having a brand name is no longer enough; service quality, technology integration, and customer experience will be key differentiators. Globally, even hotel chains are facing slower revenue growth due to competition and market saturation. In Pakistan, additional constraints such as infrastructure gaps, inconsistent tourism flows, and regulatory issues can slow down the pace of expansion, especially outside major cities.
Overall, my perspective is that hotel chains in Pakistan have strong long-term potential, particularly in the mid-tier segment, and franchising will be the main driver of that growth. But success will depend less on expansion alone and more on execution. Brands that adapt to local needs while maintaining international standards will be the real winners…
PAGE: The role of multinational companies (MNCs) is significant in the economy of Pakistan. MNCs have gotten a robust foothold in fashion, wellness, retail, and services segments, including Levi’s, Nike, Adidas, Next, Mothercare, Mango, Hyper Mart, etc. What is your standpoint in this regard?
Natasha Haseeb: Multinational companies (MNCs) have undeniably strengthened their presence in Pakistan’s consumer economy, especially in fashion, retail, and lifestyle segments. Brands like Levi’s, Nike, Adidas, Next, Mothercare, Mango, Hyper Mart, etc., have established strong brand equity among Pakistan’s growing middle and upper-middle classes. Their entry reflects rising urbanization, increasing disposable incomes, and a shift toward global consumption patterns. These companies also bring international standards in quality, branding, and customer experience, which helps modernize Pakistan’s retail landscape.
From an economic perspective, MNCs contribute positively through foreign direct investment (FDI), job creation, tax revenues, and skills development. They often introduce advanced supply chain systems, marketing strategies, and operational efficiencies that local firms can learn from. Moreover, their presence encourages competition, pushing domestic brands to innovate and improve quality. Shopping malls and organized retail spaces in cities like Karachi, Lahore, and Islamabad have flourished largely because of the pull created by such international brands.
However, there is also a critical side to consider. MNCs tend to repatriate a significant portion of their profits, which can limit long-term capital retention within Pakistan. Their dominance may also overshadow local businesses, especially small and medium enterprises that struggle to compete with global branding and economies of scale. Additionally, heavy reliance on imported products can put pressure on the country’s trade balance. Therefore, while MNCs are a catalyst for growth and modernization, Pakistan needs balanced policies that both attract foreign brands and protect and promote local industries to ensure sustainable economic development.