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Day-care centres
Data from the Pakistan Bureau of Statistics (PBS) shows at least 20.73 per cent women comprise our workforce, against the global average of 50.13 per cent. Several studies by ILO reveal that childcare often forces Pakistani women to leave work.
The recently passed law, which applies to Islamabad for now, provides six months of paid leaves to first-time mothers and 30-day leaves to fathers. This will help parents focus on their family more efficiently without constantly worrying about their careers. Many workers in the country are employed in the informal sector that often uses temporary work contracts to absolve themselves of any responsibilities.
There are many private companies that still do not offer women paid maternity leave and most women rejoin office usually a month after their delivery. While most first-time mothers try to manage their responsibilities as efficiently as possible, most of them finally take the hard decision of leaving the workforce. This also happens because both small and large companies rarely offer day-care facilities to its workers. Further the Private day-care centres are providing this facility under their own enacted rules, which are to be supervised by a competent authority of the government.
Over the years, however, there has been an increase in the number of informal women-run businesses in the country, mostly driven by necessity, allowing the sole entrepreneur to earn decent earnings to support her household. And this necessity arises because of job scarcity in the market for women who may opt for flexible hours to balance job and child’s care. With the new law, there is some hope that industries will be more inclusive for women and not leave them to make arrangements on their own. In addition to paid leave, the government should persuade employers to set up workplace day-care centres, enabling women to return to work confidently and attentively.
QAZI JAMSHED SIDDIQUI
Lahore
Empowering consumers
The shift towards a customer-centric approach is fundamentally changing consumer behaviour, placing paramount importance on understanding and meeting customer needs throughout the buying journey. By prioritizing customer satisfaction, companies aim to cultivate trust and loyalty, resulting in repeat purchases and organic brand advocacy.
Central to this strategy is the delivery of outstanding experiences across all touch points. Beyond just selling a product, companies focus on providing personalized, seamless interactions that exceed customer expectations. This emphasis on experience not only differentiates brands in a competitive market but also reduces price sensitivity among consumers.
Furthermore, the customer-centric approach emphasizes building long-term relationships with customers. By actively engaging with them, gathering feedback, and adapting offerings accordingly, companies can increase customer lifetime value and sustain revenue growth over time. This proactive approach, driven by data insights and personalized solutions, strengthens the bond between the customer and the brand, fostering loyalty and advocacy.
In addition to fostering loyalty, a customer-centric approach positively impacts sales and revenue. Satisfied customers are more likely to make additional purchases and recommend the brand to others, leading to higher average order values and lower customer acquisition costs. This combination of increased customer loyalty and reduced acquisition costs contributes significantly to the company’s bottom line, driving sustainable growth and profitability.
In summary, the customer-centric approach is a cornerstone of success in today’s business landscape. By prioritizing customer satisfaction and delivering exceptional experiences, companies can build trust, foster loyalty, and drive revenue growth in a competitive marketplace.
M SAQIB JAVED
Islamabad
