In February 2024, I ordered a seemingly ready-to-wear outfit from a prominent Pakistani designer’s website. I had visions of wearing it to a luncheon in early March. But the outfit arrived three days before Eid—two months and countless WhatsApp messages later. It was a harrowing journey of sporadic replies, assurances that “it’s almost done,” and multiple excuses ranging from “we’re short-staffed” to “logistics delays.” By the time the package landed at my door, I realised it wasn't my size, but my enthusiasm for the piece had evaporated, replaced by relief that the ordeal was finally over.

This experience, while frustrating, is far from unique. In fact, it has become emblematic of a pervasive issue in Pakistani fashion: shoddy customer service that leaves consumers exasperated, yet brands oblivious. The pandemic may have thrust many brands into the realm of e-commerce, but a deeper look reveals that the foundations of this industry—logistics, customer support, and post-sale service—remain alarmingly shaky.

The global COVID-19 pandemic reshaped the retail landscape, and Pakistan was no exception. As physical stores shuttered, designers scrambled to establish an online presence. E-commerce became a necessity rather than a choice, but for many brands, it was a hasty pivot that exposed glaring inefficiencies.

Unlike global counterparts, Pakistani brands often treat online retail as a side hustle. The lack of dedicated e-commerce teams means everything—product listings, inventory updates, customer queries—is managed on an ad hoc basis. Some brands outsource their entire e-commerce operations to third-party agencies, which leads to an even more fractured customer experience. A logistics executive I spoke to confirmed that these agencies are often overwhelmed, juggling multiple brands without understanding the intricacies of fashion retail.

Ali Chaudhry, a logistics professional with nearly a decade of experience, highlighted the challenges of the industry:"It all comes down to unit economics. Customers expect to pay as little as 70-100 PKR for a rider to deliver to their doorstep, often requiring multiple calls. Price wars among new entrants have driven rates even lower, making it harder to maintain quality service in the long run. Logistics is the backbone of any budding fashion brand in Pakistan, especially if you want to serve the entire country. With limited retail outlets, e-commerce and efficient logistics are essential for growth."

Within the fashion industry, there is also the peculiar perception that accessibility undermines exclusivity. Several brands, especially legacy Pakistani designers, still seem to believe that being hard to reach adds to their mystique. This outdated mindset alienates the very customers they rely on to sustain their business.

Many prominent designers, known for bridal couture, don't list prices online, requiring potential buyers to inquire via WhatsApp or Instagram DM. The responses, if they come at all, are curt and dismissive. A buyer shared her ordeal of being ghosted mid-purchase: “I was ready to pay their exorbitant price, but they made me feel like I was inconveniencing them by asking for details. Is it too much to expect a pleasant shopping experience?”

The answer lies in staffing. Most Pakistani fashion brands do not employ dedicated customer service representatives. Instead, they rely on sales associates or even store managers to handle digital inquiries, resulting in slow, inconsistent responses. I have had different prices being quoted to me and my sister when we messaged to inquire about a shawl, likely because I happen to have 25000 followers and my sister has 40.

Mohsin Naveed Ranjha, a renowned luxury designer with a presence in Pakistan, the UK, and the US, shared his perspective shaped by years of experience in the bridal fashion industry: "Before I started my own clothing brand I worked for other people, and I often saw brides’ outfits being delivered last-minute to makeup salons. It saddened me to see brides and grooms already overwhelmed with the emotional toll of leaving their homes or adjusting to new beginnings. That’s when I decided my brand would never compromise on timely delivery. Weddings are special and deserve respect—it’s not just business, it’s about humanity and basic responsibility."

Returns are another nightmare. Policies are often buried in fine print, and even when brands allow exchanges, the process is labyrinthine. Customers are expected to foot the bill for return shipping and, in many cases, face resistance when requesting refunds. One consumer recounted her ordeal with an online-only brand: “They sent me the wrong color, and when I tried to return it, they told me the piece was non-refundable because it was on sale. I had to threaten legal action to get my money back.”

Emaan Ahmed, co-founder of the online brand Chyll, shared, “Coming from a corporate background, we’ve always believed in going above and beyond for customers. Most of our clients are kind and understanding, but we’ve faced challenges with those who ignore our processes or resort to disrespectful behavior. Some even make unreasonable demands, threatening public criticism despite us acting within policy and with kindness. These experiences have taught us the importance of balancing flexibility with standing firm on our principles to maintain fairness and integrity.”

Even when brands try to do better, they’re at the mercy of Pakistan’s unreliable logistics networks. Delivery delays, damaged parcels, and poor communication from courier services are common complaints. A logistics company executive admitted: “Fashion deliveries are particularly challenging because the items are high-value, time-sensitive, and often require special handling. Most local courier services aren’t equipped to meet these demands.”

The inefficiency extends to payment methods. Online payments remain a hurdle, with many consumers still wary of sharing their financial details. Brands that do offer payment gateways often face technical glitches, forcing customers to resort to cash on delivery as the payment mechanism—a system fraught with its own inefficiencies.

The irony is that some of Pakistan’s most celebrated fashion houses are the worst offenders when it comes to customer service. Their negligence isn’t just frustrating; it’s disrespectful to the very audience that has propelled them to success.

One Lahore-based consumer shared her disappointment with a leading luxury prêt brand: “I bought a kurta that cost Rs. 40,000, and it arrived with uneven stitching and loose threads. When I complained, their response was basically, ‘That’s how it is.’ For that price, I expect perfection.”

Such stories are alarmingly common.

From the brand's perspective, the chaos often starts at the customer’s doorstep. Packages are refused without reason, just because the buyer “changed their mind” as if the brand is a neighbourhood food cart.

The situation worsens with returns—garments that have clearly been worn and irreversibly damaged arrive back, accompanied by flimsy excuses. Unlike the West, where returns often involve simple items like sweatshirts, we’re dealing with custom-made, intricately embroidered pieces that cannot be recycled into stock.

Then there’s the rampant mistreatment of staff—sales associates spoken to with less respect than one would give a 17th century slave, orders barked, complaints laced with condescension. “They act as if we’re their personal servants,” a showroom manager remarked. Appointments at designer studios are routinely missed without notice, leaving staff to twiddle their thumbs. This toxic entitlement from customers fuels a vicious cycle of disrespect and discontent, and frankly, it’s no wonder the service suffers.

Omer Shaukat, who runs the online menswear brand Manstream, shared, “Delayed shipping is one of the most common complaints in Pakistan’s online retail sector, especially due to logistical issues in remote areas. Customers often fail to answer riders’ calls or demand rescheduled deliveries at their convenience, while riders struggle to stick to timelines. In the end, couriers mark orders as returned because, with COD, customers have no real stake in the orders they place.”

But the challenges for brands don’t end with entitled customers; they extend to outright sabotage. Prank calls flood customer service lines, wasting time and tying up already stretched resources. Even more insidious are competitors sending scouts to showrooms under the guise of customers, snapping photos of exclusive designs to replicate them. “It’s an open secret,” says one industry insider. “They come in, feign interest, and discreetly take pictures of our latest pieces.” As a result, frontline staff grow wary, second-guessing every inquiry, which leads to delayed or dismissive responses to genuine customers. “You can’t blame them entirely,” says a senior brand executive. “When half your day is spent filtering out fake calls and dodging knockoff hunters, it’s hard to maintain enthusiasm for the real buyers.”

Sana, a dissatisfied customer, shared her frustrating experience with ShahOnline: “I ordered from ShahOnline weeks ago, and not only has the delivery timeline passed, but the occasion I needed the outfit for is over too. All they did was put up an Instagram story saying, 'Sorry for the delay.' What am I supposed to do now? It’s not even custom-made—why the delay? And since it’s an online brand, I can’t even visit their premises to demand my refund.”

Designer brands often falter in customer service, especially when compared to their Indian counterparts, who rarely face complaints about delivery, refunds, or returns. For diaspora clients, these issues are a huge red flag, tarnishing reputations abroad. Awards or celebrity endorsements mean little if you can’t deliver to real customers, as word spreads quickly.

Not all brands are stuck in the dark ages. A handful of players, both old-school and new-age, are setting the bar higher. Brands like Sana Safinaz and Outfitters have invested heavily in their digital platforms, offering a user-friendly website, responsive customer service, and swift delivery. Similarly, Khaadi’s e-commerce platform demonstrates how large-scale brands can maintain quality control.

What’s needed is a cultural shift within the industry. Designers must recognize that their creations, no matter how exquisite, are only as good as the service accompanying them. Dedicated e-commerce teams, clear return policies, and robust partnerships with reliable logistics companies are no longer optional—they’re essential.

In the words of one seasoned e-commerce professional: “The consumer is king. Brands that fail to prioritize customer service are digging their own graves.”

Pakistani fashion’s Achilles’ heel isn’t the lack of talent or creativity—it’s the neglect of the customer experience. From rude sales associates to delayed deliveries and impossible return policies, the industry has a long way to go. But with the right mindset and investments, there’s no reason it can’t evolve into a global standard-bearer.

After all, is it really too much to ask for a pleasant shopping experience?