A BUSINESS MAGAZINE FOR TODAY’S ENTREPRENEURS APR / MAY 2013 VOLUME-7 NO.04 Qatar:Riyal 20.00 - Oman:Riyal 2.00 - UAE:Dirhams 20.00 - Kuwait:KD 2 - Saudi Arabia:Riyal 20.00 - Bahrain:BD 2
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Contents Business 36 IN GULF
APRIL / MAY 2013
COVER STORY 36 Leading The Race
Batelco, the countryâ&#x20AC;&#x2122;s first telecom provider continues relentlessly to offer the best technology to its customers, in an ever changing market, cementing its position as a leader in the industry. We speak to Batelco group CEO Shaikh Mohamed bin Isa Al Khalifa about life in the hot seat.
FEATURE 40
Top 10 Topics for BIC Chairman The Kingdom is all set to flag off the 2013 Formula 1 Gulf Air Bahrain Grand Prix. We catch up with the charismatic Chairman of the Bahrain International Circuit, Zayed R. Alzayani for a quick chat, as his team prepares for the ninth year of the race in the country. 2
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ENTREPRENEURS
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Retail Boon Held under the patronage of H.E. Dr. Hassan A. Fakhro, the Minister of Industry & Commerce, Bahrain Fair 2013 provided an unrivalled opportunity to sell goods and wares and expose products to consumers from Bahrain, KSA Eastern Province and beyond.
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EGovernment Forum Organized HH Shaikh Mohammed bin Mubarak Al Khalifa Deputy Prime Minister and Chairman of the Supreme Committee for Information and Communication Technology (SCICT) inaugurated the Bahrain International eGovernment Forum 2013, which was held at the RitzCarlton Bahrain Hotel & Spa. 4
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Sheesha, Conversation and A Cuppa: Ammartimes Café It was Ammar Al Bannai’s dream to set up a coffee shop, which gives its patrons a unique environment, and in August 2012, the dream became a reality with the establishment of Ammartimes Café. We find out more about his vision and aspirations.
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You are Doing It Wrong Organizations are terrible at decisionmaking. You know it’s true. Here’s how to make better decisions.
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Plan Your Launch Party Right 7 things startups forget when planning their launch parties.
Indulging Your Sweet Tooth: Sugar Station
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Abeer Janahi and Alya Janahi definitely had a sweet tooth and the expertise needed to whip up yummy treats. In January 2013, the sisters came together to launch the Sugar Station. We speak to Abeer about their goals and aspirations.
The Top Ten Sports Cars Under 50K.
BIG Autos
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Hotel Outlet Guide Your guide to the Kingdom’s hotel outlets for dining, shopping, nightlife and spa.
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Right from my childhood, there has been a constant in Bahrain: Batelco. It was a great honor for us to meet the group CEO, Shaikh Mohammed Bin Isa Al Khalifa and to feature him in our magazine. He shares with us details on how Batelco became Bahrain’s most diversified international company. As for those of us that are interested in food such as myself, our feature on the Best 5 star hotel restaurants that offer Business Lunch Buffet will be a guide to pick a place for the next business lunch meeting. We have also interviewed young entrepreneurs. who are realizing their dreams. Check out the unique ideas and talents we have in our country. And BTW, we are on the social media! FB, Twitter and Instagram. Do reach out if you have any comments or suggestions. Till next time, Happy Reading!
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MAXMEDIA PUBLICATION
Business IN GULF
Bahrain’s premier entreprenurial lifestyle magazine PUBLISHER / EDITOR IN CHIEF Sameer Uchi MANAGING PARTNER / GROUP EDITOR Mohd. A. Kayani DEPUTY EDITOR Dilraz Kunnummal
Dilraz Kunnummal
Deputy Editor dilraz@maxmediaco.com
Contributors
EDITORIAL COORDINATOR Jakrapong Saengnuan SALES & MARKETING DIRECTOR Tarek Rashdan PRODUCTION MANAGER Sachan Chandran GRAPHIC DESIGNER Haroon Rasheed
Neil Fogarty is an international speaker, adviser, mentor, consultant and the author of Crack On and Kill Your Salesman. For more information visit www.neilfogarty.com. You can also visit his blog sparkglobalbusiness.com/wp/blog.
Mike Figliuolo is the Founder and Managing Director of thought LEADERS, LLC. He is also the author of One Piece of Paper: The Simple Approach to Powerful, Personal Leadership. You can reach him via email at info@thoughtleadersllc.com
Mitch Ditkoff is the Co-founder and President of Idea Champions. He can be contacted on: e-mail - mitch@ideachampions.com and can be followed on Twitter at: http:// twitter.com/mitchditkoff. For more information visit the Heart of Innovation blog www. ideachampions.com/weblogs and Idea Champions at www.ideachampions.com
PHOTOGRAPHERS Mani T. Habeed H. DISTRIBUTION CONTROLLER Salah Abdulla Hassan
Please e-mail us any form of business, banking, financing, investments or entrepreneurial news. email us on: big@maxmediaco.com
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B.I.G is published monthly and is available in all Supermarkets and book stores across the GCC. If you cannot find our magazine in your area, please give us a call on Bahrain (973) 17 402-482 and we’ll tell you where you can get a copy. Remember to always ask for B.I.G. Licence no: CBIG 712 Copyright: 433\04 B.I.G Magazine all rights reserved. Reproduction in any form is prohibited without our written permission. The content of this publication is the exclusive property of MAXMEDIA CO. W.L.L and must not be reproduced in any form without written permission. Every effort has been made to ensure the accuracy of the information contained in this publication. However, MAXMEDIA CO. W.L.L and all its publications cannot accept legal responsibility for any error or omission.
{ASK BIG}
WHAT ONE GADGET CAN YOU OR YOUR TEAM NOT LIVE WITHOUT (OTHER THAN A SMARTPHONE)? Question by: Ashley INNOVATION DIFFERENTIATION
FORGET YOUR RESUME!
PROVE YOUR PROACTIVITY
ARE YOU IN IT FOR THE LONG HAUL?
SHARE YOUR STORY
“Bring something different to the table. Not only in your resume, but in pitching yourself. In addition, bring ideas with you. Approach the company having done your research, and make recommendations based on where you see opportunity. Then relate it to your experience and how you would contribute.” Matt Cheuvront | Founder, Proof Branding
"Do something that makes you stand out. If you haven't done anything especially impressive to make your resume pop, impress with your initiative. Get to know the product extremely well and make recommendations. Build something. Send snail mail. The more enthusiasm and commitment you show, the more likely they are to decide you're worth bringing in. Resumes and cover letters are not enough." Emerson Spartz | CEO and Founder, Spartz Media
"You can be incredible intelligent and experienced, but unless you are proactive and able to think on your feet independently, it doesn't matter in the context of a startup. You need to "tell" that you are proactive by highlighting experiences where you have created something new or worked alone, and you should "show" that you are by quickly and energetically following up with your interviewer." Caroline Ghosn | Co-Founder and CEO, The Levo League
“Demonstrate that you want to grow with the company. Nothing makes me happier than knowing someone respects the startup model and wants to be part of the company’s core. Use the cover letter to show your interest in the company and why you think you’re a good long-term asset. Saying you’re willing to do things that aren’t “your job” doesn’t hurt either.” Therese Kuster | Owner, TargetClick Marketing Solutions
"Show them that you either have a history of innovation, or perhaps make an innovative suggestion for the company when you reach out to them. Startups want to bring on people that can help take them to the next level." Justin Beegel | Founder, Infographic World, Inc.
EMBODY THE CORPORATE VALUES
FEARLESSNESS OF FAILURE
"Culture is really important at successful startups like Airbnb and LivingSocial. Most of these firms publish their corporate values publicly, so make sure that you review the lists and incorporate the concepts into your resume. It will not only help you determine if you're a fit for the firm, but will also help the firm to really envision you among their employees too." Doreen Bloch | CEO / Founder, Poshly Inc.
“A resume is merely a conversation starter that gets your foot in the door. Be ready to talk about experiences that show you are not afraid to fail and showcase how you’ve taken risks in the past. There is nothing wrong with showcasing a failed attempt at entrepreneurship because it shows that you can operate with an entrepreneur’s mind within a more mature startup organization.” Matt Wilson | Co-founder, Under30CEO.com
CAN YOU DO THE HUSTLE?
A STARTUP SPIRIT
“Show them how you “pounded the pavement” to get the job done. At successful startups, a seemingly easy task is often littered with obstacles that employees need to overcome. Demonstrate that you’ve gone above and beyond, such as driving hours to see a client in person or staying tethered to your laptop on a weekend to be responsive to customer inquiries. Hustle goes a long way.”
“Startups look for a can-do entrepreneurial spirit in their employees. Instead of showing how good you are at following the rules, show off where you’ve taken initiative or started your own project.” Laura Roeder | Founder, LKR
Bhavin Parikh | CEO, Magoosh Test Prep
The Young Entrepreneur Council (YEC) is an invite-only organization comprised of the world’s most promising young entrepreneurs.
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BATELCO COMPLETES MAJOR ACQUISITION
BAHRAIN: Bahrain-based
Batelco Group announced the finalization of its acquisition of various companies from Cable & Wireless Communications (CWC), which comprise its Monaco and Islands Division. Batelco’s Group chief executive Sheikh Mohamed bin Isa Al Khalifa and CWC announced that all necessary regulatory approvals and conditions have now been satisfied and ownership of specific companies has now been transferred to Batelco. Batelco has acquired the entire CWC interest in Dhiraagu (Maldives), Sure Channel
Islands and Isle of Man and CWC operations in Falkland Islands, St Helena, Ascension and Diego Garcia. Batelco also acquired 25 percent shareholding in Compagnie Monégasque de Communications, which holds CWC’s 55 percent interest in Monaco Telecom. Total consideration paid for these assets was $570m, a statement said. In addition, Batelco said it has entered into “put and call” arrangements in relation to CWC’s remaining 75 percent interest in CMC, allowing Batelco to acquire a controlling interest in Monaco Telecom. Batelco Group chairman, Sheikh Hamad bin Abdulla Al Khalifa said: “Batelco Group is very pleased to formalise this transaction which will see the Group emerge as a communications player of global relevance and Bahrain’s most diversified international company.
Bahrain projects in race for top GCC awards BAHRAIN: Three projects worth a total of BD127 million in Bahrain will be competing to be named the GCC projects of the year, said a report. The 2013 Meed Quality Awards for Projects will be held in Abu Dhabi in May, in association with Ernst & Young. Meed announced the Bahrain national winners of the only GCC-wide awards program that recognizes completed quality projects. This year’s Bahrain national winners include the North Manama Causeway Project
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owned by Bahrain’s Works Ministry, nominated by Six Construct, which will compete in the GCC Transport of the Year award, the Replacement of Steam Turbo-Generators at No 2 Power Plant Project owned by Bapco and nominated by Technip France, Abu Dhabi, is a contender in the GCC Power and Water Desalination Project of the Year category and the University Medical Centre Project owned by the Arabian Gulf University and nominated by Al Riyadh Technical Services, will vie for the GCC Small Project of the Year award.
BAHRAIN GROWTH SLOWS IN Q4 AS OIL OUTPUT STALLS
BAHRAIN: Bahrain’s economic
growth slowed sharply in the final quarter of 2012 as growth in hydrocarbon output stalled and two years of social unrest weighed on the banking sector. The economy grew 3.4 percent in full-year 2012, government figures showed, compared to a median forecast of 3.5 percent in a Reuters poll and up from 1.9 percent in 2011. The small non-Opec oil
exporter has reported a decline in crude output from its key Abu Safa field shared with Saudi Arabia, which accounts for around 70 percent of budget revenue. Output in the hydrocarbon sector, which accounts for a quarter of Bahrain’s $30 billion economy, grew by a mere 0.4 percent in October-December from the previous quarter and plunged nearly 8 percent on an annual basis.
Mumtalakat in deal with Japanese firms
BAHRAIN: The Bahrain Mumtalakat Holding Company has
signed a MoU with three entities in Japan - Kinoshita Pearl, First Stem Cell Japan and Japan International Co-operation Centre - in a bid to promote and revitalise Bahrain’s pearl industry. The MoU was signed during a visit to that country by a high-level Bahraini delegation led by His Royal Highness Prince Salman bin Hamad Al Khalifa, Crown Prince, Deputy Supreme Commander, First Deputy Premier and Economic Development Board chairman. Besides the investment arm of Bahrain, the signatories include Kinoshita Pearl, a leading specialist company in natural and cultured pearls, First Stem Cell Japan, a biotechnology research company, and Japan International Co-operation Centre (JICE). The MoU will pave the way for Kinoshita Pearl and First Stem Cell to provide advanced technologies and methods to locate pearls and determine their quality and maturity, reported the Gulf Daily News, our sister publication.
The ďŹ rst real 4G LTE in Bahrain Amazingly big downloads from Batelco, the official partner of BIC Batelco, the leading telecom in Bahrain, is proud to offer real 4G LTE service, the ultimate mobile network with amazing download speeds. For 4G LTE packages and devices, please visit Batelco retail shop at Bahrain City Centre.
batelco.com
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PizzaExpress launches in Bahrain
BAHRAIN: PizzaExpress, the well-loved UK-based restaurant brand have launched their first restaurant in Bahrain at the Lagoon last month. Pizza lovers can now enjoy the many delicious pizza options and other Italian classic dishes from PizzaExpress’ new menu, brought to them by the brand that has perfected the art of pizza-making for more than
45 years. The brand’s launch into Bahrain, by Alshaya International Co., a leading international retail franchise operator, will delight customers who are looking for an authentic and delectable Italian dining experience originating from the country known for creating the worldfamous pizza.
Majaal inks tenancy ten deal with Bahrain firm BAHRAIN: Majaal Warehouse Company, an SME-focused warehousing and logistics provider, has signed a 10year tenancy deal with the Abudawood Al Saffar Company, the Bahraini distributor for global and regional producers of fast moving consumer good (FMCG) companies such as Procter and Gamble, Clorox International, Campbell’s Soup Company, Agthia, Ulker, C-Food, Walkers International and Falconpack. A leading provider of warehousing and industrial facilities to the SMEs, Majaal said the agreement was the largest one in the company’s history.
As per the deal, Abudawood AlSaffar will occupy 75 per cent of a new 145,000 sq ft facility, which will be built on land presently held by Majaal at the Bahrain Investment Wharf (BIW) in Hidd. This signing follows the announcement of the new $13 million financing package arranged with BMI Bank to pay for the construction of both the remaining phases of Majaal’s development. Abudawood Al Saffar’s selection of Majaal to develop their new distribution center affirms Majaal’s position as the preferred provider of industrial facilities in the Kingdom.
Safety sensor manufacturer opens branch BAHRAIN: Pepperl+Fuchs
(P+F), one of the world’s largest manu- facturers of electronic sensors, has opened their new branch office in Bahrain. P+F is a world market leader for intrinsic safety and explosion protection technology. “We’ve been setting the stand- ard in quality and innovation for the world of factory and proc- ess automation for more than 60 years by continuous innovation, enduring quality, and steady growth
big -tionary Describing business terminology
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guarantees continued success,” said regional director Sudhir Bangalore. “No other industrial automa- tion company in the world offers a larger product selection of sen- sors and interface devices.” Headquartered at Mannheim, Germany, Pepperl+Fuchs employs 5,200 people world- wide and has manufacturing facilities in Germany, the US, Singapore, Hungary, Indonesia and Vietnam, most of them ISO 9001 certified.
SOCIALISM An economic system in which goods and services are provided through a central system of cooperativeand/or government ownership rather than through competition and a free market system.
GPS technology to help track children BAHRAIN: Plans are underway
to bring GPS technology to Bahrain to help parents track the movements of their children. The Manama-based Ali Venture International Holding Company and a group of investors from the Indian state of Kerala have agreed to set up a factory to produce and sell such devices here, according to a report. They would initially be aimed at parents and schools and later rolled out to companies and private customers. Company chairman Ali Hassan said negotiations with the investors were nearing completion. “Talks are at an advanced stage and representatives of two Kerala investors are visiting Bahrain in the next few weeks to work out the modalities before we finalise,” he said. Hassan said GPS devices could help Bahrain’s schools by allowing teachers to keep track of children via a centralised control room.
Stylish Look | Comfortable Ride | All-Road Drive
Nissan Murano is powered by a 3.5L V6 Engine, fitted with Wider Chrome Front Grille and Sporty Wheel Design for added style. It is also equipped with a Dual-panel Sunroof and Xtronic CVT. An Allmode 4x4 completes the appealing package that is a definite attention grabber.
ANNOUNCE YOUR ARRIVAL BEFORE YOU ARRIVE
MURANO
Sitra, Tel: 17 732732 www.nissanbahrain.com
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Thai Festival Come To Town BAHRAIN: Mövenpick Hotel Bahrain launched a weeklong Thai food and cultural festival under the umbrella of the Royal Thai Embassy. It was being organized in partnership with Oman Air. Expert chefs from the Mövenpick Hotel Chang Mai and seven dancers had flown in for the event. The event was inaugurated by Minister of State for Foreign Affairs Ghanim Al Buainain and Thai Ambassador Vichai Varasirikul. In attendance were diplomats, community members and other guests. A sumptuous buffet
with countless live cooking stations spread around the tropical gardens overlooking the sprawling lagoon accompanied by cultural Thai performances and exotic dancers from modern to classic Thai performances added charm to the pleasant evening. The flavours of Thailand was available at the Lavish Garden of the Hotel, where guests enjoyed Thai traditional dance by professional performers from Chiang Mai with the colorful costume, one of a kind umbrella creative painter, fruit carving and a massage corner by the Thai therapist.
Bahrain’s IIB buys stake in Leeds United
BAHRAIN: Bahrain-based International Investment Bank (IIB) has bought a 10 per cent stake in Britain’s Leeds United from GFH Capital, the owners who took over the English soccer club three months ago. With this deal, IIB’s chief executive, Aabed Al-Zeera, will join the board of Leeds City Holdings Limited, the company which runs the club. Dubai-based GFH Capital said the deal with the Bahraini Islamic investment bank was
part of its strategy of bringing in additional investors to develop the championship (second division) club. It paid 22 million pounds ($33 million) in December to buy out shareholders including Ken Bates, the former Chelsea owner. There was confusion over the future of the former Premier League club when it emerged last week that GFH Capital’s parent firm had said in its annual report that the club was already up for sale again.
Ebrahim Kanoo receives top certification BAHRAIN: Ebrahim K Kanoo, the sole distributor of Toyota
UK firms ‘to gain from major Bahrain projects’
BAHRAIN: UK companies
stand to benefit from GBP1 billion ($1.52 billion) worth of business from just five major projects in Bahrain, said British Ambassador to Bahrain, Iain Lindsay. “We are doing a lot of work to try to encourage more
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British companies to look at the real opportunities that exist here,” he said. “By our calculation, if you were to take the five biggest capital projects that are in the pipeline for Bahrain - whether it be infrastructure or major investments being made by companies like Alba and Bapco - on the basis of historical evidence, British companies should be able to pick up at least GBP1 billion worth of business here over the next five to 10 years and that’s just from these major projects. “That’s on the basis that they would get their traditional share of major contracts,” he said.
and Lexus in Bahrain, recently received the After Sales Service Excellence & Certification (Asec) certificate from Toyota Industries Corporation in Japan, for implementing Kaizen Activities. In order to qualify for this award the branch achieved, implemented kaizen and maintained strict guidelines related to service procedure, safety, environment, facility and other customer service functions, a statement from the company said.
Expat cover ‘to boost Bahrain’s insurance sector’ BAHRAIN: The proposed introduction of compulsory health
insurance for all expatriates would open up a BD50 million ($132.6 million) market for Bahrain’s insurance industry, experts said. The implementation of the proposal was at an advanced stage, with a recent move by the authorities that clears the decks for the establishment of a health insurance regulator, Bahrain Insurance Association (BIA) chairman Younis Jamal was quoted as saying. He was speaking during a Press conference at the Ritz-Carlton Bahrain, Hotel and Spa called to announce plans for the hosting of the Middle East and North Africa region’s first professional occupational insurance forum.
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Pearl-Qatar alcohol ban claims another victim
TECHNO BLUE LAUNCHES L LA SAMSUNG SERVICE CENTER BAHRAIN: Techno Blue Trading
Co S.P.C., a group concern of Al Hawaj has been appointed as a Service Center for Samsung mobiles and tablets. The Mobile and Tablet repair-service will function at the Samsung Service center holding state-of-the-art ESD Laboratory, located in the Salmaniya Pearl Building, Salmaniya. Techno Blue has two service centers located at Sitra and Salmaniya with 46 field technical-
QATAR: A controversial
ban on alcohol at Qatar’s manmade Pearl-Qatar development has led to the closure of another restaurant, according to local news in the Gulf state. Doha News reported that upscale Thai restaurant Mango Tree will shut its doors for good at the end of the month due to the alcohol ban, which was introduced at the end of 2011 and caused a slump in revenues for a number of restaurants and subsequent closures. In January, celebrity UK chef Gordon Ramsay weighed in on the row over alcohol on the development, which led to the closure of his Maze restaurant in March 2012 after just two years of operation. Ramsay told one local news outlet that he did not see the rule “lasting much longer”. “I think the legislation in terms of operating restraints - going out for dinner and not being allowed to have a
glass of wine - I think it’s one turn-off for any local,” he was quoted as saying by Doha News. Earlier this year, one expert told Arabian Business that lifting the ban on alcohol on Pearl-Qatar could lead to a resurgence in the number of tourists patronising the development. “Reintroducing alcohol would certainly help the development’s appeal for residents, as well as attracting non residents to come and enjoy the restaurants and hence add to the economic and social activities that help create a thriving [area],” said Edward Brookes, Head of Valuation at real estate firm DTZ Middle East. DTZ Middle East’s Brookes said that the Pearl-Qatar’s reputation was also being impacted by delays in construction, as well as varying quality between residences on the development.
Investcorp acquires key properties in US BAHRAIN: Bahrain Bourse-listed Investcorp, a leading provider and manager of alternative investment products, has acquired five office properties in the US, with a combined value of approximately $200 million, a report said. The acquisition was done by Investcorp’s US-based real estate arm, according to the report in the Gulf Daily News, our sister publication. The properties are located in Washington, Denver and Houston metropolitan areas and exceed 1 million sq ft in total.
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personnel and a fleet of 14 service vehicles to meet the ongoing customer demands. Techno Blue, with its large field Service force, accords the customer to enjoy the benefit of getting their mobiles / tablets collected from their home, repaired and delivered back, say Service Divisional Head, Mr.Kamal & quotes “Customer is our king and we are everywhere, we do everything and never stop to astonish our customers”.
Prince Waleed owns the Super Yacht?
SAUDI ARABIA: Prince Alwaleed bin Talal Al Saud, the Arab world’s wealthiest individual with an estimated fortune of $25.9bn, is the rumored buyer of the planet’s largest superyacht. The recently launched Azzam cost $609m and at 590ft trumps Chelsea FC owner Roman Abramovich’s Eclipse, the previous record holder for world’s largest yacht, by 57ft. Azzam, which has 94,000 horsepower and can reach speeds of more than 30 knots, was
designed by Nauta Yachts and constructed by Lurssen in Bremen. Few details have been released about Azzam’s interior, other than it will require a crew of about 50 and will be delivered to its owner later in 2013. Abramovich’s Eclipse is said to boast two swimming pools, two helipads, a cinema, a mini-submarine and a missile defence system. A spokesperson for Alwaleed did not respond to Arabian Business’s query regarding his possible purchase of Azzam.
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Bentley’s New Flying Spur makes North American Debut
NEW YORK: The new Bentley
Flying Spur, the world’s most refined performance sedan, makes its North American debut at the New York International Auto Show. “We’re excited to show the new Flying Spur in one of Bentley’s most important
markets in the world – New York,” said Christophe Georges, President and COO, Bentley Motors, Inc. “The Flying Spur meets the desires of our customers perfectly and is a car only Bentley could make – timeless design inside and out, ultimate material quality, attention to detail, class leading refinement, and effortless performance.” Establishing a new luxury sedan benchmark. With its unrivalled blend of effortless driveability, exquisite luxury and craftsmanship, sculpted design and state-of-the-art
technology, the new Flying Spur takes the worldwide success of its iconic predecessor further. Bentley’s styling team has developed an athletic design for the new Flying Spur that combines traditional Bentley styling cues with a sporting stance and contemporary details. Sharp feature lines complement muscular rear haunches, while LED daytime running lights, dipped headlights and taillights complement the front and rear profiles. The interior designers have created a luxurious, spacious cabin that dresses advanced acoustic and electronic technologies in exquisite hand-crafted leather hides and wood veneers.
DUBAI LYNX ADVERTISING PERSON OF THE YEAR : ROY HADDAD, WPP
DUBAI: The Dubai Lynx
Advertising Person of the Year 2013 was awarded to Roy Haddad, WPP Director for MENA. The award is presented to an individual
big -tionary Describing business terminology
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who has made significant contribution to advancing the reputation and profile of the advertising communications industry in the Middle East and North Africa. Presenting the award, Terry Savage, Chairman of Cannes Lions said “Roy Haddad has worked tirelessly and motivated all those around him to achieve great success, introducing many industry-wide initiatives that have radically transformed standards in the business for the benefit of the entire region.” Accepting his award, Haddad expressed his satisfaction with the exponential growth in the industry over the years and of
WPP Group CEO, Sir Martin Sorrell’s unfailing belief in the Middle East. He also spoke of the exciting time the industry is experiencing and that the future will prove to be even greater. He reminded the audience of communication professionals that, in our “world of parity the difference in communication can only come from the creative idea” adding “we have all the tools we need to make that happen.” Speaking to more than 1,800 guests at the Dubai Lynx gala dinner, Haddad clearly indicated how the industry could regain its value and self respect “We help create the most valuable asset on the balance sheet : Brand Equity.”
STATUTE OF LIMITATIONS Legislation that sets a timeframe (limitations period) within which affected parties must take action to enforcetheir rights or to seek redress after a damage or injury. This period varies according to the nature of thecase. Its objective is to encourage diligent prosecution of certain offenses while evidence is available and fresh, and thus ensure finality and predictability in litigation.
TOP THREE TRADE SHOWS IN BAHRAIN SOLD OUT Top three upcoming trade shows in Bahrain - GulfBID, GulfInteriors and the Gulf Property Show – are sold out, said organisers Hilal Conferences and Exhibitions (HCE). The three exhibitions will be held concurrently at the Bahrain International Exhibition and Convention Centre. This year, a total of 160 companies are participating across the three shows, a response which reflects HCE’s ‘added value’ approach, said a report.
GCC EYES ALUMINIUM EXPANSION GCC governments are now moving to attract international investors in the downstream aluminium industry, said a top official. The aim is to push the use of the metal in diversified industries, Gulf Aluminium Council general secretary Mahmood Al Daylami was quoted. “The growth potential of the GCC’s aluminium industry remains exceptionally high and the government’s proactive efforts to expand the industry towards the downstream sector is expected to unlock more growth opportunities in the future.”
BAHRAIN FIRMS INK ONLINE SERVICE ACCORD Al Nadeem and Tawasul, two Bahrain-based ICT companies, announced a strategic partnership, in an effort to provide world-class online services to clients in the kingdom and across the GCC. Al Nadeem chief executive Ubaydli Al Ubaydli and Tawasul chief executive Adel Maymoon signed the agreement during the Bahrain IT Expo 2013. The two companies will jointly provide the ‘Total Online Presence’ solution.
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AƩenƟon BIG readers email us your new s at, big@maxmediaco.com
ROTANA OPENS IN BAHRAIN BAHRAIN: Rotana, the leading
hotel management company in the Middle East and Africa, announced the opening of its 1st property in Bahrain, Majestic Arjaan by Rotana. The new property is conveniently located in Busaiteen district in the island of Muharraq, only a few minutes from the city of Manama. With the opening of this hotel, Rotana is now operating its 11th property under the ‘Arjaan Hotel Apartments by Rotana’ brand. Majestic Arjaan by Rotana is a first-class property, which has been developed with both short and long term guests in mind. It offers 128 suites, which are modernly designed, consisting of spacious studios, one, two and three bedrooms developed as duplexes. Commenting on this announcement, Omer Kaddouri, Executive Vice President & Chief Operating Officer of Rotana said “This opening of Majestic Arjaan by Rotana represents an important achievement for
Rotana, and a major milestone in our strategy to expand further in the Middle East and Africa region. This is our first property in Bahrain, a fascinating city
with an attractive liberal lifestyle, a rich history and culture, with a strong demand for luxury hotels that offer world-class hospitality”.
Another Fire at Villagio QATAR: Qatar’s Villaggio Mall, which last year suffered a deadly blaze that killed 19, was reportedly the scene of another fire earlier this month. In May 2012, 13 children died in the retail complex after an electrical fault caused a fire to break out at a children’s nursery. Among the dead were two-year old triplets. A shopper evacuated from Villlaggio told Arabian Business that the fire had originated near Entrance 2 of the mall in a clothing store. Qatar’s Ministry of Interior’s Arabic Twitter feed confirmed that a malfunctioning AC unit had caused the centre to be evacuated, with no injuries reported. Earlier in the week, Civil Defence had conducted a fire drill at Villaggio to test its fire alarm systems. The incident again raises questions over fire safety standards in the wealthy Gulf state, which will in 2022 host the FIFA World Cup.
Because life isn’t always easy to balance... - Feeling Depressed? - Having Relationship Issues? - Weird Thoughts Bothering you? - 7URXEOH ZLWK )DPLO\ &RQÀLFWV"
Well worry no more! The answer to your issues is a phone call away. Anne Mostafa,PsyD Clinical Psychologist Tel: +973 36317033, email: doctoranna@psychologistbahrain.com www.bahrainpsychologist.com APRIL / MAY 2013
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BREAKDOWN OF NEWS AND NUMBERS FROM AROUND THE GLOBE
SNIPPETS ( ( 7000 15% 20% The personal cargo market, now the fifth largest export segment in Bahrain, is expected to grow by 15-20 per cent year-on-year.
Saudi Arabia plans to create more than 462,000 jobs for the nationals in the tourism sector in line with its Saudiization strategy, said a report citing the country’s economy and planning minister.
US$ 605Mn
Qatari-backed investor Constellation Hotels has bought the InterContinental London Park Lane hotel in a deal worth about 400 million pounds ($605 million), a source close to the transaction told Reuters.
us$ 35.8MN Arab Shipbuilding & Repair Yard (Asry) has got off to an excellent start in 2013 with its sales reaching $35.8 million in the first two months against $24.6 million for the same period last year.
us$ 200Mn
Starwood Hotels & Resorts has announced a major renovation program of its Le Méridien hotels in the Middle East and Africa (MEA). Le Méridien and its ownership groups will invest more than $200 million in the renovations of 13 hotels and resorts in the MEA region over the next three years, a statement said.
33Mn
Turkey is set to welcome 33 million international tourists this year – its biggest annual arrivals forecast yet, according to estimates by the Association of Turkish Travel Agencies.
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Nass Corporation has stated that its shareholders will receive 15 per cent cash dividends of paid up capital amounting to BD3.226 million.
BD 150,000
462,000
housing units are to be built on wasteland in southern Muharraq’s Halat Abu Maher area, according to Muharraq Municipal Council’s financial and legal committee chairman Ghazi Al Murbati.
Seef Properties has allocated BD 150,000 for Corporate Social Responsibility related activities including donations, supporting local charity, social and sports activities.
Take Care, Be Insured Bahrain’s Insurance Awareness Week Campaign
B
ahrain Insurance Association (BIA) organized its “Insurance Awareness Week” campaign. Promoted under the patronage of the Central Bank of Bahrain (CBB), the campaign created general awareness about various insurance products and their role in enhancing people’s lives. A new media campaign to educate the public about insurance was launched during the awareness week. Its center-
piece was an activation event held at the Bahrain City Centre. As part of the campaign, BIA introduced “Amna”, its new brand mascot, to give a human touch to insurance and promote it in a more personalized manner. BIA also hosted an industry gala dinner at the Gulf Hotel. The event recognised BIA’s sponsors and offered a platform for firms to discuss subjects of mutual interest.
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RETAIL BOON Bahrain Retail Fair Organized
I
t was held at the Bahrain Exhibition Centre and was staged as an incentive for local businesses and manufacturers to branch out, expand, expose and retail their products to consumers. A wide range of products and services were on display during this 4-day extravaganza ranging from jewellery & watches to textiles & furnishings and electrical goods. Additionally Bahrainâ&#x20AC;&#x2122;s manufacturing SMEs was promoted, exhibiting and selling their wares and produce in a dedicated area, creating a traditional suq within Bahrain Fair 2013.
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Held under the patronage of H.E. Dr. Hassan A. Fakhro, the Minister of Industry & Commerce, Bahrain Fair 2013 provided an unrivalled opportunity to sell goods and wares and expose products to consumers from Bahrain, KSA Eastern Province and beyond.
APRIL / MAY 2013
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READY TO SAIL Barain Boat Show 2013
T
housands of people flocked to the Bahrain Boat Show International, which was held at the Amwaj Islands Marina and targeted boat and yacht enthusiasts from around the region.
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The show, now in its fourth year, was organised by Knotika Boat Shows, in co-operation with Amwaj Marina, Tamkeen and Bahrainâ&#x20AC;&#x2122;s Economic Development Board, among others.
Guests enjoyed the unique entertainment shows organized during the two days. The highlight of the show was the exquisite collection of boats showcased.
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HIGHLIGHTING BUSINESS GROWTH OPPORTUNITIES BTech Promotes Bahrain’s IT Companies
T
he Bahrain Technology Companies Society organized “Your Company Business Growth Opportunities” discussion at the Movenpick Hotel. The gathering discussed the future of Bahrain’s Technology Companies and the role of the Gulf Information Technology Exhibition
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(GITEX) in promoting information and communication (ICT) business. BTech President Ubaidli Yousif Ubaidli made a presentation on the work of the society and CEO of Worksmart Ahmed A Hujairy presented the topic ‘Business Opportunities in Bahrain Pavillion at GITEX 2013’.
MONO CAFĂ&#x2030; OPENED A unique Moroccan Experience
M
ono CafĂŠ, which offers Moroccan and Lebanese cuisine was launched in Bahrain. Numerous dignitaries and invited guests attended the launch at their premises in Sanabis. The guests were also treated to a special show by the Bikers Club of Bahrain.
APRIL / MAY 2013
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KAVALANI
OPENS NEW HUB
An industrial showroom that is set to take equipment and supplies sales to a whole new level.
T
he entire facility, located in the Salman Industrial City at the Bahrain Investment Wharf in Hidd, is spread over a massive 130,000sq ft. It houses the company’s head office, spacious new showroom spread
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over 13,000sq.ft, warehousing and logistics facilities. The showroom is arranged to display a wide variety of products that are procured from various regions across the globe, under one roof. Within the Kavalani & Sons’ stable
of products are well-known names like Tyrolit, 3M, DeWalt, Ridgid, Elora, Bata Industrials – just some of the many prestigious, world class brands that the Kavalanis have introduced to the Bahraini market over the years.
Showcasing the Best KEMPINSKI MIDDLE EAST ROAD SHOW
K
empinski Hotels kicked-off its annual GCC roadshow earlier this week in Saudi Arabia, and journeyed to Bahrain for one night to showcase their collection of luxury hotels from GCC and Europe to the leading tourism operators, key decisions makers, and influential media representatives in Bahrain. Featuring 18 of Kempinski Hotelâ&#x20AC;&#x2122;s most luxurious properties throughout the Middle East, Africa and Europe, executives from each property and key directors from Kempinskiâ&#x20AC;&#x2122;s India, Middle East & Africa regional office will travel to cities in Saudi Arabia, Bahrain, Qatar, UAE and Kuwait from. The roadshow schedule began in Jeddah and includes Riyadh, Al Khobar, Manama, Doha, and Kuwait City with the roadshow wrapping up in Abu Dhabi.
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EGOVERNMENT FORUM ORGANIZED INNOVATIVE IDEAS THAT INSPIRE
HH Shaikh Mohammed bin Mubarak Al Khalifa Deputy Prime Minister and Chairman of the Supreme Committee for Information and Communication Technology (SCICT) inaugurated the Bahrain International eGovernment Forum 2013, which was held at the Ritz-Carlton Bahrain Hotel & Spa.
T
he annual forum, which offers attendees the opportunity to exchange information, experiences and expertise in the ICT field, addressed the most up-to-date technological developments by focusing on three key topics and programs. Numerous topics discussed included ‘Innovation and Open Data’, ‘Mobile Trends’ and ‘Cloud Computing and Shared Services’. Other key topics such as Social Network, eGovernment and a debate of Insource Vs Outsource was also discussed. The forum, which previously promised a diversified global platform of topics, also included abundant practical workshops organized alongside the forum sessions so as to derive productive outcomes by exchanging ICT knowledge proficiencies.
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Time to eat FINDING THE BEST PLACES FOR A BUSINESS LUNCH BUFFET
La Med Ritz Carlton Bahrain Hotel & Spa
Casual dining in generous surroundings is brightened with natural sunshine and views of the turquoise blue waters of the Gulf. Even more the extravagant buffets offer a blend of Mediterranean and Arabic cuisine as well as a daily ro sserie, whilst the a la carte menu offers a culinary journey around the Mediterranean sea. Lean back and relax on the beau ful terrace overlooking the pool and the gardens while enjoying a sundowner drink or delicacies prepared by the culinary team. PARKING ´´´´´ AMBIENCE ´´´´´ VARIETY ´´´´´ PRICE ´´´ DISTANCE ´´´´´
Selections Intercontinental Regency Bahrain
The B.I.G team set out to find the best places to have lunch at the five star hotels in the Kingdom. We based it on certain criteria including Parking, Ambience Variety, Price and Distance from the business centers! And we had to squeeze it into our one-hour lunch break, like most people having lunch on a workday. And here it is: the Best of the best!!
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PARKING ´´´´´ AMBIENCE ´´´´ VARIETY ´´´´´ PRICE ´´´´ DISTANCE ´´´´´
Enjoy the culinary treasures of Europe with hints of Asia and Middle East to round off a complete dining experience. Plen ful and varied buffets are served for lunch with all day a la carte menu.
Saveur Saraya Kempinski Grand & Ixir Hotel Sofitel Bahrain Zallaq
Thalassa Sea & Spa
Sofitel Bahrain’s “All Day Dining” restaurant. The word Saraya originates in the Turkish language and represents the word “Palace” in English. Saraya has 178 seats indoor and a 104 seat outdoor terrace, alterna ng between casual lounge and dining sea ng with an excellent view of our lagoon pool. Saraya serves exquisite buffets with flavors from across the world for lunch, along with an A la Carte menu available. PARKING ´´´´´ AMBIENCE ´´´´´ VARIETY ´´´´´ PRICE ´´´´ DISTANCE ´
Silk’s Movenpick Hotels & Resorts
PARKING ´´´ AMBIENCE ´´´´ VARIETY ´´´´´ PRICE ´´´´ DISTANCE ´´´´´
The award-winning Saveur offers a fine dining culinary experience to give business and leisure diners the opportunity to savour an elaborate Interna onal buffet lunch ‘Food Gallery’ from Saturday to Thursday, prepared with the finest, freshest produce. Open cooking sta ons tantalize the palate and invite guests to interact with the finest chefs from around the world to add their own signature to every dish. Being a buffet lunch, Saveur is suitable for those on-the-go business individuals limited by me, as everything from the appe zers to the main course and desserts are ready to eat!
PARKING ´´´ AMBIENCE ´´´´ VARIETY ´´´´´ PRICE ´´´´ DISTANCE ´´´´´
Experience fine dining and sample crea ve menus prepared by seasoned and culinary experts in the so ly lit and in mate ambience of Silk’s Restaurant. The unique show-kitchen/livecooking concept provides an exci ng and lively se ng. PARKING ´´´´´ AMBIENCE ´´´ VARIETY ´´´´´ PRICE ´´´´ DISTANCE ´´
AlSheraton Safir Bahrain Al Safir Restaurant offers a gastronomical buffet spread for lunch as well as superb á la carte op ons. The se ng is very invi ng with lots of natural light. Get together for a great dining experience.
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AlGulfWaha Hotel Bahrain
PARKING ´´´ AMBIENCE ´´´´ VARIETY ´´´´´ PRICE ´´´´ DISTANCE ´´´´
Al Waha Restaurant is a popular dining spot within the Gulf Hotel where guests can enjoy dishes from all over the world. Diners are spoilt for choice with an extensive array of buffet fare featuring local and interna onal dishes, as well as an impressive variety of Bahraini hummus. A key feature of the restaurant is its open plan kitchen where esteemed chefs can be viewed passionately chopping, whisking and marina ng in order to bring the world’s flavours to the plates of their diners.
Olivos
Diplomat Radisson Blu SAS This casually elegant Mediterranean eatery is home to the hotel’s fabulous Buffet. Enjoy lunch, savoring Olivos’ homemade breads and pastries. An à la carte menu is also available. PARKING ´´´´´ AMBIENCE ´´´´ VARIETY ´´´´ PRICE ´´´´ DISTANCE ´´´´´
PARKING ´´´ AMBIENCE ´´´´ VARIETY ´´´´ PRICE ´´´´ DISTANCE ´
AlGolden Wasmiyah Tulip Hotel Perfect for business and leisure, the Al Wasmiya buffet offers an interna onal cuisine. The ambience sets the mood for a perfect lunch. Enjoy the best of the best during the lunch at Al Wasmiya. PARKING ´´´´´ AMBIENCE ´´´´ VARIETY ´´´´ PRICE ´´´´ DISTANCE ´´´´´
Rimal Al Areen Resort & Spa An “All Day Dining” modern brasserie style restaurant featuring sophis cated menu reflec ng Western & Arabic tastes. Offering the guest an op on for a la carte as well as buffet. Light music background throughout the day and night. Enjoy an exquisite experience.
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COVER STORY
Batelco group CEO Shaikh Mohamed bin Isa Al Khalifa
LEADING THE RACE BATELCO’S COMMITMENT: INNOVATION, EXCELLENCE & EFFICIENCY BATELCO, THE COUNTRY’S FIRST TELECOM PROVIDER CONTINUES RELENTLESSLY TO OFFER THE BEST TECHNOLOGY TO ITS CUSTOMERS, IN AN EVER CHANGING MARKET, CEMENTING ITS POSITION AS A LEADER IN THE INDUSTRY. WE SPEAK TO BATELCO GROUP CEO SHAIKH MOHAMED BIN ISA AL KHALIFA ABOUT LIFE IN THE HOT SEAT.
APRIL / MAY 2013
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“BATELCO BAHRAIN HAS BEEN ESTABLISHED AS A BAHRAINI ENTERPRISE SINCE 1981, BUT OUR ROOTS GO BACK NEARLY 150 YEARS, MAKING US ONE OF THE LONGEST ESTABLISHED TELECOMMUNICATIONS OPERATORS IN THE REGION.”
Y
ou are Group CEO of one of the biggest telecom brands in the region. Taxing job or exciting opportunity?
Being at the helm of Batelco is of course very exciting. No two days are ever alike as our industry is very dynamic and fast paced. I believe that no other industry changes as fast as the communications industry. At Batelco we are totally committed to keeping up with our international counterparts by delivering the latest innovative products, services and solutions for our customers in all the markets we operate across the Globe.
You have been the Group CEO since October 2011; tell us about your management style.
My philosophy and work ethic is based on teamwork. Across all of our operations our focus is firstly on our customers. As a team we strive to be innovative with our delivery, to provide the best products and services at competitive rates to win and retain our customers loyalty.
Tell us about the training process. Are all training activities done in the headquarters here in the Kingdom?
Batelco’s Training Centre has developed a highly respected reputation, not only in Bahrain but also regionally, and the Centre has been presented with a number of awards for its achievements. We offer a vast choice of training options via classroom based teaching using our own in-house trainers, or other industry experts if the requirement is outside our field of knowledge. The Training Centre also offers e-learning which has become very popular with our employees due to its flexibility. E-Courses can be completed at anytime and anywhere to suit the employees schedule.
Tell us about the various Corporate Social Responsibility (CSR) activities that Batelco undertakes, not just in Bahrain but also across the region.
Alongside our focus on delivering the best to our customers we are also very aware of our responsibility to the community. In 2012 Batelco paid our more than BD1.6 million to enhance the lives of residents of Bahrain via health, education, sports and cultural initiatives. Our annual commitments include distributing over 25,000 Ramadan Baskets with food items to the Kingdom’s charitable societies. We also provide major financial support every year to the Shaikh Mohammed bin Khalifa bin Salman Al Khalifa Cardiac Centre which does fantastic work looking after thousands of heart patients. Among our recent commitments is a donation of BD350,000 to build the Riffa Bridge to link blocks 901 and 917 and ensure the safety of those on foot while crossing between these busy areas.
There has been much printed in the media about the Kingdom’s vision for 2030. In what way is Batelco looking ahead to this? Creating a customer experience based on simplicity, convenience and value for money is a key driving force for the future. We will always have many technological platforms, devices and ways of accessing content. Ensuring a customer has access to “everything, everywhere, all the time” is high on the current agenda in our industry and I anticipate that will remain important going forward. How we will help a customer access information for social networks, managing many aspects of their personal lives or for business purposes, from any communication devices and any location, and better than our competitors, is critical. We are 100% focused on playing our part in Bahrain’s future networked society. 38
APRIL / MAY 2013
Why should anyone opt for Batelco services over the competitors?
Batelco has a long established reputation for its high quality brand, products and services and the company is well known for its very reliable networks and infrastructure. We value our customers’ ideas and suggestions and this forms the platform of our new product and services’ development. By obtaining customer feedback it allows us to design the most innovative and customer focused products and services and additionally, our existing packages and plans are continuously reviewed in order to implement upgrades to remain in line with global trends and market needs.
If you had to pick, what would be the three main characteristics that make Batelco one of the finest telecom brands in the region?
I would include the reliability and efficiency of our networks and infrastructure. Also, I believe our extensive choice of products and services with fully integrated, end-to-end solutions for consumers and business customers helps us to stand out from the crowd. Last but by no means least, our back up support system is second to none thanks to a 24/7 Customer Help Desk on 196, over 20 Retail shops all over the country and a state-ofthe-art Network Operations Centre which monitors our networks around the clock. Our reputation exceeds the boundaries of Bahrain and in many cases we are taken as the benchmark for highly professional and reputable companies.
Batelco in Bahrain recently launched 4G LTE for its customers ahead of its competitors which is a great achievement considering the tough competition in Bahrain’s telecoms market. How challenging is it to deliver innovation for your customers in the face of tough competition?
We were delighted to be the first telecom to launch the much awaited 4G LTE service in the Kingdom of Bahrain. This was no small achievement as in Bahrain we operate in one of the most competitive markets in the region. This delivery ensures an exceptional experience for our customers, who can now enjoy a technological revolution ensuring superfast mobile broadband. Advanced telecommunication products and services are key to ensuring that the Kingdom of Bahrain remains competitive in the region’s business market and without doubt Batelco’s 4G network will be a significant benefit for all sectors including financial, health and education. Batelco continuously strives to adopt new technologies and deliver them to its customers.
Batel Bat elco elc o Hea He ead dqua quarrte rte ers in Ham mala a
You are the chairman of SAMENA Telecommunications Council. Tell us about your work there.
It was an honour and privilege to have been elected to the post of Chairman of SAMENA in 2011. I fully support the Council’s aims to be the ultimate promoter of telecom innovations and a facilitator for collaboration and knowledge sharing between the many companies that are members of this highly respected Council. Part of our remit is to find resolutions to issues where tough economical and regulatory environments prevail. The Council continues to grow its membership base and along with my colleagues in SAMENA we aspire to continue adding value to our membership and the industry at large.
Batelco has recently signed a Service Support Agreement with Ericsson. Can you please tell us about its significance? Under this three-year agreement, Ericsson will provide support services to Batelco’s network aiming to ensure optimal network performance by offering round-the-clock support to prevent and solve any network disturbance that might impact in-service performance. Such support services allows Batelco to focus on meeting its subscribers’ ever-increased demands while also introducing new innovative services that will secure ultimate end-user experience. The agreement extends our long-standing partnership with Ericsson.
Are the Group’s overseas operations still flourishing and what are the aspirations for your JV’s going forward.
We were very pleased with the progress made during 2012 and the foundations we have set for further building our operations, subscriber base and presence in both existing and new markets. 2012 was very challenging in terms of sustaining high levels of profitability but we ended the year in a strong position throughout our operations. Our total subscriber base grew to more than 7.8 million by year-end 2012 across our six markets of Bahrain, Jordan, Kuwait, Saudi Arabia, Yemen and Egypt. Of course, recently we have announced our latest acquisition of operations from Cable & Wireless, which will take Batelco Group into 11 new markets and give us the opportunity to reach millions of new customers. The major deal will see Batelco emerge as a communications player of global relevance and undoubtedly Bahrain’s most diversified international company.
Tell us more about the CWC Monaco & Islands Acquisition. What does it mean for brand Batelco?
This transformative acquisition will see the Company emerge as an international telecommunications company of reference. We have been pursuing a strategy of diversification for a number of years and we are extremely pleased with this success which meets our objectives to both broaden our geographic footprint as well as add important new revenue streams. The Batelco brand enjoys an excellent reputation regionally and such an opportunity to showcase our expertise in several new locations will establish the Batelco brand internationally. Whenever we enter a new market we support the local leadership teams in achieving the goals already identified by them and we strive to promote and support the local brands already in place in order to deepen our roots in these markets. Our intention is always to maintain or evolve each brand into the most preferred brand in its relevant market segment.
Each sector brings with it its own sets of challenges. How much reconnaissance is done before you venture into each market?
Batelco’s Mergers & Acquisitions team undertakes a huge amount of work to investigate in detail any new location and / company before we make any concrete plans to move forward with any deal. Our team works alongside experts in the fields of acquisitions and financing to complete due diligence exercises and ensure that everything meets with our stringent standards prior to making any commitments. Each potential acquisition is explored in great depth and accessed for its growth potential, valuation and complimentary benefits to our business.
Does the company have the same brand name, Batelco, across all your markets? Will you consider changing it as you step into new markets, like some of the competitors?
Historically, our joint ventures have operated under their own brand names which were already established when we bought into them. As these brands are already recognised and popular with the customers in each region we have opted to leave them unchanged. Going forward, the same will apply; we do not see the benefit of rebranding just for the sake of it, especially when an established brand is already highly successful and accepted by customers.
Do you have Bahrainis working for the Group outside the country? (Are you exporting Bahraini talent?)
We do have a small number of Bahraini’s who hold key specialised roles in our JV operations. However, more than that, we export Bahraini knowledge and expertise. Batelco Bahrain has been established as a Bahraini enterprise since 1981, but our roots go back nearly 150 years, making us one of the longest established telecommunications operators in the region. We have therefore amassed much experience and knowledge which we can share with our sister companies and over the years this wealth of know-how has helped us implement tried and tested solutions at our joint venture companies.
Will we see Batelco open up in new countries in the near future?
Our CWC acquisition, which is taking us into many new geographies, has changed our growth perspective. Previously, we confined our growth strategy explorations to the MENA and Asia Pacific regions. However, as a result of our growing reputation as a world class organisation, new doors are opening for the Batelco Group all the time. Furthermore, in addition to growing in scale we also continue to evolve our information-communication aspirations. In that regard we are also exploring opportunities in adjacent telecommunications and ICT markets, especially enterprise solutions and content distribution. APRIL / MAY 2013
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ZAYED R. ALZAYANI ‐ CHAIRMAN, BAHRAIN INTERNATIONAL CIRCUIT
TOP TEN TOPICS FOR
The Kingdom is all set to flag off the 2013 Formula 1 Gulf Air Bahrain Grand Prix. The Grand Prix has put Bahrain on the map and it is the event that worked the most wonders for the economy. We catch up with the charismatic Chairman of the Bahrain International Circuit, Zayed R. Alzayani for a quick chat, as his team prepares for the ninth year of the race in the country.
ON FORMULA 1’S NINTH YEAR IN THE KINGDOM: “What gives me most gratification is being able to lead a wonderful and dedicated team as well as a dedicated cause to promote Bahrain successfully for nine years. Not just successfully but we have raised the benchmark year after year and this gives me a lot of satisfaction. It also puts a lot of pressure on us to create a better event year after year.”
ON THE FACTORS THAT HAVE ATTRIBUTED TO THE REPEATED SUCCESS OF FORMULA 1 IN THE KINGDOM: “Many factors- it’s like a well served dish; it isn’t just one component of the dish that makes it great, it’s all of the ingredients combined. I think F1 brings out the best in Bahrain; it shows the dedication, it shows the cooperation, it shows the hard work that has been put into it, it shows the commitment all the way from the leadership to the government agencies to the people involved in arranging the race, the fans who attend the race, the media who cover the event, and I think it’s a great showcase of what Bahrain can deliver when efforts are put together instead of against each other.”
ON THE IMPORTANCE OF F1 IN TERMS OF AN HISTORIC, ECONOMIC AND TOURISTIC VALUE TO THE KINGDOM: “F1 as a project was the vision of his royal highness the crown prince to enhance the image of Bahrain and to put Bahrain on the world scene. In terms of local economy, year after year the economy has benefited and from what the EDB / Mumtalakat publishes annually; we’ve seen figures ranging from 150 million dollars to 400 million dollars. So over nine years we can confidently say that over 800 million dollars have been pumped into the economy and of course this has a multiplier effect.”
ON COST CUTTING AT THE HELM OF THE BIC: “I’d rather look at myself as a turn-around person than a cost-cuter. The aim of that is to improve efficiency. The aim is to do it smartly and efficiently, and efficiency is what we strive for. I’d like to see it as spending wisely rather than just spending. Today, I’m proud to say that things are being done with more efficiently, with better planning as well as at a lower cost.”
ON HIS TENURE AS CHAIRMAN AND THE GLOBAL ECONOMIC CRISIS: “It was a challenge; the way I looked at it was that it made my job more interesting and challenging. My motivation and my personality is that I go into work to fix things; otherwise I would rather spend the day on the golf course. We managed to sail through the crisis in a nice way, we had to dig deep, and we had to look inwards. We did do a lot of restructuring in the BIC both in terms of efficiency, in terms of operations, in terms of looking at new products and we maintained our revenue, increased our partners and streamlined our operations.” 40
APRIL / MAY A 2013
THE BIC CHAIRMAN ON THE BIC’S REDUCED MARKETING SPEND AND THE REDUCTION IN SPECTATOR NUMBERS: “I think what we were spending in marketing was reaching a point of diminishing returns. So we challenged some numbers and we ended up reaching a figure where we knew that no matter how much more we spent, it wouldn’t have any impact on sales. . I took a close look at the activities and decided to lop off what was deemed unnecessary. And we cut spending in half for 2009 and the impact was very small. This was considering the fact that 2009 was an economically difficult time as well.”
ON THE BIC VERSUS THE YAS MARINA: “To start with competition has expanded the motorsport footprint in the region. It has given us a bigger platform as far as audience is concerned for the region, in that having two races in the region - both at the start and the end of the season. It makes the championship more interesting locally. It has allowed us to organize regional championships with circuits around the GCC that are very popular. It has allowed us to benefit from international events by helping us to split costs. But I would say that one of the biggest benefits is the fact that it has pushed us internally to distinguish ourselves from the rest of the region’s circuits even further. We do see them as a competitor but not as a threat and I don’t see that the survival of one depends on the extinction of the other.”
ON HIS MISSION AND VISION FOR THE BIC: “Well, in life generally and not just with the BIC, I believe that whatever one does, it must be done whole-heartedly and to the best of your ability. And when you do something that reflects on your nation, the responsibility is magnified. So the legacy that I would like to leave behind is a company that carries Bahrain in its heart where ever we go; as a showcase for the nation, a company that is run lean and mean; having money to spend doesn’t mean that we spend it foolishly and a company that keeps growing by offering more and more to the public and to its customers.”
ON HIS PASSION FOR CARS AND HIS EXCEEDINGLY TIGHT SCHEDULE: “In the past I have raced formula BMW here at the BIC; unfortunately I can’t commit to the schedule of a championship due to my travel and other involvement. Off late I have begun to enjoy the karting side of the BIC, so whenever I have a chance, it is a nice place to hang out and doesn’t require the commitment as opposed to track racing. I do enjoy driving, but not racing as such. I have raced in Losail and Yas; usually when I travel I am on a very tight schedule and it’s not really feasible for me. I enjoy playing golf since its much easier.”
ON HIS PERSONAL MESSAGE TO THE ATTENDEES OF THIS YEAR’S FORMULA ONE GULF AIR BAHRAIN GRAND PRIX: “Come and come in big numbers. Enjoy the race and our facilities and make us feel rewarded for all the work that we put in to make sure that we can deliver another successful event and promote the real Bahrain to the world. Be part of a unified and dedicated Bahrain and push us to deliver an even better event in 2014, which incidentally will be our tenth anniversary!” APRIL / MAY A 2013
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Interview
Ajit Bolar
YK Almoayyed & Sons’ exclusive partnership with ETAP ETAP and YK Almoayyed Industrial and Building Systems come together to provide ecofriendly green compliant lighting solutions. YK Almoayyed Industrial and Building Systems General Manager, Ajit Bolar talks to us about the partnership, their shared history and future plans.
One of the points you have stressed on is your competent staff. Can you tell us about their training?
Tell us about the partnership between ETAP and YKA.
Can you tell us about the awareness campaign?
YKA are the exclusive partners for ETAP in Bahrain. How you rate this partnership?
What plans for the future?
We have a full-fledged team of engineers and technicians. We strongly believe that a trained person is key to getting long-term business. We make sure each and everyone on our staff undergoes a continuous process of updating their technical knowhow, they attend all the training provided by our principals in Dubai or even abroad. Our people are technically competent to execute and handle any jobs. The company invests a lot in our staff.
I met ETAP export manager in Qatar during the Projects Qatar The government has passed a building regulations law, which expo in 2011. One of the striking facts which I noticed that it is requires companies to be green, compliant. So, when a company a company which invests a lot in research and development, it submits its plans, one of the first certifications required is for it to is very innovative and ahead of the times in providing energy be energy efficient. efficient lighting solutions. The products are top quality because it In the US, the Green Building Council has initiated the LEED is manufactured in their factory in Belgium. concept. It stands for Leadership in Environmental and Energy They have been in business since 1949 and have a very strong Design and increasingly across the Gulf, especially UAE, Qatar reputation. It has made very conscious efforts to make sure its products Foundation; they produce specifications, which have to be LEED are green compliant, and contributing to creating a better environment compliant. For Qatar, LEED was converted into QSAS, being by producing products, which control the emissions of hydrocarbons. more in line with the specific circumstances like the extreme heat ETAP is basically a lighting and energy saving solutions company. buildings are exposed to in Qatar. It can be Platinum, Gold or Silver They provide the customer a comprehensive solution including the depending upon how compliant the company is. most optimum energy saving design and they back it up with And the number of companies, organizations and “We have a products which are far more superior and much more efficient. full-fledged team governments realizing the importance of energy savings is of engineers and increasing. Everyone is getting conscious to the fact that you We, at YKA aim to ensure that the awareness about technicians. energy efficient lighting solutions is spread. We also take have to produce energy efficient solutions, as the resources on We strongly believe care of the after sales services, the back up and maintenance Planet Earth are depleting and the population is also increasing. that a trained service, technical support. Hence, the customer is assured The need of the hour is the optimum use of the energy person is key to getting long-term at your disposal. I do believe that in a matter of 2-5 years. that he is getting the best. business.” Daylight control sensors are deliverable as an option and are Eventually, if you are not an energy saving solution provider, complementary with the majority of our office lighting. then you have very less chance for bidding for major projects. We also provide consultant specifications at the design stage; we try and give our inputs on making the design more green compliant How beneficial would it be for a person who is launching and energy efficient. and setting up a start up to opt for ETAP solutions? All of these light fittings come with sensor, to match the balance Any establishment will require lighting, it will require air the outside light. ETAP is also involved in emergency lighting. By civil conditioning, it will still require ventilation. We will take a look at defense law, all commercial buildings require emergency lighting. All what the load is for the designs they have made and advise them the self-contained emergency lighting fixtures come with a predefined accordingly. We will have to look at it and decide on a case-by-case selftest ( no programming on site is required ) and optionally ETAP basis. We will explain how much they stand to gain in the long is offering central control and management systems to turn the run if they opt for certain solutions. We will tell them that we will follow-up of your emergency lighting installation into childplay.. redesign your lighting and your energy distribution and put in One of the key benefits is that the government ends up spending intelligent controls and depending upon your needs, we will give less for power generation and that can be invested in other projects you a design that will be the most optimum. We’ll explain to them for development. Bahrain itself has an initiative to distribute LEDs using charts for year 1 to 5, along with the capital cost. Although and CFLs to one million homes, thus they can save a lot in electricity. the initial cost is slightly higher, the benefit will be worth it with the savings in the long run, using projected figures. YKA has been is business for 73 years now. Our purpose is to add value to our business and this partnership helps us add something unique. We give the customer complete solutions and we believe in having technologically superior products with increasing emphasis on energy saving. We are able to understand the customer’s needs, on a technical level. We provide BMS controls and building automation controls through Honeywell and this partnership compliments it and allows us to tie it all up in a nice package for our customers.
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We recently had a seminar for ETAP and we were very pleased with the turnout. We had people from the Ministry of Housing, from the Electricity and Water Authority, contractors, consultants, and interior decorating companies. We are working on some of those leads. In the near future, we aim to have specific seminars to create more awareness with each of these entities, who can actually make a difference. And our commitment remains to having a sustained campaign to create awareness.
APRIL / MAY 2013
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UNDERSTANDING OFFSHORE BANKING It has never been easier to set up your company
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overeign’s core business is setting up and managing Onshore, Offshore and Free Zone companies. It also assists in setting up trusts and other structures to meet the specific personal or business needs of their clients (Individuals and Corporate). Typically these needs would include Trading, Consulting, Bank Accounts, Residency, Citizenships, and Insurance, among others. THE FIRST SOVEREIGN OFFICE OPENED
in Gibraltar in 1987 and now the company has a total of 27 offices till date with offices in all international financial centers including Bahrain, Dubai, Gibraltar and Isle of Man. Sovereign currently manages over 7,000 structures for a wide variety of clients worldwide. Sovereign have developed a wide range of supporting services embracing asset management, corporate finance and fund raising, specialist tax advice, ship and yacht registration, insurance broking, credit cards, as well as trademark and intellectual property registration and protection.
What is an offshore company?
Offshore or non-resident companies are described as companies that conduct an insubstantial or zero volume of business within their jurisdiction of incorporation. More specifically, offshore companies have three characteristics: Firstly, they should be registered as an entity within the jurisdiction of incorporation. Secondly, the ‘incorporators’ should be domiciled outside of the jurisdiction of incorporation. Finally, the company should transact the major majority of business outside of the jurisdiction of incorporation. However, most associate the term ‘offshore company’ as a means of increasing tax efficiency.
Why should I use SOVEREIGN to open my offshore company? 1) Our professionals have more than 25 years of experience in offshore consultancy. During this time we have been able to develop a network of offshore service providers that remains unparalleled. 2) We provide tailor-made advice to our clients, fully integrating the latest laws. 3) We are one of the most competitive offshore providers.
Which jurisdiction should I choose for my company?
The most important factor in choosing a jurisdiction is to be sure that your company will be incorporated in a country that has: reliable means of communication 1) political and economical stability 2) good reputation 3) sophisticated corporate laws
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All the jurisdictions we work with enjoy the above mentioned advantages. However, the right choice of jurisdiction also depends on where you live and on the business you conduct. Our advisors can assist you in finding the jurisdiction that makes the most sense with regard to your personal situation.
Why are your fees lower than those of your competitors? Having our own offices or partners in the jurisdictions where we provide our services, we are able to offer straight-forward and competitive prices, given we can avoid any intermediaries.
Does my company have to provide accounts to any tax authority?
No, generally not. This is one of the main advantages of “offshore” companies. However, in a few select jurisdictions, such as Hong Kong, Cyprus, Gibraltar and the UK for example, it is indeed mandatory for companies to produce yearly accounts and to have them audited, and in some cases, to pay taxes.
How long will it take for me to receive my corporate documents?
Every jurisdiction has its own incorporation timeframe. Once the company has been incorporated, it will generally take about 7-10 days for the corporate documents to reach you.
What is a shelf company?
Off the “shelf companies” are corporate entities that have been established by a provider, who holds the company until a purchaser is found. Post transaction, the ownership of the company transfers from the provider to the third party, who then commences trading activity under the company name. The benefits of purchasing an off the shelf company includes: l l
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To the time it would take to create a new corporation To allow contract bidding (some jurisdictions require a fixed business age to allow this functionality) To create the appearance of corporate longevity
When do I have to pay my company’s yearly fees (Renewal Fees)?
You will be asked to settle the yearly fees prior to each anniversary of your company, not at the end of each calendar year. To avoid any last minute rush, we will send you a renewal invitation two months before the anniversary.
Do I have to pay taxes on profit or interest earned by my company?
No. Most of the jurisdictions we work with do not impose taxes on profits made or interest earned by the company. Some, like Hong Kong or Delaware, only tax profits made within the jurisdiction, whereas Cyprus charges a 10% flat tax.
Who should use an offshore company?
An offshore company may be of interest to a great number of people and it may be used for various activities: t
Businessmen:
Creating an offshore company allows you to begin an activity without having to deal with the set-up of a complicated infrastructure. An offshore company allows you to benefit from fiscal advantages and ease of administration.
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Commerce over the Internet (E-Commerce):
Internet traders can use an offshore company to maintain a domain name and to manage Internet sites. An offshore company might be ideal for people whose business is on the Internet. You might choose to incorporate the registered office of your company in an offshore jurisdiction to take advantage of the various benefits offered by these jurisdictions.
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against payments which will be considered as revenues and will thus benefit from the low level or zero taxation of the jurisdiction in which it is registered. t
Offshore companies are used to hold both movable property (such as yachts) and immovable property (e.g. houses and buildings). In addition to confidentiality, the benefits and advantages they offer include exemption from certain types of taxes (e.g. inheritance tax). It should be noted, however, that some countries do not allow the acquisition of movable/immovable property through offshore structures and therefore those wishing to form an offshore structure are advised to check with a competent authority before proceeding.
Consultants/Counselors’:
You can also carry on your consultancy or counseling business through an offshore company. You will find it easier to manage your company and will have reduced or even zero taxation depending on the jurisdiction in question.
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International business:
International commerce can be carried out through an offshore company. It will handle purchases and sales operations, taking advantage of the fact that its profit will not be taxed, or only at a low level, depending on the jurisdiction. This type of use is particularly interesting where goods from one country are sold in another country while you yourself are based in a third country.
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Holding intellectual property rights:
Any kind of intellectual property right (a patent or trade mark) may be registered in the name of an offshore company. The company may also buy or sell this type of rights. It may also grant rights of use to third parties
For the custody of movable and immovable property:
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For inheritance purposes :
An offshore firm that always stays afloat (provided all costs associated with running it are paid) may, in some countries, be used as a means of avoiding inheritance tax laws. With a view to optimizing inheritance tax liability, the offshore structure may also be combined with a trust or a foundation.
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Stockbroker/forex:
Offshore companies are very often used for share or foreign exchange transactions. The main reasons being the anonymous nature of the transaction (the account can be opened under a company name) and the attractive fiscal conditions of offshore regulations (little or no tax levied on profits made).
Does opening an offshore company mean that a bank account will automatically be opened for the company?
No. If you need to open a bank, we shall - in close collaboration with yourself - choose the bank which most suits your needs from amongst our network of prime banks. The bank will then decide if the account can be opened, depending on how comfortable they are with the nature of your business and the personal information provided by you. However, in more than 95% of the cases, we are able to open the account for our clients.
In which countries can you open a bank account for my company?
We can open bank accounts in many countries in Europe, Middle East and Far East.
Is it possible to open a private account as well as an account in the name of my company?
Yes. We can also take care of opening a private account in addition to the account in the name of your company.
Can I have a bank account in different currencies?
Once the bank account has been opened, you can choose a multi-currency account. This will allow you to keep several currencies in the same account. When a new currency is used, the bank will automatically open a ‘sub-account’ so that you don’t have to pay any exchange fees. Sovereign Trust & Consultancy (Bahrain) WLL 5th Floor, GBCORP Tower, Bahrain Financial Harbor. Email: Bahrain@SovereignGroup.com
APRIL / MAY 2013
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BAPCO Energising Your Future Over its eighty-year legacy, the Bahrain Petroleum Company has forged on from strength to strength with the force of a juggernaut. Pioneering the discovery of oil in the Arabian Peninsula, Bapco began exporting its produce two years after its inception in 1932, and then commenced refining activities another two years later in 1936.
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ince its primitive days, Bapco has majorly contributed to forming the kingdom that we live in today. It has done this not simply through the bolstering of Bahrainâ&#x20AC;&#x2122;s economy, but importantly, through the training and development of Bahrainâ&#x20AC;&#x2122;s manual resources, who have developed into highly skilled and sought-after entities over the years, occupying places of prominence today in the government as well as the oil and gas industry in general. Close to a century after the first trace of oil was discovered on the shores of the island, its
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legacy continues to be written page after page with larger-than-life ambition paving the way for tremendous achievements in the advancement of the oil and gas sector. That being both in the exploration as well as the economic side of the business. Today, Bapco is wholly owned by the Government of Bahrain and serves as one of the leaders in the regional oil and gas scenario, accounting for a massive portion of the Middle Eastâ&#x20AC;&#x2122;s energy-related activities. Its staggering work force is engaged primarily in refining, distribution of petroleum products and natural gas, sales
and export of crude oil and refined products among much more. The organisation owns a 260,000 barrel-a-day refinery, storage facilities for more than 14 million barrels, a marketing terminal, and a marine terminal for its petroleum products. About one-sixth of this crude originates from Bahrain Field, with the remainder being pumped from Saudi Arabia in pipelines extending 27 kilometers over land and a further 27 kilometers under the sea before reaching the northwest coastline of Bahrain. Ninety-five per cent of refined products produced by Bapco are exports, with a major portion of its customer base being constituted by the Middle East, India, the Far East, South East Asia and Africa. Further, Bapco carries out extensive studies on a continuous basis at the offshore to explore new oil and gas reserves and obtain more accurate data on the existing reserves with the use of advanced techniques. The company churns out high-quality Liquefied Petroleum Gas (LPG), Naphtha, Gasoline, Kerosene, Aviation
Staff at work at the BAPCO facility
Turbine Fuel, Ultra Low Sulphur Diesel, Heavy Lube Distillate, Fuel Oil and Asphalt, which form the core of its business. Aside from its vast exporting activities and petroleum production and sales, Bapco also plays a paramount role in the local energy scene, supplying and selling aviation fuel at the Bahrain International Airport through its affiliate, The Bahrain Aviation Fueling Company (BAFCO), in which the company is a 60% shareholder. Bapco also provides the full requirements of natural gas to power generating plants and other industries in the kingdom. With regarding to training and development initiatives, Bapco continually places prime importance on training the youth of Bahrain and bringing out the best in their talents and efforts, many of their initiatives being career-driven, and comprising invaluable components like
hands-on training and top notch industrial mentorship. Bapco has also supported Injaz Bahrain consistently, a national activity based programme that furnishes Bahrainis with vital life skills. Volunteers are assigned to Injaz from the company’s vast workforce, who engages in various comprehensive activities like classroom presentations and developmental tasks, as well as playing host to students at numerous venues around Bahrain. Students are also granted the opportunity to pursue their postgraduate education in the UK, courtesy of Bapco’s scholarship programmes. Bapco is also a proud organiser, an EHS champion and undoubtedly a national headliner which strives to highlight key EHS issues throughout the course of its day-to-day activities and the overall functioning of the company. It has initiated many tremendous achievements and continues to make
great strides towards the betterment of the environment as well as propagating and inspiring the public to practise safety and take necessary health precautions as part of their lifestyles. Over the past few years, there have been numerous achievements by Bapco on the EHS front, a few of them being the The Princess Sabeeka Park in Awali which was inaugurated in February 2010, the multimillion dollar Refinery Gas Desulphurisation Project (RGDP), the Bapco Green School Award run in association with the Ministry of Education, and the EHS Family Day, a periodic inclusion in Bapco’s year-round Environment, Health and Safety campaign. With sprawling ambition and a stalwart work force at the helm of proceedings, the Bahrain Petroleum Company is poised better than ever to make great strides in the development of Bahrain’s economy in the times to come.
APRIL / MAY 2013
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Ammar Al Bannai
SHEESHA, CONVERSATION AND A CUPPA
AMMARTIME C FÉ CA
It was Ammar Al Bannai’s dream to set up a coffee shop, which gives its patrons a unique environment, and in August 2012, the dream became a reality with the establishment of Ammartime Café. We find out more about his vision and aspirations. 48
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Tell us about the idea behind Ammartime Café? I have been thinking about setting up a place like this since 1994, and have been looking for the right location. My vision for the coffee shop was a place where everyone can come, relax and unwind. I noticed that there was no particular place where people working in the media field and arts field can come and catch up and hang out together. The Manama region alone has 41 cafes, and I have been a customer since the nineties. From each venue, I walked away with an idea I like and this is a collaboration of all the best I have seen and ideas that have not yet been introduced in Bahrain. Why the name Ammartime Café? I have been a presenter with Bahrain TV and radio, and I do a show called Ammartime on 93.3FM. People identify me with the show and that’s why I picked that name. How come you don’t have a sign board yet? In August 2012, we had our soft opening. This venue itself is renovated property. I have done everything from picking the location, to finalizing the menu to picking out the color scheme myself. But, I still have a long way to go before it meets my 100% satisfaction. The day it does, we will have a grand opening and I will have a sign board in place. What makes Ammartime unique? When you enter itself, you notice it is not like other coffee shops. Both our indoor and outdoor settings are very spacious and there are no partitions. It allows for a totally different vibe where everyone feels like they belong and they can easily interact with one another. Another aspect I am immensely proud of are the Bahrain flags around the premises.
We are centrally located. There are four exits from the location, be it to Manama or Riffa or Muharraq or Juffair, you can reach very quickly. We also have parking for 150 cars. Another aspect that I am sure our patrons will love is the fact that we change our theme every four months. Currently we have an Egyptian theme running. During Ramadan, we will have a Syrian chef and team. And after that, maybe Indian. So we truly believe variety is the spice of life. Our food is extremely fresh. We believe in making a limited portion to give it the authenticity. I myself prepare the lunch here and I make it only for fifty people. I also ensure that we don’t scrimp on raw materials. We buy only the best. I buy the same raw materials for the kitchen here that I would buy for my family. Another unique aspect of our menu is the traditional items we serve, be it the Nakhi or the Balaleet, it is not widely available anymore and many of our patrons have told me that it reminds them of their childhood. We also have the largest projectors among coffee shops in the Kingdom, and they are HD as well. We are quite sure that our patrons will get an experience like no other on game nights. What are some of the challenges that you have faced? We have had a few logistics issues, in terms of getting visa and the like but we are working through it. I have been asked to hire more Bahraini staff and I would be more than happy to do that. But I need to find people suitable for the job. I need waiters, cleaners, kitchen staff and I need them to have a high level
of interest and enthusiasm that my business demands. Unfortunately, we are sufferering scarcity of that caliber in Bahrain. I stress thatI would be happy to be proven wrong. My doors are open and I am willing to provide the necessary training as well. Tell us about your staff and their training process? Our staff are recruited from around the region and have international experience. We have staff of seven nationalities working with us. Initially we put them through a two month training program, and henceforth, every new member will go through a month of rigorous training. How has the response and feedback been so far? The concept of coffee shops is not new. Even our grandfathers have enjoyed coffeeshops and their ‘gidu’ pipes. So, I knew that if I could convert the vision I had in my mind to reality, it would definitely be a success. And I am very happy and proud at how it is shaping up. It is already packed, with no sort of advertising. It has all come through word of mouth publicity. Tell us about some of the activities that have happened at Ammartime? One of the themes we have incorporated is ‘Bahrain u-Khair’, meaning Bahrain is fine. The inspiration for this came when we hosted journalists from around the GCC during the Gulf Cup and they were surprised at how calm the situation in Bahrain was and it is a term I overheard during many conversations.
Outdoor seating at the cafe.
Under that theme, we organized a 24hour bike ride with 84 bikers, which kicked off and ended at the café. We drove around the entire Kingdom, and highlighted the fact that the ground reality was nothing like what the outside media portrayed. We also received a lot of coverage for it, even on BTV. HM the King heard about it and we were invited to meet him. It was one of the best moments of our life. We have also organized charity events. Quite recently, a very talented Bahraini musician was in Thailand for cancer treatment. We raised over BD 9400 through a charity bazaar which features the acclaimed artist Abbas Al Mousawi. We also give a part of our profits to cancer related charities on a regular basis. What advice would you give someone who wants to get into the food biz? Any person who is entering this biz must have some amount of kitchen know how, a little bit of cooking atleast. Only then can he know for sure how good or not so good his products are. What next? We are planning to launch a rooftop seating arrangement shortly. We also plan on having 5 branches of Ammartime across Bahrain in the future. For now, work has started on our Oman branch of the café. As for the immediate future, we are excited about the Syrian chef who is coming in and are in the process of finalizing plans for events during the F1 season. APRIL / MAY 2013
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BABUSHKA:
MADE IN BAHRAIN
Sara Sayyarr and Mariam Fathi own and run Babushka, a company that produces timeless classic furniture. We talk to them about sourcing their ideas, the name Babushka and more. 50
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What got you started in the furniture business?
Mariam (M): Well, we actually consider “Babushka” as more of a unique decorative furniture concept, rather than your conventional furniture store. Most of our main pieces are usually “one off pieces”, which is nowadays, an extremely positive advantage that we have over mass-produced retailers. Every piece gives its home a sense of individuality and distinctiveness with its modern yet traditional blend of colors and designs. Our constant longing for establishing our own business, along with our passion for culture, colors and all old things is what got us started. Both of us are currently committed to full-time jobs. However, we always strived to found a project we were passionate about. An opportunity presented itself almost two years ago and we made sure that we grasped it and worked hard in order to attain it. Sara (S): My grandmother moved to a new house, and was compelled to leave her beautiful old furniture behind. She was immensely attached to her old furniture, which held great sentiment and value to her, yet she could not blend it into the style of her newly decorated modern house. And so together, Mariam and I decided to preserve and embrace these beautiful pieces and create a diverse collection of art pieces, by yet embracing the aspect of culture each piece held.
What’s the story behind the name Babushka?
M: Reviving precious memories, making new memories, and indulging in diverse cultural and historical stories, defines our Babushka. Babushka was inspired by the idea of ‘bringing back life to something that was once beautiful and flawless’. In the Russian language, “Babushka” is defined as ‘grandmother or old lady’. Symbolically, like grandmothers; who are considered beautiful in every way, our old furniture pieces should be perceived in the same way. We wanted to preserve such beauty and re-store it so it can stay with us forever... Our main aim, when we decided to name our concept “Babushka” was to hold on, refurbish, and improve aged furniture and home accessories and never let them fade away.
Tell us about the producƟon process. Do you source the raw materials locally?
S: Babushka’s furniture is produced in Bahrain. All our brainstorming sessions and designs are developed from home. However, we supervise the production of any new designs, yet executed by carpentry and upholstery experts. Having everything locally manufactured makes it easy for us to monitor and ensure that high quality is met. Fabrics however, are personally handpicked from every country we visit. In addition, we attend specialized buying trips, which are conducted regularly throughout the year. Lots of our fabrics originate from countries such as India, Uzbekistan, Egypt, and much more.
Describe the process you go though to turn your ideas into products.
M: The production process differs from time to time depending on whether we have the materials and furniture available, or we need to set out on a search for new fabrics and new old pieces of furniture to revive and to implement our ideas on! Other times, we are simply inspired and that is when we create our own design! Upholstering and re-furbishing is the only standard procedure that is executed, and is done so by qualified personnel. We study each and every piece in the way that we find suitable, giving each piece a time-frame of its own. Whether we decide to have a paint effect or not, the utilization of colorful or more subtle fabrics, and the creation of simple or more complex designs depends on our current inspirations and trends of the market. And finally, the effort and time pays off once we see the end products! Every piece is original in its own way. And every piece “speaks for itself”. Of course, there were times, especially in the beginning of our journey when had to do and re-do the process numerous times till we became more experienced in the field of decorative furniture by pushing ourselves to study the diverse fabrics out there, the numerous types of wood and paints.. The only way that we will be able to learn and to build on our expertise and know-how of the required technicalities of every product is to try it out, no matter what the outcome is. So hopefully once we gain enough knowledge for the execution process, we will definitely have a fully qualified and trained team that we will be able to direct through the whole process.
How can a customer get in touch with you?
S: Currently, customers can get in touch with us through our Instagram account: @babushka_ bh, which is constantly updated with our new products, via email: babushka_bh@yahoo. com or via cell: +973 39944339, +973 39294464. However, we are very excited to announce that we will be opening a “Babushka” shop soon in the next few months, so that our customers can experience the complete “Babushka” buying experience.
What is the most exciƟng and most challenging part of your work?
M: It is exciting to be in a continuous search for new and eccentric fabrics and second hand pieces because we are often surprisingly and unexpectedly inspired by those experiences, and the people we meet in our constant crusade. We love that we are learning something new at every step of the way. However, the limitations in the market for second hand furniture and obtaining exceptional and rare fabrics was quite challenging in the beginning. But, it pushed us to create our own cultured designs. We have to keep in mind that the market is constantly evolving to new trends and customer tastes, so we need to continuously come up with new ideas, so that our designs do not get monotonous and out of date. However, we embrace and love change. So, based on research, inspirations, customer suggestions and gaps that we find in the decorative furniture industry, we try to always give our customers something original. An innovative piece of furniture with an unusual story to unfold!
Biggest compliment you have received for your line of furniture.
S: To be honest, every compliment we receive has been our biggest compliment! It is extremely motivating to continuously receive positive feedback from Babushka customers, friends, family or passerby’s in exhibitions, because we feel that people appreciate our hard work and its nice to know that it all worked out in the end, stemming from a single thought, not knowing if people would actually accept it and like it!
What are your main influences while designing a piece?
M: Talks of aspirations, cultural experiences, and entrepreneurial ideas took place over countless cups of coffee and an inspiring trip to India; a country that celebrates color. The fusion of their colorful and happy houses, along with their detailed embroidery, was all overwhelming and beautiful and extremely inspiring for us! We are constantly inspired by what is around us, and are endlessly searching for ways to develop our brand and expand our range of products and we hope to possibly introduce our own prints on fabric in the future.
From all your pieces, which is your favorite and why?
S: To be honest, we get attached to most of our pieces because we spend quite some time looking at them and trying to figure out how we can creatively revive their beauty. But, no doubt about it, the furniture piece that dazzled us with its beauty as soon as we laid our eyes on it was found unexpectedly amidst chaotic ruins. We were both stunned by it. It was a beaten down dresser, inspired by the Victorian Era and we named it “Crème de la Crème”.
What are your plans for the future?
M: Working hand in hand to open a permanent outlet for Babushka has been taking up most of our time lately. We currently both have a day job; nevertheless we are motivated and aiming to have the store up and running by June! Furthermore, we would love to have a qualified and team to be able to produce our own pieces and create our own printed and embroidered fabrics!
What is your advice to others who want to get into this business?
S: Find what it is that you are passionate about and do the impossible to accomplish it, because nothing is impossible when there’s a will and a great passion. Question everything, and learn more about what’s around you. Read, travel, and talk to people, as they are all great sources of inspiration. APRIL / MAY 2013
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The beauty of Arabia Maggi Giuse creates gorgeous glass art Maggi Giuse is an artist par excellence. Her creativity with glass knows no bounds. We speak to her to find out more about her passion, inspiration and future plans. How did you get into glass designing? What was your first experience with glass? Tell us about your training. I am Italian but I live in the Middle East. My family and I have lived in Yemen, Qatar, Oman, Saudi Arabia and finally, 9 years ago, we landed in Bahrain. I studied and graduated in Geology, I am a mother of two sons and a wife but above all I consider myself an artist. Right from an early age, I have always liked spending to draw and paint, but the real enthusiasm goes back to my high school period when I started working in a ceramic and pottery studio. This was an important experience, which then led to a formal training in the shapes and colors of artistic objects. With glass I later found the right medium to express myself and my creativity. I learnt the technique of glass fusing in Italy and later I followed professional courses in USA (at Corning Glass Studio) and in Murano (at Centro del Vetro di Venezia).
Take us through the process of making a piece. Idea comes first? or the materials? Take us step by step. Idea comes first, although most of the time the material itself gives me a suggestion of what to do through texture or color. Glass Fusing is my favorite technique but I often use other techniques such as lampworking, casting and pate de verre. My glass studio includes electric kilns for fusing and casting and a furnace where I melt glass.
How do you promote your work? I showcase my work at exhibitions and participate in events like the BAB market.
as in the decorative glassware, I try to fuse sparkling colors with imaginative designs to recreate a word of different shapes and lights.
What has been the highlight of your career so far? The award from New Glass Review 2000 by Corning Museum of Glass (NY). It is considered as one of the most ambitious competitions of glass art in the world. Each year a committee of artists and art critics select the best 100-glass art works in the world.
What all do you do, apart from glass designing? I spend most of time experimenting with different materials and techniques in my studio, gardening and baking cakes for my lovely husband.
â&#x20AC;&#x153;Be humble, learn the technique from a master, submit yourself to the material until you can dominate it!â&#x20AC;? What are your inspirations for your work? I am profoundly inspired and fascinated by the forms and colors of nature and by the tradition of the Arab countries where I have already spent half of my life. In my sculptures as well
How can people contact you to buy your work? They can contact me by email: giuseglass@gmail.com. They can see my products on my website as well.
What is your advice to those who want to learn this art form? Be humble, learn the technique from a master, submit yourself to the material until you can dominate it!
What are your future plans? I am retiring from glass. I am moving towards plastic. It is a big change. You can admire my latest installations of plastic in the group exhibition Reon the 25th of April at the Bahrain Financial Harbour Gallery. APRIL / MAY 2013
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INDULGING YOUR Sugar
SWEET TOOTH Station
Creatively unique and genuinely scrumptious desserts 54
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beer Janahi (inset) and Alya Janahi definitely had a sweet tooth and the expertise needed to whip up yummy treats. In January 2013, the sisters came together to launch the Sugar Station. We speak to Abeer about their goals and aspirations.
What is Sugar station known for?
Sugar Station is a homebased mini cakes and desserts startup business, specializing in dessert cups, cheesecakes, cookies and other baked sweets.
Tell us about how it all happened?
It all started with the Oreo dessert cup recipe that I started making 2 years ago, which everyone fell in love with! I would get requests from family and friends at home and at gatherings just to have a bite from it. I started making this dessert in mini cups for everyone to enjoy since January 2013 and from there Sugar Station was created along with the Marble Cups, Cheesecake cups and Cookie cups as well. As for the cookies, my sister and partner Alya is the cookie master who loves baking cookies, and therefore we created a joint partnership as “Sugar Station” preparing orders from home, but made our public presence at Bab Market organized by the Ministry of Culture this month and got high exposure in the Bahraini market.
Tell us about the process of choosing the name sugar station. We were thinking of a name that was catchy and easy for people to remember which expresses our range of products, sweets and desserts. We had a lot of options to choose from, but Alya was the one who came up with ‘Sugar Station’ and we both fell in love with the name from how it sounded the first time. It was purely created from a night of brainstorming and that’s where we started designing the logo and theme as well.
What sets Sugar Station apart from the many other little pop up bakeries?
Sugar Station’s products are genuinely unique from other little pop up bakeries by serving our scrumptious Oreo Cups and Marble Cups in addition to our creatively stuffed Cookie Cups, with more bites and other dessert cup creations in the future.
Tell us about your first experience selling your products?
Our first selling experience was an order to a family friend who honestly was the main motivator to establish Sugar Station and having him as our first customer was great motivation and encouragement for us. But our experience at Bab Market and selling our products to a bigger crowd was amazing, especially with the great reviews and comments that we received from everyone and the great visit of his Excellency Shaikh Khalid bin Ahmed Al Khalifa, Minister of Foreign Affairs who visited Bab Market and highly motivated us.
Best advice you have received so far. I honestly got a lot of advices from family and
friends who encouraged me to start this venture and create Sugar Station. But the best advice I got so far was from my father, who I consider as my mentor and role model in life. His advice is that patience and differentiation in what we serve is key to the success of a business venture.
Do you do all the baking yourself? Or do you have a team in place?
My sister and I actually do all of the baking and desserts ourselves, but we do get some help in preparation at home.
How easy or difficult is it to launch a business idea in the Kingdom?
Launching a business idea in Bahrain has become a challenge considering the number of creative and successful ventures achieved by locals today, where everyone is looking to launch a new idea! But everyone can easily do it, especially with the support of Ministries and governmental authorities like Tamkeen, Ministry of Culture and the Southern Governorate who have created open markets and exhibitions free to the public to showcase their ideas and businesses. These initiatives ease the launch of a business idea in the Kingdom and I believe that shows great success for the economy and society of Bahrain.
Among all the items on your list, what is your personal favorite and what has been the most popular? My personal favorite out of the dessert cups would be the Blueberry Cheesecake, and as for the cookies, I love the Peanut Butter and Nutella Cookie Cup, but what has been the most popular so far are the Marble Cups and the Oreo Chocolate Chip Cookies.
How can customers contact you?
We have an instagram and twitter account where customers are able to view the latest products and news about Sugar Station (@sugarstationbh) and customers can always feel free to get in touch by phone (+973 39749743) and email (sugarstationbh@ gmail.com) for orders at least 2 days in advance.
So what’s in the future?
Sugar Station will be joining other open markets soon, including Basta Market in April in addition to introducing new and different desserts and bites in the future.
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VELLOCI
Taking Bahrain by Storm Velloci V ll i was established st bli h d primarily i il as an online store. But thanks to the response they have got, they are considering setting up shop in one of the shopping malls here in the Kingdom. We find out more.
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Tell us about yourself. I am Mohammed Asadi. I am a 23-year-old Bahraini who just got out of school. I started Velloci with help from my family, mainly mom mother and sister.
Do you have a fashion or business background? Fashion has always been an interest. But we really learnt on the job. Each step of establishing ourselves taught us more.
How did you decide on the concept? The idea came from my sister and she insisted that we should give importance to online exposure since Internet has access to the whole world nowadays. I manage the operations side.
What are your products. We select exclusive brands, trendy and unique products from different suppliers like Kalimah Brand from Saudi Arabia, other products from Spain and Turkey. We have managed to establish a relationship with numerous fashion dealers. We organize buying trips to handpick our products from different locations.
What makes Velloci unique? Exclusivity. We bring only a few pieces of each design. We understand the customer’s need to own one-of-a-kind pieces.
Why the name Velloci? The name had to sound unique, Velloci sounds like a brand. It is an Italian word that means ‘fast’. It represents fashion and trends, which change constantly, change very fast.
How was the response to your shop? The store was set up in December 2011. The brand got a lot of attention through the website and online marketing. Although
the concept of eCommerce was relatively new in Bahrain, it was quite popular among international customers. We were so happy when we received our first order from the UK and other countries in the Gulf. This was our first international recognition. The shop was supposed to be only for pick up. But since Bahrain market is not very used to buying online without feeling the product, we get quite a few customers here as well. The shop location was selected based on being an E-Commerce store concept. However with the brand recognition, we are now thinking of moving to a shopping mall since we have lots of walk in customers besides the online shoppers. In our first year of operations, we also received an international award for standard of excellence in fashion and beauty amongst 100s of sites from around the world, and that made us very proud.
What were the challenges you faced along the way. Selecting products is a challenge. There aren’t agents for fashion products here in Bahrain and one needs to be a very big, established brand to get attention from international suppliers. Another challenge was to educate people about eCommerce. People in Bahrain are still not very comfortable buying things online. But yes, there is a definite change happening slowly.
Tell us about your support system. We would also like to put on record our gratitude to Tamkeen whose marketing support and numerous events made it easier for us to promote ourselves. 4spots agency did a great jpb with our website, thus putting us on the
international map. And big thank you to to our friends and family.
How did you get the buzz going about Velloci? My sister is a marketing manager and she took care of the brand positioning, development and marketing plans. Our main focus was online marketing and that really worked for us.
How can customers contact you? Our website is www.velloci.com. We are also very active on our Instagram and Twitter @velloci and our FB page facebook/ velloci. Our shop is open from Saturday to Thursday, from 10am-1pm and 4pm-9pm and can be contacted at 17002369.
What does Velloci as a brand do to motivate aspiring youngsters? We understand the challenges that they may face but we motivate all young artists to give it a shot and start small and grow. We are opening our doors to young artists to display their products in Velloci, provided that it is extremely unique and of high quality and that it meets our standards. We are giving an opportunity to those who don’t have high income or enough capital to start big.
Among your collection, which is your personal favourite? We like Kalimah collection; it’s very unique and Arabic calligraphy is very popular nowadays. We also love the collection of dresses from Turkey.
What is in store in the future? We are hoping to move to a shopping mall. However it’s not easy to move to a mall when you just start since the rents are very high but we will do it in the near future.
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RELAX & REJUVENATE
NAMASTE BAHRAIN Namaste is the first exclusive location in Bahrain, which teaches Yoga, Reiki and other meditative techniques. We speak to the founder, We Weam Wea eaam Za Zabar. abaar. aba Tell us about Namaste
Namaste was created to act as a sanctuary to escape the busy-ness of our daily lives and stop to reconnect with our truths, find our true selves, learn, relax and make friends. We often go through our lives on autopilot, going through the motions without being truly present enough to enjoy the gifts that each moment brings. Namaste provides the means in which we can cultivate presence, disconnect from the mind and create space within us that we can hopefully carry way after we leave Namaste. Because we are all different, Namaste offers a number of tools that can help different personality types, age, gender and backgrounds find inner peace. Currently we are running Yoga, Art Therapy, Fine Art Classes as well as providing Reiki Treatments and courses.
Tell us about your background in Yoga and Reiki.
I started Yoga as a physical practice in 2007 oblivious to where this will take me but I clearly remember falling in love with the practice from my first session. I was introduced to Reiki in 2009 by my beautiful Master and the meditations completely transformed my mind, body and life. My Yoga practice and meditations were then more consistent and I decided to do my Teachers Training. Meeting my Yoga teacher(s) through my training opened my eyes up to so many aspects of the practice that I was not aware of: the importance of proper alignment and activation, the use of the breath, the hidden meanings, messages and lessons in the practice and the miracle of mindfulness. I have been a Yoga teacher for two years and have completed teaching over 1,300 hours and enjoyed every second of it. I enjoy learning from my students as much as I enjoy teaching. Every class is a new adventure, we never know when someone will have a realization, a release, an opening or a moment of transformation that Yoga has gifted to so many people and it’s all exciting and beautiful.
At what point did you decide you wanted to teach it to others?
When you’re on a spiritual path you realize when you are not answering your soul’s needs. It makes you tired, less enthusiastic and hollow. You feel like something is missing and although your body is at one place your heart is longing to be somewhere else. I loved Yoga, I loved Reiki, I loved the joy that connecting with the soul
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HEAL YOUR BODY AND MIND WITH YOGA
brings. I wanted to share the greatest gift life has given me. So I quit my job and trusted in the Universe in helping me create Namaste.
around them, one day at a time, one breath at a time to open up the body, mind and soul.
How was it to set it up? What was the biggest hurdle you faced?
We worked through the common channels, social media, magazines, TV interviews, and events but so far there had been nothing as effective as word of mouth. When people experience the transformative effects of living a peaceful and mindful life they feel the urge to share this newfound joy and so they bring their friends and that’s what’s grown Namaste’s circle.
The biggest step was deciding to go ahead, and working with the doubts that the mind creates, everything else follows. As I said when you are on the right track things flow, as Shams of Tarbiz says “Don’t go with the flow, be the flow” what that means is that when you are answering life’s purpose, when you are already in tune with your purpose, when you hear the universe’s big plan, you don’t feel like you are swimming against the current, you are the current.
How successful has your brand become, in your opinion?
I think Namaste is a known brand. It created a culture that needed to be created. We now look at self-discovery and the journey of finding inner peace as a necessity and not a luxury, which of course it is. We take health insurance, car insurance etc. But the real investment is ensuring our holistic healing, everything depends on it, our health, our mental stability, our relationships, our success and our ability to find joy in life.
Namaste offers certifications in some courses. Tell us about that.
Namaste offers certification for Level 1 Reiki practitioners. Namaste is also in the process of being Bahrain’s first Registered Yoga School. This means that we will run Teacher’s Trainings hopefully by October so graduating from Namaste means you graduate with a Registered Yoga Teacher 200 hour certification (RYT200), which is an internationally recognized certification for Yoga teachers internationally by the governing body (Yoga Alliance).
What is the biggest mistake you see among your students? What is the biggest misconception?
The biggest misconception is “I’m too (fill in the blank) for yoga”. People say they’re too stiff, too big, too weak, too busy, too restless, too impatient. But the truth is we are all a work in progress. No one shows up on the mat because they’re perfect, they do because they’re not and they’re trying to be better. Yoga is an inclusive practice that allows everyone to be themselves. And with a good teacher you are invited to embrace your limitations and work
How did you market your studio?
In your opinion, how popular is something like Yoga among the people here? Are they open to trying it?
I think there is growing awareness to the importance of the holistic approach. Yoga has been recognized, studied and recommended by many health professionals in the west for decades and I think luckily, this is growing rapidly in the Middle East too.
How can people contact your studio?Where is it located? How much is a course?
We can be contacted via email (info@namastebh. com), phone (38855999), web (www.namastebh. com), Instagram (@Namastebh), Twitter (@ Namastebh), facebook (Namaste Bahrain). We are located in Budaiya highway right next to Ruyan pharmacy in the Tareq Pastries and BMI bank building on the 3rd floor, flat 22. We are starting a beginners’ Yoga course that runs twice a week for 6 weeks (12 classes) and that is BD70. Once completed people are welcome to join our advanced classes.
What next?
Namaste will be Bahrain’s first Registered Yoga school so we have big plans for a teachers’ training course coming up in October. We have also launched a new beginners’ course aimed to create a strong foundation for a fruitful, safe and consistent Yoga practice. This is an inclusive course that is suitable for people from all ages, genders and sizes. We will be covering correct alignment, the use of the breath and finding more mobility and freedom. This is a great course that targets stress, depression, weight management, flexibility, injuries, low energy, joint pain and so on. Our retreats have been very popular so there are some coming up soon, the details will be published on the website by beginning of May.
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WHAT’S
YOUR ENTREPRENEUR DNA? Can You Do It?
The idea that the world’s entrepreneurs start their businesses either during or immediately after their time at university is pretty common.
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bviously, with high profile people like Sir Richard Branson (dropped out of school, set up a magazine at 16), Michael Dell (dropped out of University of Texas and launched his business at 19), Steve Jobs (attended college for one semester, set up Apple at 21) and Mark Zuckerbeg (dropped out of Harvard after getting Facebook off the ground, aged 20)… we are conditioned to believe that it’s just young people that are entrepreneurial. It’s true that the media perpetuates this image but the fact of the matter is that whilst many entrepreneurs start at a reasonably young age, the majority of entrepreneurs benefit from a mix of education and experience – ‘transitional entrepreneurs’ that spend time in traditional employment before going it alone. In reality, entrepreneurship is not limited by age, education or experience. This article is about entrepreneur DNA – the fundamental and distinctive characteristics of someone that make it more likely that they will choose the path of entrepreneurship and, importantly, succeed.
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k “When you lool at successfu , entrepreneurs they are very at clear about w”h they want. Basically, the entrepreneur DNA gives you the conviction and belief to make the leap… and the ability to fly.
So what makes you leap and fly?
‡ AT CAUSE At the heart of a successful entrepreneur is the desire for independence and control – and the drive to consistently act on it. In psychology terms, we talk about being At Cause or being At Effect – either in control of our circumstances or feeling that events happen as a result of circumstances that are beyond our control. Successful entrepreneurs think about what they want to achieve, then actually do it. By being At Cause, the entrepreneur believes, speaks, and acts as if they are in control of their destiny. An entrepreneur At Cause is proactive rather than reactive.
focus too much on short-term goals / issues. You will see people firefighting everything as they become shortsighted. The successful entrepreneur is long-sighted – they keep an eye on the main goal. It really should go without saying that the successful entrepreneur needs drive and tenacity to make their ideas succeed. From that very first moment when people tell that ‘the idea is no good’, ‘other people have tried it already, ‘the market doesn’t need your idea’… it takes commitment to see past this and to focus on the long-term goals. I remember back in the 90s when Lycos and Yahoo! were the de facto search engines – who routinely uses these now? In fact ‘Google’ is now a verb! In 1999, it took two guys fresh out of Stanford to do it. The majority of Venture Capitalists (VCs) aren’t overly-imaginative are will tell you that ‘there are already plenty of coffee shops’, ‘social networking has already been done’ ‘Google is already doing this’… don’t surround yourself with people who think / operate within 20th century models. Likewise, if someone says ‘no’ (or, even worse, says nothing at all), the successful entrepreneur chases them – and chases them hard. If the final answer is a justified and reasonable ‘no’ then sure move on. If you are feeling fobbed off / dismissed… don’t let them get away with it! So, this article is about the need for taking responsibility, developing a clear vision and then sticking with it… whether this is business or life in general, these 3 core principles should hold firm.
‡ HAS A VISION When the entrepreneur is At Cause, they have a vision – one that they have built which means that they are personally engaged with it – it makes them passionate and focused and its success. When you look at successful entrepreneurs, they are very clear about what they want. This single-mindedness is a form of gravitational pull that attracts and keeps people around a common purpose. The successful entrepreneur uses their excitement / enthusiasm in the early days of the business as they need people ‘on board’ – and this can include investors and suppliers as much as customers and employees. ‡ PERSISTENCE One of the common traits of businesses / people in a negative mindset is that they
Neil Fogarty is an international speaker, adviser, mentor, consultant and the author of Crack On and Kill Your Salesman. For more information visit www. neilfogarty.com. You can also visit his blog sparkglobalbusiness.com/wp/blog.
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You are Doing It
Wrong Making Better Decisions Organizations are terrible at decision-making. You know it’s true. Here’s how to make better decisions.
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here are some pretty understandable reasons why we’re so bad at making decisions. We are afraid of being wrong. There are costs with being wrong (e.g., getting fired, not getting a promotion, etc.). We don’t want to upset people and have them feel left out. We don’t want to hurt their feelings by not asking for their opinions. But decisions still need to be made. All the above issues lead us to a place where every decision is based on consensus. Consensus-based decision making takes forever. And even if we use a consensusbased approach, we still risk groupthink. On top of that, the slow pace of consensus exposes us to the rapid pace of today’s business environment. If it takes us forever to decide whether to launch a new product, we create the risk of our competitors beating us to market because they made a decision more quickly than we did. 62
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We must get better at decision making. Now. Two of my favorite perspectives on decision making come from General Patton and RUSH: “In case of doubt, ATTACK!” – General George S. Patton III “If you choose not to decide / You still have made a choice.” – RUSH, Freewill So how can you break out of the infuriatingly slow paced environment in which you’re operating now? It’s actually pretty easy.
DEFINE THE DECISION TO BE MADE
The first place we get derailed in our decision making process is we don’t get agreement on the decision to be made or the objectives and goals of making the decision. If one person thinks we’re making a decision with a goal of increasing revenue and another believes it’s about growing profits and a third thinks it’s about
market share, it’s not very likely we’ll make a decision everyone will be happy with. We also don’t clearly articulate the alternatives and the decision itself. While some folks might think we’re making a decision to launch a test or pilot program, others might think we’re deciding on a full market entry. Without clarity on the choice before us, it’s impossible to actually make the choice.
CHOOSE A DECISION MAKING STYLE
Our bias for inclusion and our desire not to hurt anyone’s feelings leads us to include EVERYONE in the decision making process. In some cases, that’s the right choice but in many it’s not. There are four decision making styles we teach: autocratic, democratic, participatory, and consensus. Depending on the size of the decision, the speed with which we need to make it, and the nature of risks we face or don’t face, one style
is usually a better choice than another. Be deliberate in choosing a style at the beginning of the process and let people know how you’ll make the decision. If they know up front they’re not going to have input, it’s a lot easier than announcing the decision at the end because they’ll think they should have had input.
those 12 months, that answer may become irrelevant due to changes in the market. Weigh the balance between risk and information and when you have enough data to be reasonably comfortable, make the call and take the risk.
“If it takes us forever to decide whether to launch a new product, we create the risk of our competitors beating us to market.”
CALCULATE THE RISKS… THEN MEASURE TAKE THEM AND ADJUST Every decision has risks. Unfortunately we seek to gather as much information as possible and eliminate every risk we can think of. That information gathering takes time and effort. All too often we don’t calculate the cost of gathering that information because many times the value of that information is less than the cost of acquiring it. Additionally, while we’re gathering data, the world continues to move and change. We might spend a year coming up with the perfect answer but during
what the right call is, make the right call and move on with life. Understand why you made the bad call the first time and learn from it so it doesn’t happen again. Don’t let your ego and pride lead you to pursue a path you know is wrong just so
Once you’ve taken the risk and executed your decision, you obviously need to measure and monitor the results of your choice. It’s important to realize that many times you CAN go back and change your decision. Often that is the correct choice to make but we rarely do so. Why? Because that requires us to admit we made the wrong decision the first time around. Hubris and pride will destroy your organization. If you made a bad call but now know
you don’t have to admit you screwed up. Please, for everyone’s sake, stop with the default to consensus based decision making where you try to get 100% perfect information before you make your decision. Recognize when that’s appropriate (rarely) and when it’s not, adopt a different approach. Mike Figliuolo is the Founder and Managing Director of thought LEADERS, LLC. He is also the author of One Piece of Paper: The Simple Approach to Powerful, Personal Leadership . You can reach him via email at info@thoughtleadersllc.com
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S N O S A E R N E T P R E T T A TWHHY ETHETTO M ’T N O D S N O OP TEN REAS There are two kinds of people in the world:
those who divide humanity into two kinds of people and those who don’t. If you are the first kind of person, you will find the rest of this article somewhat irritating and may want to leave me a cranky comment in the space below.
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f you are the second kind of person, you either already agree with my top ten reasons or else have your own top ten reasons which you may feel inspired to note in the space below in your heroic attempt to counter the objections made by the aforementioned people in the first group. Or neither. Or both. Or maybe you’re just waiting for the results of yesterday’s focus group.
THE TOP TEN REASONS WHY THE TOP TEN REASONS DON’T MATTER
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If you need more data to prove your point, you’ll never have enough data to prove your point.
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Being unreasonable is often an innovator’s biggest advantage.
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3
(Carlos Casteneda)
Analysis paralysis.
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You already know what to do.
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You’re going to follow your gut, anyway.
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“Not everything that counts can be counted; and not everything that can be counted counts.” (Einstein)
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By the time you put your business plan together, the market has already passed you by.
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“Conclusions arrived at through reasoning have very little or no influence in altering the course of our lives.”
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The scientific method came to Rene Descartes in a dream!
“Reason” is your clever little strategy for explaining the decisions you’ve already made with your gut. Not that there’s anything wrong with “reason,” mind you -- it’s just highly overrated. Like Six Sigma, for example. Or having been afraid of doing something risky in high school because others kept telling you it was going to end up on your “permanent record.”
Mitch Ditkoff is the Co-founder and President of Idea Champions. He can be contacted on: e-mail - mitch@ ideachampions.com and can be followed on Twitter at: http://twitter.com/mitchditkoff. For more information visit the Heart of Innovation blog www. ideachampions.com/weblogs and Idea Champions at www. ideachampions.com
WHAT TO AVOID ON FACEBOOK The five mistakes business users overlook
involve the user name you choose, such as trademarked or obscene names. You also can’t curse or threaten other users. And spamming other pages with abusive messages or sales pitches is not tolerated. If your page gets shut down, it’s a poor reflection on your brand, especially if potential customers can’t locate the page you listed in your ads or on your website.
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Being a spammer. Think of your Facebook page as your storefront. What kind of image do you want to project? Do you want to be that person who constantly talks about how great his product is and what a great discount he is offering this week? No, you shouldn’t. Convey your personality and expert knowledge, and provide your fans with valuable insights. It isn’t wrong to occasionally let people know about a new product or a sale, but don’t be a spammer. If you want to promote something new, be subtle and creative. For instance, try taking a how-to approach or offer useful tips to get across your message. People don’t want to be sold to every second they’re on Facebook, but they do appreciate free information and advice.
Choosing the wrong person to manage your page.
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ost SMEs recognized the need to be present on Facebook but it is not always that easy. It requires a lot of effort to achieve social media goals and sometimes there are things that could create a blunder like jeopardizing the company’s reputation and that is only one of the many consequences that can happen. Here are the top things you should look out for on the world’s largest social network when interacting with customers.
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Ignoring your Facebook page. Once you start a Facebook page and have established a presence, you should continue to update your statuses to achieve your social media objectives. If you don’t post regularly, you can seem disinterested and lose your fan base. Instead, allot a certain amount of time each day — preferably multiple times a day — to post quality content and engage with current and potential customers. Also be on the lookout for spam and erroneous comments. On comments below a post of yours, mouse over the right side of the comment and an x will appear. When you click it, the comment will be hidden. For actual posts on your page, you can click “see all” on the right side of the page under recent
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You can assign people to manage, post and reply on your behalf on your company’s Facebook page. But be careful about whom you choose as your page manager. Page managers need to be familiar with your company’s social media policies and strategy, as well as your brand image, because they will be broadcasting information regularly to your fans. If a page manager posts anything offensive or at odds with your brand image, it could damage your company’s reputation. What’s more, disgruntled employees who have admin access could potentially remove you as the owner and take control of the page.
Neglecting to respond to feedback. comments. When you mouse over the right side of the comment and click the x, you will be given several options: highlight it, allow it to be seen, hide it or delete it and ban that person from commenting on your page again.
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Breaking the rules. You can’t do just anything you want on Facebook. As with other social media sites, it has “terms of service” that users must follow. If you violate these rules, Facebook can delete or suspend your account. Some of the most common violations
Your Facebook fans can be your biggest brand champions — or your worst enemies if you ignore them. If someone posts a comment on your page saying that your company took great care of him or her, be sure to express your thanks. Showing that you’re listening and appreciate feedback can encourage other fans to engage with you. And don’t simply delete negative comments about your company. Take each one as an opportunity to turn that critic into a fan and potential customer. Respond quickly and address the issues. Let the critic know you’re fixing the problem. APRIL / MAY 2013
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Plan Your Launch Party Right
startups foorg get when plan nnin ng their lau unch partiees The launch party is not only a key feature of the startup’s promotional plan but it’s also a celebration of their teams’ hard work. A lot of startups however, don’t do parties right and waste a lot of effort and anticipation on events that fall flat. Here are seven things startups forget when planning their launch parties, and seven ways to make parties better.
And while we’re talking about press, don’t forget about local bloggers. People who write about trends in your niche and/or community have eager and up-to-date followers, so make sure you include them on your list.
You invited key people, but forgot how to reach the press
You got them in the door, but forgot to establish a giveaway
tartups can increase retention by sending invitations directly to the journalists that would normally cover the beats that the startups are in. To coax more journalists to come to your event, include an extra pair of passes with your press invitation. Allowing journalists to bring their friends will give them a greater incentive to attend. That means more press.
Increase the overall retention of your event by greeting guests with a raffle ticket and letting them know what the prize is as well as the time you plan to give it away. (“Welcome, we’re auctioning off an iPad at 7pm so make sure you stick around.”) Give everyone a reason to listen up and have the giveaway take place directly after the (tiny) promotional portion of your event.
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You hired a DJ, but forgot to tune them in Keep your entertainment on the same page by providing your DJ with a timeline for the evening, allowing them to match their music accordingly. And while you’re at it, be sure to inform your caterers, bartenders, hostesses, and doormen, too.
You have bartender, but forgot to create special branded cocktails For your guests, providing a menu of a few specialty cocktails is an easy conversation starter (“Oh, which one did you get?) Special cocktails also give your company a good branding opportunity: Give cocktails titles that match your
brand, products, services, or theme. For example, the “VentureBeat Bourbon” or the “Google Gimlet.” Also, be sure to not leave anyone out and include one fashionable non-alcoholic drink. Shake up some lemon, honey, and elderflower syrup, pour it over the rocks into a highball glass, top it off with a splash of ginger beer and you’ve got all of the yum with none of the buzz.
You have a great theme, but forgot to tie it into activities Your best bet is to brand activities alongside your theme and launch product. If your motto is “technology made simple”, consider relaxing activities like free massages. If you’re known for “paving the pathway to the future”, hire a tarot card reader to perform readings.
Remember to create a Twitter hashtag for your event and promote it so that people can still be active even when using their smartphones.
You thank everyone for coming, but forgot about take-a-ways Can’t score great goods? Get creative instead. Set up an exit cupcake stand for people to grab on their way out. By frosting the cupcakes with your colors you’ve scored another brand tie-in and ended your event on a sweet note.
You threw a great event …but forgot to end things while they were still having fun This is a golden rule among event managers and a commonly overlooked practice for those new to party planning.
It’s human nature to want what you can’t have; so find the happy medium in your time frame and cut things off while everyone is still having a good time. Keep the networking alive by suggesting a nearby after-party spot so people can continue to socialize on their own time. Kelly Gregorio writes about topics that affect small businesses and entrepreneurs while working at Advantage Capital Funds, a provider of small business loans.
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HOW CAN YOU ENSURE YOUR BUSINESS EVENT WILL BE A SUCCESS New online tools ha hav have ave ve made it easier than n ever ever fo forr companies to interact with theirir customers. Tw Twitter, ter,r, Fa Faceb Facebook ceboo ookk and nd Sky Skype kype make make it easie ea easier sierr to communicate mmunicate and respo re respond spond nd to issues, and platform pla platforms tformss suc ssuch uch h ass Zendesk help help business busin businesses esses es monitor nitor customer servic sservice erv rvice e requests, sts, and capture capture product product feedback and user er beha behav behaviour. aviour. viourr.. All of these tools hav have ave ve changed the way ay companie companies paniess build relationship relationships onshipss with with customers – making it more efficient and more effectiv effective effective. e. However,r, offline interactio interaction ction n remains an equally important nt medium for retainin retaining etaining g and and building lding a customer customer ba base base. se.. Face-to-face Fa ce-to-face contact contact is sti stillll invaluable. nva aluable. So for for ma many, ny, y, the the question stion is: how can can you drive this interaction? raction? The simple answer is through h events. events. Host Host networking netw tworking evenings, nings, tasting ta tastings, stingss, showcases … whatever workss for your business sector. or.r. Put Put simply: take ke the people you’re e meeting online, offli o offline. ffline ne.. 68
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Face-to-face interaction with customers is crucial for small businesses running events. With this in mind, here are some tips on getting it right Here are my top five tips for making sure your events are a success:
1
.PLAN OUT THE EVENT BEFORE YOU SHARE ANYTHING ONLINE
There are many things to consider before you start promoting an event. Among others, you need to decide on the theme (if there is one), the venue, entertainment and refreshments. And that’s before you figure out invitations. Then you’ll want to plan setting up your event – can you recruit friends and volunteers to help with preparation? Or do you need to hire some extra pairs of hands? These might sound obvious, but it’s important to ensure you have really thought of everything. You’ll also want to consider the supplies you’ll need to help your attendees once they have arrived – do you need signs to mark entrances and exits? If there will be wi-fi or an event hashtag, and where will you post that information? The more detail you give people at the beginning, the more likely you are to have the event you want and you’re more likely to encourage people to sign up.
2
PLAY AROUND WITH PRICING
A quick, easy way to drive attendance – and grow your database – is to offer free tickets. You can do this by running a competition or by offering a certain number of tickets for free. Once you have built your base up, continue to test pricing levels by offering packages and tiered pricing – reward early birds and VIPs with a discount, and give groups the option to buy a package. Finally, create a sense of urgency to sign up; if you think the event will sell out, tell people.
MAKE USE OF THE TOOLS AT YOUR DISPOSAL (ESPECIALLY SOCIAL MEDIA)
3
Services such as Eventbrite can help you can share your event on different social networks, in addition to sending email invitations to your customer or client list. We’ve also partnered with SurveyMonkey to give organisers the opportunity to get feedback from attendees, either before the event in order to get programming suggestions, or afterwards, to get a sense of how the event could be enhanced or improved. Don’t forget the many other tools you have available – blog about your event, tweet about it (and create a hashtag to capture a following) and put it on your
Facebook page. You could even create a short video to get people excited. Whatever you do, make sure you’re consistent and that all of your outreach drives people to the registration page.
4
BE RESPONSIVE TO REQUESTS
Responsiveness is the number one rule of customer service, but you’d be surprised by just how many companies fall at this hurdle. Don’t think of questions as a time-suck, but as a way to ensure your event is the best it can be. Fielding questions will help you refine the attendee experience and ensure that everyone leaves happy.
5
KEEP INNOVATING
So, you’ve hosted a hugely successful event – what next? Never stop innovating. Express yourself, your brand and your business by making each gathering different from the last. Without this, you won’t attract new attendees. There are many things you can do to shake it up – look at partnerships with complementary organisations that can offer something to your audience. Think about creating targeted events with themes that attract a very specific audience. Marion Gamel is vice-president of marketing for the online event registration and ticketing company Eventbrite’s Europe, Middle East and Africa division
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Conventional organizational structures may be obsolete. How about a model based on capabilities instead?
Beyond
Functions T
he prevailing functional model in most companies dates back to the 1850s. Some of the first private-sector functionaries were railroad telegraph operators who managed schedules. Soon after, food and tool companies created sales forces instead of depending on outside wholesalers as intermediaries. Then came finance departments, followed by in-house research and development labs, which took the place of R&D contractors—including the original labs of Thomas Edison and Alexander Graham Bell. By placing their specialists at headquarters, divided into corporate functional departments, large companies could make better use of their people’s expertise, give them career tracks, and harness the power of scale to build superior capabilities. During the decades that followed, as companies grew steadily,
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the “corporate staff” (as it was originally called) grew accordingly. By now, the functional model has become the conceptual core of nearly all organizational structures, public and private. It is so ingrained in the daily activities of most companies that it is rarely questioned. Even when functions are seen as “shared services,” which would place them relatively low on the org chart in many companies, they are typically the most permanent parts of the enterprise. Business units come and go with the product life cycle, but finance, HR, marketing, legal, and R&D last forever. Even in matrix organizations, the functions maintain quite a bit of power, managing career tracks and a huge portion of discretionary investments. The value of functions is undeniable; no company could do without them. But the business and organizational models
that govern functions need updating. The most important business practices and collaborations no longer fall neatly into groupings designed many decades ago.
PROBLEM OF INCOHERENCE
Perhaps the most obvious symptom of distress from the functional model is the widespread problem of incoherence. Most functional teams are good at many things, but great at nothing. They often struggle to meet the needs of all their constituents, juggling an endless (and sometimes conflicting) list of demands from line units; they never manage to build the type of advantage or differentiation that is required for long-term success. The underlying problem is not a lack of desire to focus, a lack of functional ability, or an inadequate budget. The functional organization simply no longer serves companies as effectively as it once did, in three important ways.
First, the expertise needed to differentiate a company and win in the marketplace is much more complex than it was in the past. If a company wants to be better than any other, at something relevant to its customers, it must be more efficient, technically proficient, and creative in its specialization than it ever was before. Walmart succeeds not because of generic supply chain expertise, but thanks to very specific logistics, inventory processes, buying standards, and labor models that it created for itself. Amazon succeeds not because its people apply broad marketing expertise, but because it excels at marketing capabilities that it developed. It has its own approach to the management of user-generated content, the in-depth tracking of consumer buying behavior, and the innovation of new features based on the resulting insights. Although these two companies compete and have even hired each other’s experts at times, they need distinctly different forms of specialized expertise.
MEANINGFUL DIFFERENTIATION
Second, creating meaningful differentiation requires capabilities that are almost always cross-functional. For example, building a competitive global brand requires more than a marketing skill set. It requires a plethora of competencies, including managing digital media and tracking consumer insights (both of which involve IT), relationship building (which requires good customer service and interface design), ethnographic insight and employee engagement (enlisting talent and HR), highly targeted product design and development (engaging R&D), and more. Real-world examples include Honeywell’s ability to launch breakthrough technology products tailored to market needs around the world, drawing on its capabilities in market insights, engineering, research and development, and customer service; and Inditex’s fashion-forward but low-cost retail model, encompassing marketing, IT, manufacturing, and sourcing. Some clothes sold in Inditex’s Zara stores are made in its own factories, and others are outsourced to garment shops overseas. The chain can thus offer all its wares at a lower cost than competitors can, while being more responsive to consumer taste and demand. Ikea’s stylish but utilitarian furniture, similarly, combines functional expertise in design, sourcing, manufacturing, pricing, packaging, logistics, the customer experience in its retail stores, and cost management; all of these reinforce the others. This level of collaboration is unfamiliar to many functional staff members; even in cross-functional teams, they don’t usually get opportunities for the continual, ingrained collaboration that is needed to build differentiating capabilities. Third, functions have a natural tendency to become isolated organizational silos, focusing on their own excellence and performance instead of the company’s strategy. The specialists’ natural imperative—to be excellent in everything they do—leads to incoherence. Many functions have devoted a significant
part of their budgets over the years to initiatives and technologies that make them world-class, but that have very little to do with the true drivers of the company’s success. Although all these problems can be addressed in small ways, none of them can be fully resolved under the current functional model. In that context, it seems increasingly likely that the functional model is obsolete. But if so, what might replace it?
CROSS FUNCTIONAL TEAMS
The most common solution used today is the cross-functional team. Many companies try to manage complexity by assembling committees of people from the relevant professional groups to solve particular problems. Unfortunately, many crossfunctional teams fall far short of delivering effective and efficient solutions. They rarely have the time they need to resolve the different ways of thinking that people bring from their professional specializations. When the team members first come together to work on a common problem, they often misunderstand one another. The teams are also limited by their conflicting functional priorities and sometimes by a lack of clear accountability. Many of these teams are temporary; they will dissolve once the
project is over, and their members may not work together again. They therefore have little incentive to overcome these hurdles. Permanent cross-functional teams tend to fare better. A growing number of innovation groups bring together disparate functional skills (typically R&D, marketing, IT, and research) to facilitate the launch of new products or services. Frito-Lay, for example, set up a unit like this in the early 1980s; merchandising, IT, and supply chain executives worked together to develop the company’s celebrated direct-store-delivery capability, enabled by handheld devices that Frito-Lay developed itself. Similarly, in the early 2000s, Pfizer Consumer Healthcare (since sold to Johnson & Johnson) set up communities of practice that included lawyers, health professionals, and marketing experts who could help spread key ideas and best practices to brand and product groups around the world. These permanent cross-functional teams vary in the degree of structural change they require. Some are relatively informal, whereas others involve major shifts to the organizational structure. Some may even have representation on their company’s executive team. Their leaders are officers with titles that represent cross-functional capabilities:
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chief risk officer, chief innovation officer, chief growth officer, and so on. As they gain in maturity and in their level of contribution to their companies, these groups may evolve into a still more robust organizational construct: an overarching organizational structure, such as a center of excellence, based on distinctive capabilities. The members of these capabilities teams would be assigned completely to these units, reporting to them rather than through a functional hierarchy, and spending their entire workweeks, and possibly their entire career, within a cross-functional context. For example, a food company might have a single large group overseeing its remarkable distribution capability—professionals who were formerly part of marketing, sales, IT (for analytics), supply chain, sourcing, and legal organizations would all report to the same part of the hierarchy, all working together to maintain and improve their products’ presence on retail shelves.
ACCOUNTABILITY AND REWARD
This approach would link the specialists of the enterprise more directly to the capabilities that directly support the company’s core strategies, lifting them to a new level of accountability and reward above the status they would have had in functions like supply chain, finance, or marketing. Instead of providing services, they would be part of a team responsible for one of the organization’s core strengths.
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In other companies, new senior roles are coming to the fore, such as chief innovation officer, chief risk officer, and chief customer officer. These leaders oversee people from multiple functional groups, such as supply chain, marketing, finance, and R&D, with the idea of developing capabilities systems. For example, many companies, particularly those with complex or highly engineered products, are rethinking the product manager’s role. The “strong-form” model gives responsibility for top-line growth and other financial outcomes to one person, who also has crossfunctional decision-making authority (see “Product Management Gets Stronger,” by Barry Jaruzelski, Richard Holman, and Ian MacDonald, s+b, Spring 2013). In constructs like these, the original, more specialized functions may take on more of a role in people development, serving as a professional support community and training and development base for particular branches of expertise. Wherever they sit in the organization, specialists would be able to draw on this support; they would still be tracked and rewarded for their functional skills, but they would also have opportunities to cross over into broader roles. This is analogous to the way that symphony orchestras operate; conductors are responsible for the whole work, but if a soloist needs help, he or she will turn to masters of the particular instrument for guidance.
Different companies will find different paths, but every company will have reason to reconsider the functional organization as a primary way of managing specialized expertise. The most important factor shared by all these alternatives is the capabilities imperative: companies need to be clear about what they can do better than anyone else, how this benefits them in the market, and how they need to build and improve their capabilities to fill the gaps. With this clarity, leaders can assemble the right expertise in the right combination. This will give functional leaders and staff the support they need to be truly fit for purpose, to match their own work to the overall business strategy of the enterprise. The most farsighted functional leaders are not just waiting for these changes to affect them. They are taking the first step in the transition by helping evaluate the current state of their company’s capabilities system, and suggesting ways to bring it closer to its potential. This is part of the functional leader’s new mandate as a strategic partner for the enterprise: delivering not what individual constituents demand, but what the enterprise needs. Paul Leinwand is a partner with Booz & Company based in Chicago, and coauthor (with Cesare Mainardi) of The Essential Advantage: How to Win with a Capabilities-Driven Strategy(Harvard Business Review Press, 2011). Cesare Mainardi is the chief executive officer of Booz & Company.
5 REASONS
TO DOCUMENT YOUR STARTUP SYSTEMS NOW by Kenny Nguyen
The typical founder, in trying to run a lean startup, is often so focused on rapid growth that taking the time to write down and back up files can seem like a waste of time. But having the patience to document your systems and processes early on is not just beneficial to your company — it can be absolutely crucial to your success.
H
ere are five reasons why your company systems and processes should be maintained, just like the employees who implement them:
1
Systems help you scale and prepare for growth. Documenting your processes helps you prepare for future growth. By seeing the progress of your current systems, you can better judge future situations and implement strategies that work more effectively and efficiently. Instead of wasting your time shooting in the dark, you can take a look at your records as you plan for expansion.
2
Systems create a consistent customer experience. We at Big Fish Presentations are known for customer service. We want to continue this trend, so we documented our sales and account-managing processes to ensure each one of our clients or future clients receive the same high standard of customer experience as the last customer. We’ve developed a series of manuals that we refer to in order to maintain a cohesive sense of reliability with our clients. Going about business without referring to a solid account of your processes leaves room for error in the quality of the work produced. You’ve got to look back in order to look up.
3
Systems help you train employees effectively. By having systems in place that are well documented, you can more efficiently train employees not only in what has succeeded in the past, but also in which failures to avoid. Documented systems and processes can be used by new hires as resources to better perform their job, in case they have any questions and no one is available to answer them immediately. By writing down the models and processes that employees follow step-by-step, a new employee is on the same level and consistency as your star players.
4
Systems can be monitored, managed and improved. Processes can evolve as the company does. Documentation can be used when the system fails, but it can also be useful when your company needs to improve. Using correct and consistent documentation, you can observe and evaluate your current processes, analyze their effectiveness, and then make changes or improvements, depending on how well the current system operates. Always keep in mind that you can be better in every sector of your business. Whenever you look to improve, the shift or upgrade will be exponentially easier if you have a clear set of records to examine. Whether you decide to dive deeper into your current process or try an entirely different approach, a reference point makes the whole process cleaner and more efficient.
5
Systems prevent the loss of key information. This is the most obvious one. You always hear those horror stories about people losing all of their files because they didn’t back them up in multiple locations. Having a copy of everything may seem overly conservative, but it greatly decreases the possibility of losing valuable information. Also, documenting everything lessens the impact of key employees leaving the organization. The most important thing to remember is that proper documentation is a security blanket for your business. If anything goes awry, you have the comfort of knowing that your information is secure and organized for easy recovery. Organized, consistent documentation not only keeps everyone on the same page, but it keeps you sane and your business growing. Although it may sound like a daunting task, you shouldn’t hesitate to get started immediately with some kind of plan for documentation. It’s wise, safe and worth it — so get to work!
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SPORTS CARS UNDER 50K
The Most Affordable Sports Car segment is heating up for 2013. Let’s take a look at some of the more exciting options for buyers of the 2013 model year. You may not agree with the list, but one thing’s for sure, these cars have all stirred our hearts and minds. These are the cars that breathe life into our dreams at night. Sure, we’d all love to have a Lamborghini Countach or a Mercedes Benz SSK Count Trossi, but what’s realistic and what’s not are two different things. Having said that, every one of these sports cars are very realistic for you to own and drive.
Nissan GTR
Chevrolet Corvette ZO6
Ford Shelby GT500
Porsche 911 Carrera
The Nissan GT-R is the fi h genera on of this venerable Japanese supercar. Well known to gamers in this part of the world as the forbidden fruit, the GT-R brings new levels of performance and technology to Nissan’s line-up. Powered by a hand-built 545-hp twin-turbo 3.8-liter V6, the GT-R makes good use of all that thrust through a paddle-shi ed, rear mounted sixspeed dual clutch sequen al gearbox and electronic all-wheel drive. Roads and racetracks are handled by an electronically controlled independent suspension that adjusts itself to changing condi ons, or allows the driver to choose a preferred se ng. Handling is also assisted by 20-inch forged alloy wheels surrounding 15-inch cross-drilled Brembo brakes at all four corners.
The Shelby GT500 builds on its 1960’s muscle car heritage with classic styling cues mixed with modern touches and a massive dose of horsepower. Available as a coupe or a conver ble, the Shelby GT500 possesses an in mida ng 650bhp, supercharged 5.8L, V8 engine and six-speed manual transmission. With only one powertrain combina on available, this cars reason for being quickly becomes clear. Modern ameni es such as aircondi oning and leather seats for four leave passengers wan ng for nothing. Safety is addressed with technical features such as four-wheel Brembo disc brakes, trac on control and an assortment of protec ve airbags.
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The Chevy Corve e delivers supercar performance for the price of a midsize luxury sedan. For 2013 the Corve e adds special 60th Anniversary Edi ons for all models and a 427 Conver ble Collector Edi on with Z06 components. The two-seat sports car is available as a targa-roof coupe, conver ble, or the high-performance Z06 hardtop coupes. The Z06 comes with a 505-hp LS7 7.0-liter V8 engine, a sixspeed manual transmission, sport handling suspension, and bigger wheels and res. All manual transmissions include launch control. For 2013, the Chevrolet Corve e is a carryover from 2012 with the addi on of several special packages.
The 911 is available as either a coupe or a cabriolet, in rear- or all-wheel drive as a Carrera model. The 991-genera on 911 Carrera is powered by a 350bhp direct-injec on 3.4L flat 6cylinder powerplant and is mated to a seven-speed manual for the Carrera and Carrera S (or an op onal seven-speed dual-clutch known as PDK is available for all models). Standard safety features on all 911 models include bi-xenon headlights, six airbags, front belt pretensioners, engine immobilizer, security system and electronic stability control. The cabriolets also have auto-deploying roll-over protec on.
BMW M3
The M3 was first launched in 1986 by M GmbH who took what they learned on the race track to develop a high-performance street car that lives up to its motorsports heritage. The M3 is powered by a highrevving 4.0L V8 powerplant that produces 414bhp. All that power is driven through the rear wheels via two different transmissions, a six-speed manual or a seven-speed double-clutch, and a variable differen al lock. High-performance an -lock brakes with cross-drilled discs work with electronic stability control and M sport suspension to keep things under control. Available op ons include electronic damping control, 19-inch forged alloy wheels, naviga on system, heated seats, various dash trim choices such as aluminum, wood or leather, BMW Assist, satellite radio, USB audio adapter and park distance control.
Audi R8 (V8)
The Audi R8 is the company’s first midengine super car. It is designed with extreme performance in mind and with other high end sports cars in its sights. The R8 is loosely based off of the Lamborghini Gallardo pla orm, and is powered by either a 420-hp 4.2-liter V-8 engine borrowed from the RS4. You have the op on to choose between a coupe or a conver ble (Spyder). A full- me Qua ro all-wheel drive system puts that power to the ground and you even get a choice between either a 6-speed manual transmission or an R-tronic automated sequen al manual transmission. Standard features include things like satellite radio, Alcantara/leather sport seats, 19-inch alloy wheels and bi-xenon headlights. OTHER op ons include a rearview camera, hill hold assist, naviga on system and a Bang & Olufsen audio system.
Mercedes Benz C63 AMG
Infiniti G37S
The Mercedes-Benz C-Class remains the most accessible of the brands models sold in the Kingdom of Bahrain, delivering the expected levels of advanced engineering, design and safety features that keep it highly compe ve within the entry luxury segment. The enthusiast-oriented C63 AMG boasts a hand-built 451bhp 6.3L AMG tuned V8 powerplant. A revised seven-speed automa c transmission with manual shi mode is standard on every C-Class model; steering wheel-mounted paddle shi ers are available. The C63 AMG is further ou i ed with 18-inch aluminum wheels and AMG sport seats, as well as exclusive leather/ simulated suede upholstery.
The Infini G37 is available as sedan, a coupe, or hardtop conver ble. Responsive and agile, the G37 has a sporty flare while offering a comfortable ride and a luxurious interior. The rear-wheel drive G37 is named for its 3.7L V6 engine, available with between 325 and 330 horsepower depending on the model. This smooth, powerful engine comes with a seven-speed automa c or six-speed manual transmission. The G37 comes in Premium, Sport, or Premier trims depending on model. Styling of the G series is aggressive yet subtle with abounding curves and the heritage is apparent in both design and performance. Standard safety features include six airbags, trac on control and four-wheel an -lock disc brakes. Other op onal features include an intelligent cruise control system that matches the speed of the car ahead and an upgraded audio system with Bose sound.
Chevrolet Camaro ZL1
Nissan 370Z
With design cues evoca ve of the legendary 1969 model, the all new Chevy Camaro combines the spirit of the classic American muscle car with the fuel efficiency, safety, handling, technology and build quality expected in a modern performance coupe. The heart of the ZL1 is a supercharged 6.2L engine that produces around 580bhp and 556 lb.- . of torque. The ZL1 features standard magne c fluid-filled shock absorbers react instantly to road condi ons and driver inputs, and Performance Trac on Management, the launch control feature (manual transmission only), automa cally modulates engine torque for the best-possible accelera on without excessive wheel spin.
The 370Z is offered in both coupe and roadster body styles. The vehicle is powered by a 332bhp 3.7L V6 engine, paired with either a six-speed manual transmission or a seven-speed automa c with manual mode and paddle shi ers. It comes equipped with bi-xenon HID headlamps, 18-inch alloy wheels, automa c climate control, a CD player and the Nissan Intelligent Key passive entry system with push-bu on start, satellite radio and Bluetooth wireless connec vity. Safety features include six airbags, electronic stability and trac on control systems, an -lock brakes with brake assist, ac ve an whiplash head restraints, LED tail lights and a re pressure monitoring system. APRIL / MAY 2013
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FASHION
THE LAT A EST AND TRENDIEST WAY TO DRESSING UP BIG brings to you the latest fashion from the top brands in the fashion world. v
An Evening Out jimmychoo
For evening glamour choose the CHANDRA clutch bag in tobacco suede with chain detail. A fold over clutch bag with magnetic clasp closure. One spacious compartment with a large internal pocket and Jimmy Choo plaque. jimmychoo.com
‘LaSalle’ Oxford (Men) Allen Edmonds
Simple elegance defines a five-eyelet leather oxford. The 360° welt construction provides exceptional support and flexibility, while a cork midsole molds to the foot for a custom feel. Lace-up style. shop.nordstrom.com
COLOR ME BRIGHT GAP
Gap’s Spring season is all about color, with a strong focus on denim and khakis. Key items include the legging jean skimmer. gap.com
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Bold & Beautiful Versace
Be completely in control and go bold with this gorgeous piece from Versace’s Spring Summer 2013 Collection. versace.com
Black Diamante Leather Belt Gucci
Rectangular pin buckle with leather detail 1.2” width. Made from black diamante leather and dark palladium hardware. Produced in Italy gucci.com
Bathurst Bow Soft Satchel Anya Hindmarch
Black and grey leather tote from Anya Hindmarch featuring top handle, press stud fastening sides and fold-over front with signature bow gold-tone and black enamel twist lock fastening. Internally the bag has one labelled ‘Bits and Bobs’ zip fastening pocket. farfetch.com
Luminor Submersible 1950 Panerai
The absolute darkness which rules in the depths of the sea is reflected in the appearance of the Luminor Submersible 1950 3 Days Automatic Ceramica, the new Officine Panerai Special Edition which is inspired by the historic heritage of the brand, represents a perfect synthesis of history, technology and watchmaking design. panerai.com
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LIFESTYLE
STUFF WE LIKE Check out the latest gadgets and a host of other items for executives on a break or having some family time Ê REBELLION
T-1000 GOTHAM LIMITED EDITION WATCH
Eric Giroud’s Rebellion T-1000 ’Gotham’ edition makeover will have only 25 unique pieces throughout the world. These limited edition pieces will be made available in different color options for the central movement which includes natural and blackened titanium, blue, red, gold, and purple. The reason why these watches have been given their unique name is the outstanding 1,000 hours of power reserve, derived from the 6 miniature barrels which form a core part of the movement.
ericgiroud.com
·MONSTER
DIAMOND HEADPHONES
When it comes to the bling and jazz in gizmos, audio lovers take their headphones seriously. The latest offering is the 18K yellow gold and black diamond studded ‘Monster’ headphones, that also comes along with diamond studded black spiders on both the ear pieces. Now that’s what you call standing out from the crowd!
monstercable.com
 LIMITED
EDITION CHESS SETS
The game of chess, having its origins in the Asian content, has spread far and wide over the years to Europe, Asia, and Americas, has got in an increasing base of players addicted to this mentally stimulating game from around the globe. Hence, it was only a matter of time that some designer took notice of the chess sets, and gave it their own twist. Now, a series of the finest chess sets are set to go under the hammer at the Style & Spirit Auction by Christie’s in London, including a set by Man Ray.
bornrich.com
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APRIL / MAY 2013
‚ ONE OF A KIND MONTBLANC BRIEFCASE
‚ HUBLOT
BIG BANG FERRARI U.A.E. LIMITED EDITION WATCH
Designer labels have always pampered the richer class of office executives with bags, bespoken with exotic fabrication and design. Designer brand Montblanc has gone ahead and bought in the Meisterstück Selection, which will feature a racing green alligator leather bag with diamond embellished clasp. The retailing starts from May this year itself in Harrods’ outlets.
Hublot is celebrating the 25th anniversary of its partner Ferrari in U.A.E with the unveiling of an exclusive Ferrari-stamped Hublot Big Bang Ferrari U.A.E. Limited Edition. And the fact that only 25 pieces of the U.A.E Limited Edition luxury timekeeper sporting color accents to reflect the national flag will be produced, in reference to the 25th Anniversary of Ferrari in the Middle East, certainly makes it an ultimate collector’s item!
montblanc.com
hublot.com
ÂI3D PRINTED FOUNTAIN PEN BY PJOTR
Writing instruments seem to become increasingly an ancient, and niche object d’art which is now a part of a select few collectors. But for those few do have an affinity for them, they are as good as any other piece of jewelry. Handiwork and craftsmanship of Dutch designer Rein van der Mast, this pen chronicles detailed artwork depicts some legends of Europe, with accuracy and finesse rarely seen before.
pjotrpens.com
‡ SW
NESSMA SPEAKERS
Though most of the speakers we see these days, have some or the other distinct line of architecture and the technology which matches to the best of standards, SW Speakers will always be unique to us for what their products appear like, and doing so with so much sophistication. Now they are literally bringing music from the skies with the Nessma series, which are ceiling mounted hanging speakers.
swspeakers.com
APRIL / MAY 2013
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STAYING HEALTHY,
WEALTHY & WISE Why is HDL cholesterol good for you? Dr. Salma Qadir You’ve probably heard HDL referred to as the “good” cholesterol. But you might not know what makes it so good. Why is some cholesterol helpful to the heart and other cholesterol (namely LDLT) harmful? A LITTLE ABOUT LDL
Cholesterol travels through the bloodstream in protein packages called lipoproteins. The lipoprotein of greatest concern is low-density lipoprotein (LDL), the so-called bad cholesterol. If your body produces more LDL than the cells can absorb, it lodges in artery walls and contributes to the buildup of atherosclerotic plaque. Driving down LDL has been the main target for improving cholesterol levels. Studies have shown that taking a statin can cut the risk of developing and dying from heart disease by 30% to 40%.
AND ON TO HDL
But there’s more to the story of cholesterol and
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cardiovascular risk than LDL. Another key player is high-density lipoprotein (HDL), dubbed the “good” cholesterol. HDL removes LDL from the artery walls and ferries it back to the liver for processing or removal.
HOW HDL HELPS
Cholesterol travels in the blood attached to lipoproteins. Low-density lipoprotein (LDL) enters the walls of arteries, where it contributes to the buildup of atherosclerotic plaque. High-density lipoprotein (HDL) removes LDL from the artery walls and carries it back to the liver. HDL also helps quell inflammation and protect the cells lining the arteries’ inner surface (endothelium).
HDL also acts as: Ò An antioxidant. Researchers believe antioxidants can protect against coronary artery disease by preventing LDL cholesterol from reacting with oxygen, which leads to the progressive thickening and hardening of the walls of arteries. Ò An anti-inflammatory. Though inflammation is an essential part of the body’s defenses, it can cause problems, too. In the heart, inflammation can trigger atherosclerosis, keep the process smowldering, and influence the formation of artery-blocking clots, the ultimate cause of heart attacks and many strokes. Ò An antithrombotic. Thrombosis is the forming of clots, and preventing these clots from forming in the coronary arteries can prevent heart attack and stroke. People with low levels of HDL are more likely to have heart attacks and strokes; high levels appear to be protective. In the Framingham Heart Study, low levels of HDL were an even more potent risk factor for heart disease than high levels of LDL. Other studies have linked high HDL levels to a reduced risk of stroke, greater longevity, and better cognitive function in old age. Luckily, there are things you can do to increase HDL, both in terms of medications to take and lifestyle changes to make. Improving your cholesterol through diet requires a two-pronged strategy: 1. Add foods that lower LDL, the “bad” cholesterol. 2. Cut back on foods that boost LDL.
Here are 6 ways to help improve your cholesterol levels:
❶
Limit saturated fat. Saturated fat (o en
referred to as animal fat) is typically found in foods like poultry skin, full-fat dairy products, and fa y cuts of beef, lamb, and pork. It should be limited because it can s mulate cholesterol produc on in the body and cause your total cholesterol and LDL (“bad”) cholesterol levels to rise. By adop ng our diet, which is low in saturated fat, you’ve taken a good first step toward improving your cholesterol levels.
❷hydrogenated or par ally hydrogenated oils (check the list of ingredients on nutri on
Avoid trans fats. Trans fats, completely
labels), may be even more damaging to cholesterol levels than saturated fats because they can raise your LDL cholesterol while lowering HDL (“good”) cholesterol. Studies have shown that trans fats may also increase the risk of cancer. Exclude foods like s ck margarine, and any commercially processed foods like baked goods and chips, that o en contain trans fats. Replace these unhealthy choices with products made with good monounsaturated and polyunsaturated fats found in oils such as olive, canola, peanut, and sunflower. Add some soluble fiber, which drags cholesterol out of the body before it gets into circula on e.g. green leafy vegetables, salads, oats, barley, okra, eggplant and whole almonds.
Maintain a healthy weight. For many people, cholesterol levels improve as ❸ weight decreases. This is not due to the weight
loss itself, but rather to the effects of following a healthy ea ng and exercise plan. In other words,
the lifestyle changes that are necessary for sustained weight loss are the same ones that will help lower your cholesterol.
Exercise smart and oŌen. At least 20 minutes of aerobic exercise that ❹ incorporates interval training every other day
can help lower LDL levels and raise HDL levels. The important thing is to be consistent: Find aerobic ac vi es you enjoy. Walking, swimming, and biking are all good choices.
Quit smoking. In addi on to being a major risk factor for heart disease and ❺ cancer, cigare e smoking can also contribute to low HDL levels. If you smoke, qui ng may raise HDL levels by up to 10 percent.
THERE ARE TWO IMPORTANT MESSAGES:
1
Determine which dietary changes work for you. Say your cholesterol is creeping
upward and your physician suggests that you try a lower-fat, lower-cholesterol diet for three to six months. You make an effort to do so. But at the end of the trial period, a blood test shows that your cholesterol levels haven’t budged. Your physician might misinterpret the lack of change and chide you for not sticking with the new diet. But if you have followed the diet carefully, make sure the doctor knows it. You may need a different kind of diet, such as a higher-protein, lower-carbohydrate eating pattern. Or you may need medication to control your cholesterol.
One size doesn’t fit all. See your physician regularly. If lifestyle 2 measures haven’t helped to lower your ❻ cholesterol, or if you have a family history of high cholesterol or heart disease, it may be necessary to embark on a program of medical therapy in the form of a cholesterol-lowering drug or drugs. Your physician will help determine the best course of ac on for you
One cholesterol-lowering diet does not fit all Everybody is different, so it shouldn’t come as a surprise that people respond differently to the same dietary change. In some people—call them responders—the amount of cholesterol in the bloodstream closely reflects the amount of cholesterol and unhealthy fats (saturated fats and trans fats) in their diets. In others—call them nonresponders—cholesterol levels more closely mirror how much cholesterol their livers make rather than the amount of cholesterol and unhealthy fats they consume.
When a friend or relative tells you how much his or her cholesterol dropped after trying a particular diet, you may be tempted to try it. But if, after a few months, you discover that the diet has no effect, chalk it up to genetic and physiological differences. There just isn’t a one-size-fits-all recommendation for diet or cholesterol consumption. That means you may have to try several different approaches to find one that works for you. The take-home lesson here is to make sure your doctor knows whether or not you followed you prescribed diet — and how closely. If you followed it closely and your cholesterol numbers didn’t change, you might need a different diet, or a cholesterol medication. Taking medication doesn’t mean giving up on the diet, though. Even if a healthy diet doesn’t lower your cholesterol, it will keep your body healthy in many other ways.
YOUR GOALS For most people, TLC stands for tender loving care. For doctors, it stands for the Therapeutic Lifestyle Changes diet. The TLC diet provides sound goals for most Americans.
THE TLC DIET TOTAL CALORIES
Adjusted in conjunction with exercise to attain or maintain a healthy body weight. (Your doctor or a nutritionist can help you figure out how many calories you, personally, should be taking in.)
TOTAL FAT
25% - 35% of total calories
SATURATED FAT
Less than 7% of total calories
POLYUNSATURATED FAT
Up to 10% of total calories
MONOUNSATURATED FAT
Up to 20% of total calories
CHOLESTEROL
Less than 200 mg a day
PROTEIN
About 15% of total calories
FIBER
The Institute of Medicine recommends: Men 50 years and younger get 38 grams per day Women 50 and younger get 25 grams per day Men over 50 get 30 grams per day Women over 50 get 21 grams per day
Putting it all together
When it comes to investing money, experts recommend creating a portfolio of diverse investments instead of putting all your eggs in one basket. The same holds true for eating your way to lower cholesterol. Adding several foods that fight high cholesterol in different ways should work better than focusing on one or two foods. Shifting to a cholesterol-lowering diet takes more work than popping a daily cholesterol-lowering drug, such as a statin. It means expanding the variety of foods you put in your shopping cart and getting used to new textures and flavors. But it’s a natural way to lower cholesterol, and it avoids the risk of muscle problems and other side effects that plague some people who take statins. Just as important, a diet that is heavy in fruits, vegetables, beans, and nuts is good for the body in ways beyond lowering cholesterol. It keeps blood pressure in check. It helps arteries stay flexible and responsive. It’s good for bones, digestive health, vision, and even mental health. That’s a portfolio worth protecting. APRIL / MAY 2013
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Appointments The
We keep track of promotions as people in the Gulf move up in the world
Omar Shelbaya BAHRAIN - Takaud Savings and Pensions, MENA’s specialist provider of long-term savings and pensions products, announced three key appointments to support its business. Omar Shelbaya has been appointed Chief Distribution Officer and has 20 years of sales management experience within the financial services sector.
Jana Treeck
Sharad Gupta
Can Karauc
BAHRAIN Citi Bahrain announced the appointment of Sharad Gupta as the Corporate Banking Head for Citi in Bahrain. Gupta is a seasoned banker who has spent most of his career with Citi. This is his second stint in Bahrain having previously worked as a senior relationship manager in corporate banking at Standard Chartered Bank between 2004 and 2006. Most recently, he was a director at the corporate and investment bank for Citi in the UAE.
QATAR - NBK Automobiles, the exclusive dealers of Mercedes-Benz in Qatar, recently announced the appointment of Can Karauc as the new Manager of the company’s vital After-Sales operations. The appointment is strongly in line with NBK Auto’s growth plans for 2013 which comprise strategic moves across the board with the aim to raise the bar of its automotive services. Karauc joined NBK Holding in 2010 and brings over 20 years of experience gained in automotive having held key positions with global names such as Toyota, Nissan, Mitsubishi, Hyundai, Mercedes-Benz Australia and Cummins.
Mark Jackson
BAHRAIN - Oxford Business Group (OBG), the global publishing, research and consultancy firm, has appointed Jana Treeck as its Regional Director for the Gulf. Treeck takes up her new post from Malaysia where she worked as OBG’s Country Director. Since joining the Group, she has been instrumental in helping OBG expand its operations across the Middle East and North Africa (MENA) region and Asia.
BAHRAIN Memac Ogilvy Public Relations, the Middle East and North Africa division of leading global communications firm Ogilvy and Mather, announced the appointment of Mark Jackson to the role of Regional Technology Practice Director. In this role, he will provide leadership for the company’s roster of technology clients across the MENA region.
Rawdha Salman Alaradi
Janet Fitzner
BAHRAIN - Alba’s Chief Executive, Tim Murray announced the appointment of Rawdha Salman Alaradi as the company’s new Manager for Training & Recruitment. Ms. Alaradi, a Bahraini national, joined Alba in 2008 as Human Resources Coordinator and was later promoted as Head of Recruitment & Organisational Development. Since November 2012, she has been serving as the Manager for Training and Recruitment in an acting capacity.
UAE - Carlson Rezidor Hotel Group - one of the fastest growing hotel companies worldwide- announces the appointment of Janet Fitzner as the new General Manager of the Radisson Blu Resort, Fujairah. Fitzner, a German national; has a solid background in the hospitality industry. Having started her career in 1988 at the InterContinental Cologne, Fitzner first joined Rezidor in 1992 as the Director of Sales & Marketing at the Radisson SAS Hotel in Dusseldorf.
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page
Mark Andrews
UAE - Arabtec Holding, a leading construction company in Mena, has appointed Mark Andrews, OBE, as its chief operating officer. Andrews will join Arabtec Holding in May 2013 from Murray & Roberts Contractors (Middle East), where he was the managing director of the company’s Middle East Operations. He previously held the same position at Drake & Scull.
Shohidul Ahad-Choudhury UAE - Arabtec Holding, a leading construction company in Mena, has appointed Shohidul Ahad-Choudhury as head of Mergers and Acquisitions and financial advisor to the managing director and CEO of the company. Ahad-Choudhury has been integrally involved in formulating the company’s new growth strategy.
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the
HOTEL guide YOUR GUIDE TO THE KINGDOM’S HOTEL OUTLETS
DINING SHERATON HOTEL BAHRAIN Al Safir Restaurant Gastronomical buffets for breakfast lunch and dinner as well as superb á la carte options.
Opening Hours: Thursday - Saturday 12:30PM to 3:00PM Every night except Sunday: 8:00PM to 11:00PM Fiamma is closed on Sundays
Saraya: All Day Dining / International Exquisite buffets with flavors from across the world. Available is breakfast, lunch and dinner and also a la carte and live cooking station.
Soie Chinese Restaurant
Wok: South East Asian Restaurant
Golestan Restaurant Discovery of traditional Iranian dishes with freshly oven-baked breads served at the table. Opening Hours: Sunday to Thursday Lunch 12:30 PM – 2:45 PM Dinner 7:30 p.m. – 11:30 PM Friday: Lunch 12:30 PM – 3:45 PM Dinner 7:30 PM – 11:30 PM Closed on Saturdays
Espressamente Illy A perfect place to meet and enjoy a cup of espresso, refreshing beverages and light snacks. Opening Hours: Daily: 7:00 AM – 10:00 PM
Al Safir: +973 17533533 ext 259 Soie Chinese Restaurant: +973 17 533 533 ext. 497 Golestan Restaurant: +973 17 533 533 ext. 375
APRIL / MAY 2013
Designed with an indoor and an outdoor seating area, this outlet will serve authentic Italian food.
Opening Times: Daily 6:30AM to 10:30 AM (11AM on weekends) Lunch: 12:30PM to 3:30PM Dinner: 7:00PM to 10:30PM
Opening Hours: Daily: 7:00 PM – 11:30 PM Closed on Fridays
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Fiamma: Italian Restaurant
Opening Hours: Breakfast 6:30 AM -10:30 AM Lunch 12:30 PM – 3.30 PM Dinner 7:30 PM – 11:30 PM Relax in the dramatic ambience with dark wood floors, oriental ornaments and lanterns.
La Med, Ritz Carlton
SOFITEL BAHRAIN ZALLAQ THALASSA SEA & SPA
Espressamente Illy: +973 17 533 533 ext. 1790
The perfect combination of stones and wood in the décor to reflect an Asian feeling is defiantly there. Opening Hours: Wednesday to Monday: 7:00PM to 11:00PM Wok is closed on Tuesdays
Tapas: Restaurant It services a wide range of exciting tapas, and the best cocktails on the island. Tapas bar has a truly vibrant and lively atmosphere with its Cuban band. Opening Hours: Daily: 11:30AM to Midnight
La Mer: Seafood Restaurant It is the signature restaurant of the hotel, guests will enjoy the freshest seafood and catch of the day cooked at the live cooking station with a French savoir-faire to please all tastes. Opening Hours: Daily: 7:00PM to 11:00PM
Pashawat: Arabic Restaurant It is open in the evenings and offers a delightful Lebanese cuisine. Guests will enjoy large varieties of Mezzah as well as delicious charcoal grilled specialties. Opening Hours: Monday to Friday: 7:00PM to 1:30 AM (Closed on Saturdays and Sundays) For Information & Reservations Hotel: +973 1763 6363 Concierge: +973 39349659
China Garden The restaurant, which is designed in a modern oriental style, offers a varied selection of food influenced by distinct Chinese regions creating Cantonese, Szechuan and Peking specialties.
Klouds Restaurant, The K Hotel
Opening Hours: Monday to Saturday Lunch 12:00pm to 3:00pm Dinner 7:00pm to 11:00pm Closed on Sunday
Klouds Enjoy an assortment of culinary delights with their special Themed Nights everyday of the week. Opening Hours: Daily: 7PM to 11PM
Friday Brunch Discover The K difference in Friday Brunch!
Plums The specialty being premium beef and fresh, top quality seafood, it provides guests with the ultimate in dining pleasure. Opening Hours: Dinner: 7 PM to 11:30PM
Primavera Primavera, the ever popular Italian restaurant offers a very exciting menu.
Opening Hours: Friday, 12:30PM to 4:30PM
Opening Hours: Lunch: Noon to 3PM Dinner: 7PM to Midnight
The K lounge
Nirvana
Some new dishes include the world famous Angus steaks and exceptional desserts with that extra K flavor. Our ongoing promotions include: Daily Happy Hour from 5pm to 7pm Coors Light & Burger Treats Ladies Night from Saturday to Wednesday all cocktails free of charge for Ladies.
Nirvana brings royal flavors to The Ritz-Carlton for a dining adventure rarely enjoyed outside of India.
Opening Hours: Daily: 11AM to 2AM
The Ritz-Carlton has a dedicated cigar lounge with a cellar of premium malts, cognacs and vintage wines.
Kenza Lounge
Opening Hours: Daily: Noon to 2AM
Outdoor seating and Arabesque interiors, experience the finest Lebanese dining. Opening Hours: Tuesday to Sunday: 7PM to 2AM For Information & Reservations
K Hotel: (973) 1736 0000 Klouds: (973) 1736 0000 ext. 4019 K Pool: (973) 1736 0000 or email banquet@thekhotel.com
THE RITZ‐CARLTON, BAHRAIN HOTEL & SPA Overlook Café The perfect place to relax by the water and enjoy a variety of light lunch items, refreshments, beverages and cocktails with a tropical flair. Opening Hours: Daily: 10 AM to 6 PM
La Med Casual dining in generous surroundings is brightened with natural sunshine and views of the turquoise blue waters of the Gulf. Opening Hours: Continental and Arabic Breakfast: 7AM to 10:30AM Lunch Buffet: Noon to 3:30PM Lunch Express: Noon to 3:30PM All Day Dining Menu: 3:30PM Dinner: 7PM to 11:30PM Friday Brunch: 12:30 PM to 4PM
Opening Hours: Lunch Noon to 3PM Dinner 7PM to 11:30PM
Burlington Club
The Lobby Lounge The traditional high tea is served daily in the Lobby Lounge and boasts all the luxurious delicacies that you would expect. Opening Hours: Daily: 8AM to Midnight
The Ritz Gourmet Lounge Experience authentic chic ambience like in a Parisian along with homemade pastries and richly decorated desserts.
It is favored by Japanese Embassy staff who are said to love its peaceful Zen-like surroundings and exquisite features, including teppanyaki rooms and an authentic robatayaki grill and a Sushi bar with a smoking section. Opening Hours: Lunch 12:00pm – 3:00pm Dinner 7:00pm – 11:00pm
Takht Jamsheed Fusions
THE K HOTEL
Sato
Fusions is a contemporary and stylish rooftop restaurant boasting unrivalled views over the hotel’s tropical gardens and Manama skyline. Opening Hours: Sunday to Friday 6pm – 12am Closed on Saturday
La Pergola Renowned for being one of Bahrain’s oldest Italian eateries, the intimate restaurant offers a fantastic Mediterranean ambience with a vaulted roof and striking wall murals depicting scenes of ancient Rome. Opening Hours: Lunch 12:00pm – 3:00pm Dinner 7:00pm – 11:00pm
Margarita Mexicana All dishes, including tortillas and guacamole, are freshly prepared at guests’ tables to guarantee that the menu and fine dining experience are as authentic as possible. Opening Hours: Sunday to Friday 6:00pm – 12:00am Closed on Saturdays
Royal Thai The restaurant is situated in a grand pagoda in the grounds of the hotel’s tropical gardens and provides scenic views overlooking the turquoise waters of the outdoor swimming pool. Opening Hours: Tuesday to Sunday Lunch 12:00pm – 3:00pm Dinner 7:00pm – 11:00pm Closed on Mondays
Taking inspiration from Persia’s royal palace of Takht Jamsheed, the Gulf Hotel’s chic restaurant offers a fine dining experience fit for a king. Opening Hours: Tuesday to Sunday Lunch 12:00pm – 3:00pm Dinner 7:00pm – 11:00pm Closed on Mondays
Zahle The menu boasts an extensive selection of hot and cold mezze, grilled meat and regional Lebanese fare, such as beautifully presented shish kebab served in a golden box atop warm Arabic bread and burning coals. Opening Hours: Monday to Friday Weekdays: 7:00pm – 1:00am Weekends: 7:00pm – 2:00am Saturday Lunch 12:00pm -3:00pm Dinner 7:00pm – 2:00am For Reservations
Al Waha: +973 1774 6425/26 China Garden: +973 1774 6423/24 Fusions: +973 1771 3000 La Pergola: +973 1774 6419/20 Margarita Mexicana: +973 1774 6462 Royal Thai: +973 1774 6421/22 Sato: +973 1774 6429/30 Takht Jamsheed: +973 1774 6431/32 Zahle: +973 1774 6417/18
Golestan, Sheraton Hotel Bahrain
Opening Hours: Daily: 7AM to Midnight For Information & Reservations Hotel: +973 1758 0000
GULF HOTEL Al Waha Diners are spoilt for choice with an extensive array of buffet fare featuring local and international dishes, as well as an impressive variety of Bahraini hummus. Opening Hours: Breakfast 6:00am – 10:30am Lunch 12:00pm – 3:30pm Dinner 7:00pm – 11:00pm Friday Brunch: 12:30pm - 4:00pm APRIL / MAY 2013
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Golestan, Sheraton Hotel Bahrain
KEMPINSKI GRAND & IXIR HOTEL
Opening hours: Daily: 7:00pm - 12:00am
T-spoon
Mediterranean Grill buffet restaurant serving a variety of Mediterranean and international foods.
Conveniently located on the ground floor of Kempinski Grand & Ixir Hotel Bahrain City Centre with direct access from the mall, bringing flavours that will delight your sweet tooth. Opening Hours: Daily: 9:00am – 11:00 pm
Mezzanine Lounge The comfortable lounge setting features a media wall with 11 mounted screens; complemented by a collection of innovative food design of tasty salads and platters. Opening Hours: Daily: 11:00am - 1:00am
Zytoun
Opening hours: Daily: 6:30am - 11:00pm For Reservations
Hotel: +973 1729 8008
AL SAFIR HOTEL Yalla Yalla
Nasmat - Lounge & Restaurant
In place of Savoy Café, Yalla Yalla offers lunch and dinner bufftets as well as an ala carte menu.
The al fresco poolside Mediterranean ambiance offers a haven in which to escape and unwind from Manama’s buzz throughout the day.
Bennigan’s
Opening Hours: 10:00 am – 7:00 pm
Saveur Contemporary international cuisine and luxurious ambience ensure its place as Manama’s restaurant of choice for special occasions. Opening Hours: Monday to Sunday Breakfast 6:30am - 11:00am Lunch 12:30pm - 3:30pm Dinner 7:00pm - 10:30pm
Opening Hours: Daily: 6:30AM-Midnight Enjoy tasty food and spirited conversation. Opening Hours: Daily: 6AM-2AM
Cucina Italiana The place where Italian Food is served with style and passion. Opening Hours: Monday to Sunday 6:00AM - 1:00AM
Baharat Experience Arabian fine dining that promises to deliver a new, exceptional culinary adventure for the whole family. Opening Hours: Wednesday to Friday 7:00pm - 01:00am
All restaurants: +973 1717 1000
SHOPPING SHERATON HOTEL BAHRAIN Alhilal Bookshop
MÖVENPICK HOTEL BAHRAIN Silk’s restaurant Experience fine dining and sample creative menus prepared by seasoned and culinary experts. The unique show-kitchen/live-cooking concept provides an exciting and lively setting. Opening Hours: Daily: Breakfast 9:00am - 10.30 am Lunch 10:00am – 4:00pm Dinner 5:00pm – 12:00am For Reservations
Silk’s restaurant: +973 17460017
Opening Hours: Daily: 9AM to 9PM For Information
Alhilal Bookshop: +973 17 531 665
THE RITZ‐CARLTON, BAHRAIN HOTEL & SPA Chopard Boutique Opening hours: Daily: 7AM to Midnight
Mohd Sharif Hatam & Sons
NOVOTEL AL DANA RESORT La Perle Enjoy a delicious range of culinary specialties with an extensive selection of appetizers, salads and desserts to complement your choices Seafood and fishes.
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Opening hours: Saturday to Thursday: 10AM to 2PM – 4PM to 8PM For Information
Chopard Boutique: +973 17 580 667 Mohd Sharif Hatam & Sons: +973 17 580 889
SPA & SALON SHERATON HOTEL BAHRAIN
KEMPINSKI GRAND & IXIR HOTEL Pure Spa Opening Hours: Daily: 11:00 am to 8:00 pm
Image Spa & Leisure Opening Hours: Daily: 6Am to 10PM
For Information & Reservations +973 1717 1122
Sheraton Health Club Opening Hours: Daily: 7AM to 10PM
Sheraton Fitness Opening Hours: Daily: 9AM to 8:30PM For Information
Image Spa & Leisure: +973 17 524 570 Sheraton Fitness: +973 17 524 570 Sheraton Health Club: +973 17 533 533
SOFITEL BAHRAIN ZALLAQ THALASSA SEA & SPA
THE RITZ‐CARLTON, BAHRAIN HOTEL & SPA Elie & Jean Beauty Center Gents Saloon Opening hours: Saturday to Thursday: 9:30AM to 8PM Friday: 10AM to 7PM
Sports Club & Spa (Membership only) Opening hours: Daily: 5:00AM to 10:30PM For Information
Elie & Jean Beauty Center - Gents Saloon: +973 17 580 798
Thalassotherapy (Call for Appointment) For Information & Reservations Hotel: +973 1763 6363 Concierge: +973 39349659
THE RITZ‐CARLTON, BAHRAIN HOTEL & SPA Elie & Jean Beauty Center Gents Saloon Opening hours: Saturday to Thursday: 9:30AM to 8PM Friday: 10AM to 7PM
Sports Club & Spa (Membership only) Opening hours: Daily: 5:00AM to 10:30PM
Elie & Jean Beauty Center - Gents Saloon: +973 17 580 798
AL SAFIR HOTEL Ann Beauty Salon Come in and relax to soothing music as our therapists provide the perfect treatment. For Information & Reservations Al Safir Hotel & Tower: +973 1782 7999 Email: alsafirh@batelco.com.bh Bennigan’s: +973 1781 3750 Website: bennigans.com.bh Cucina Italiana: +973 1700 1317 Website: cucinaitaliana.com.bh
THE K HOTEL The K lounge Opening Hours: Daily: 11AM to 2AM
Champions Sports Lounge Opening Hours: Daily: 11AM to 2AM For Information
K Hotel: (973) 1736 0000
GULF HOTEL Sherlock Holmes Opening Hours: Daily: 12:00pm – 2:00am
Typhoon Bar and Lounge Opening Hours: Daily: 5:00pm – 1:00am Happy Hour: 5:00pm – 7:00pm
Vintage Wine Bar Opening Hours: Daily: 5:00pm – 1:00am
For Reservations
Pure Spa, Kempinski
K Hotel: (973) 1736 0000 Sherlock Holmes: +973 1771 2450 Typhoon Bar and Lounge: +973 17 746 395 Vintage Wine Bar: +973 1774 6461
K Lounge, The K Hotel
NIGHTLIFE SHERATON HOTEL BAHRAIN An Nada Lounge Opening Hours: Happy Hour: 1:00 pm to 7:00 pm Daily 1:00 PM – 1:00 AM For Information
An Nada Lounge: +973 17 533 533 ext. 293
KEMPINSKI GRAND & IXIR HOTEL Boudoir Opening Hours: Monday to Sunday: 5:00pm - 2:00am
Bizarre Lounge Opening Hours: Daily: 9:00pm - 2:00am For Information & Reservations Hotel: (973) 1717 1000
SOFITEL BAHRAIN ZALLAQ THALASSA SEA & SPA
NOVOTEL AL DANA RESORT
Amber Bar
Le Bellevue
Lagoon Pool Bar
A relaxed yet elegant bar offering one of the most stunning views of the sea and city skyline. Light live music in the evenings.
Opening Hours: Daily: 8AM to 8PM
Opening hours: Daily: 4:00pm - 2:00am
Lobby Lounge Bar
Pool Bar
Opening Hours: Daily: 8AM to Midnight
Tapas: BAR
Pool bar is open on weekends during December- February and every day from March 1 until November. (Closed during Ramadan).
Opening Hours: Daily: 11:30AM to Midnight
Opening hours: Daily: 9:00am -8:00pm
Opening Hours: Daily: 6PM to 2AM
For Information
Hotel: +973 1763 6363 Concierge: +973 39349659
For Reservations
Hotel: +973 1729 8008
APRIL / MAY 2013
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Quoted “We condemn Iran’s meddling here and indeed elsewhere and we firmly believe that Bahrain will make progress if Bahrain is given a chance and Bahrainis are given a chance themselves to resolve their problems.” HE Iain Linday, the British Ambassador
“Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.” Norman Schwarzkopf
“We have found that people outside of Bahrain don’t know a lot about the country and so we want to celebrate its culture, heritage, history and diversity.” Roger Chakhrouta, Red Bull Brand Manager (currently involved in producing a mini documentary in Bahrain)
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The critical ingredient is getting off your butt and doing something. It’s as simple as that. A lot of people have ideas, but there are few who decide to do something about them now. Not tomorrow. Not next week. But today. The true entrepreneur is a doer, not a dreamer. Nolan Bushnell
The golden rule for every business man is this: “Put yourself in your customer’s place.”
“Success is often achieved by those who don’t know that failure is inevitable.”
“The competitor to be feared is one who never bothers about you at all, but goes on making his own business better all the time.”
Orison Swett Marden
Coco Chanel
Henry Ford
FEBRUARY APRIL / MAY2012 2013