Business in Gulf - September 2013

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Contents Business 30 IN GULF

SEPTEMBER / OCTOBER 2013

Bahrain’s Own Big Mac

COVER STORY 30

Bahrain’s Own Big Mac McDonald’s is everybody’s favorite Quick Service Restaurant and with 17 branches in the Kingdom, it is definitely one of the most visible brands around.

But what most people don’t know is that in Bahrain, it is completely owned and run by Bahrainis, the Fakhro Group.

We spoke to the Director, Abdulla Adel Fakhro, to find out more about the changes the company has seen over the last decade and their relationship with the McDonald’s Corporation.

FEATURE 64 Portable Powerhouses Tablets PCs are taking the world by storm. Just a few years ago only a handful of people knew about them and even fewer used them on a daily basis, but nowadays they come in all manners of shapes and sizes and with choice comes decisions - difficult decisions. Do you avoid Apple’s high prices, join the Android brigade and find the best iPad alternative?

To make it a bit easier for you, we have put together the top 10 tablets of 2013.

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SEPTEMBER / OCTOBER 2013

64

Portable Powerhouses

72

Tamkeen Launches “Community Engagement Initiative”

34

62

BIG Autos

42

Shaking Things Up!

Icing of the Cake

ENTREPRENEURS

EVENTS

SECTIONS

34

72

24

Shaking Things Up! Shakeaway is the world’s largest milkshake bar company, and thanks to brothers Ahmed M. Jawad and Jawad M. Jawad it is now available in Bahrain.

They tell us about their startup journey.

42

Icing of the Cake Best friends, Sineeta Anneri and Diandra Noronha, shared a passion for baking and designing cakes. They knew that their creative ideas were something they had to share with the world, and that is where the idea of Sparkles N Sprinkles was born. Sineeta tells us all about her business.

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SEPTEMBER / OCTOBER 2013

Tamkeen Launches “Community Engagement Initiative” Tamkeen announces the launch of the “Community Engagement Initiative”, a new initiative which seeks to enhance its reach within communities across Bahrain, and provide better services through its programs to develop the capabilities of Bahrainis and enterprises in the private sector.

Importance of Corporate Reputation Memac Ogilvy Bahrain’s Public Relations Director, Mark Jackson, tells us why Bahrain’s Companies Should Care About corporate Image.

62

BIG Autos Most talked about Delivery Vans in the Kingdom.

74

82

The new Mercedes-Benz S500 was unveiled during a ceremony at the Royal Golf Club by Bahrain dealer Al Haddad Motors.

Your guide to the Kingdom’s hotel outlets for dining, shopping, nightlife and spa.

The Essence of Luxury

Hotel Outlet Guide

It’s true. Everyone loves McDonald’s. But what a lot of people don’t realize is that it goes beyond being just a successful American brand.

In Bahrain, it is owned and managed by the Fakhro Group. In our cover story Abdulla Fakhro, one of the directors of the Group, tells us why a strong relationship between the franchisor and franchisee is important.

Another popular franchise has also arrived in Bahrain for the first time. Brothers Mohammed and Ahmed Jawad, who have brought the UK based milkshake company, Shakeaway, to the Kingdom, talk about their entrepreneurial journey.

Entrepreneurs have continuously surprised us with their new and unique business ventures. This month’s entrepreneurs highlight the fact that there is no excuse to not pursue a dream. If you have a unique idea, believe in it, trust yourself, go ahead and do it.

There are risks involved in any business. But like our entrepreneurs have proven time and again, it will be worth it in the long run. Tell us if you have launched a business and let us do our bit by featuring you in our next issue. You can reach out to us via social media.. Until then, Happy Reading!

Dilraz Kunnummal

Deputy Editor dilraz@maxmediaco.com

Contributors

a

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 EDITORIAL COORDINATOR Jakrapong Saengnuan SALES & MARKETING DIRECTOR Tarek Rashdan SALES & MARKETING MANAGER Christelle Yaacoub PRODUCTION MANAGER Sachan Chandran GRAPHIC DESIGNER Haroon Rasheed

Mark Jackson is the Public Relations Director of Memac Ogilvy Bahrain and he has worked in public relations since 1991. His work has covered a wide range of techniques including corporate positioning, analyst relations, crisis, internal communications, financial and public affairs and corporate social responsibility programs.

Neil Fogarty is an international speaker, business writer and consultant. Currently running his 12th company, Neil has written about his experiences in the books “Kill Your Salesman” and “#CrackOn”. For further details you can check him out at www.neilfogarty.com

Maya Rahal as the managing editor at Wamda. You can reach her at maya[AT] wamda.com. This article is it is a crosspost from Wamda.com

PHOTOGRAPHER Honey Sharma 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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P.O. Box 108 Bldg. 428, Road 84, Block 407, Tashan, Shk. Salman Highway. Bahrain

SEPTEMBER / OCTOBER 2013

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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}

AS CEO, BE HONEST - DO YOU LOOK AT POTENTIAL EMPLOYEES’ SOCIAL MEDIA ACCOUNTS? IF YES, WHAT IS IT YOU EXPECT TO SEE FROM SOMEONE YOU WOULD HIRE (VS. WOULDN’T)? Question by: Ashley POSITIVE AND PROFESSIONAL

DON’T ACTIVELY LOOK

PART OF THE APPLICATION

LET YOURSELF SHINE ONLINE

"Whenever we are vetting new team members, we tend to do a little Internet sleuthing to find out more about the person. Social media accounts are a huge part of that. We will look at Twitter and Facebook accounts to get a feel for their communication style and attitude. A positive attitude and professional communication give us confidence that their interaction with clients will be the same."

- Erin Blaskie | CEO, Erin Blaskie, Digital Strategist

"I don’t actively browse people’s accounts because I don’t want to see what they do in their private life; that's not what I am hiring them for. However, if candidates send me their profiles for me to learn more about them, I click.

If nothing is hidden, it’s a downside because they come across as taking privacy lightly. I prefer to get a link to a well-maintained résumé site or a LinkedIn profile."

- Christian Springub | CEO and co-founder, Jimdo

"I ask for links to all social media accounts right on the job application, and always check them out before contacting the person for an interview. The reality these days is that all of your employees represent your company, and they need to be aware that what they do and say is public. If I see a Twitter account or public Facebook page filled with angry, negative rants, that person is out!"

- Laura Roeder | Founder, LKR Social Media

"Definitely. I personally maintain a private Twitter list of potential hires and monitor them over time, for example. But I'm primarily looking for familiarity with social media, a sense of humor, and a true passion for what our company is doing.

Consistent negative updates are usually a deal-breaker."

- Derek Flanzraich | CEO and Founder, Greatist

IN THE AGE OF TRANSPARENCY "Sure, I check them out; I like to see leaders and influencers.

I stay away from shy people. We are in the age of transparency, and I want the members of my team to feel comfortable sharing their details online."

- Alexander Torrenegra | Co-founder, VoiceBunny

SOCIAL MEDIA DOESN’T LIE! "People tend to always interview really well, and sometimes that means they choose to withhold certain information that prospective employers wouldn't want to hear.

Every employer should look at a potential employee's social media to see how they truly behave as a person. as we've found this always does play into their work ethic and character in the workplace."

- Warren Jolly | Co-founder, Affiliate Marketing

IT’S PART OF YOUR BRAND

SMILE ON SOCIAL MEDIA

"Absolutely, I do.

The first thing I look at is a potential hire’s LinkedIn account and who I know that’s connected to him or her. We work with our clients to make sure their LinkedIn profile displays their professional brand in a positive way, and I expect the same from a potential employee."

- John Hall | CEO, Influence & Co.

"In our business, we work with the public.

Smiling and being friendly is important. I expect to see potential employee smiling in photos and socializing. If I see potential employees not smiling in any photos or posting photos of inappropriate behavior, I would not want that person serving my customers."

- Nancy T. Nguyen | Founder/Sweet Sylist, Sweet T Salon

ABSOLUTELY NOT! "I see little to gain by snooping on prospective employees personal social media accounts.

I would fully expect to find them engaging in completely unprofessional activities outside of work as they should be. I'm more concerned about what kind of game face they can put on when the suit up in the office and judge them on their professional performance alone."

- Christopher Kelly | Co-Founder, Principal, Convene

VERY VALUABLE TOOL "I want to know that they fit the job description. For some positions social media is not relavant, but for some, I want to know if they are who they say they are and if they would fit my company culture. Social media is a great way to connect with anyone and also find out information about anyone. It is a tool, so use it as such."

- Louis Lautman | Founder, Supreme Outsourcing

The Young Entrepreneur Council (YEC) is an invite-only organization comprised of the world’s most promising young entrepreneurs.

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SEPTEMBER / OCTOBER 2013

ROTANA JET LAUNCHES BAHRA AINABU DHABI FLIGHT TS BAHRAIN: UAE UA -ba -b sed s Ro Rotan tanaa

Jet, an Jet, a executi utive ve cha ch rte t r and schedu sch e led airli airline ne servic vi e, has has a ounced ann e twice ice we w ekl k y fligh ights ts b ween Abu Dha bet habi bi Al A Bat B een Airport and Bah Ba rai ra n.

Bahrai r n mark arked d the second internationa n l dest dest e ina nation of Rotana Je Jett afte t r Sala Sala a lah in Oman. â&#x20AC;&#x153;Ba B hraain is Ba i ano ano othe therr example of Rot R ana Je Jetâ&#x20AC;&#x2122;s t s co ommiitme ment ntt to provid pro vid de pass asseng engers erss w with h cho c ice ch and g great vaalue wi with th eas assy acce ccess, sâ&#x20AC;? said sai d Rajendran n Vellapala lath, h

R ana Rot an Je J tâ&#x20AC;&#x2122;s commerciiall an and and pl nni pla nning ng director. â&#x20AC;&#x153;2013 â&#x20AC;&#x153;20 13 will continu ue to to be one ne of Ro Rotan ta a Jetâ&#x20AC;&#x2122;s bigg gge gest estt years yea r of exp expansion addre reess ssiing ng the un under derser served markeetss th tha tha h t our st strat rategy ra egy has ha focused d on n.

As we con ntin tinue ue to grow w and and receiv rec eivee more m e aaircr rcraft, wee will will il loo ok at at other o r oppo opportu rt nities ies to exp expand and ou o r netw twor ork an nd furthe herr stre strengt ng hen ou ourr bran and d presence. e. Th This is includ l es the he GCC regio gion n init ini ially. y.â&#x20AC;?

BFC signs up TWI as consultant

BAHRAIN: Bahrain Financing Company (BFC) has appointed consultancy firm Third Wave International (TWI) to undertake

a â&#x20AC;&#x153;mystery shoppingâ&#x20AC;? program across its branches over a 12month period.

The aim of the program is to identify potential areas for improvement and to further enhance customer service.

The mystery shopper exercise will not only identify training opportunities for individual staff members but will also highlight other areas such as the overall customer experience, the quality of information available and branch experience.

5,000 SIGN PETITION AGAINST BAHRAINâ&#x20AC;&#x2122;S EXPAT LEVY BAHRAIN: A total of 5,000

Mumtalakat arranges g $250m revolving credit

BAHRAIN: Bahrain Mumtalakat

Holding, the investment arm of the kingdom, has announced an agreement for a $250 million revolving credit facility with a group of local and regional banks.

The banks include National Bank of Bahrain (NBB), as mandated lead arranger and facility agent; Gulf International Bank (GIB), as mandated lead arranger and structuring bank;

14

along with co-arrangers BBK, Arab Bank and Mashreq Bank.

Mahmood Al Kooheji, CEO of Mumtalakat said: â&#x20AC;&#x153;We are very pleased with this transaction which is a testament to Mumtalakatâ&#x20AC;&#x2122;s financial strength and demonstrates Mumtalakatâ&#x20AC;&#x2122;s close relationship with both local and regional banks.â&#x20AC;? â&#x20AC;&#x153;We appreciate the on-going support from our lender banks, in particular, NBB, GIB, BBK, Arab Bank and Mashreq Bank, with whom we have extensive relationships across many of our portfolio of companies.â&#x20AC;?

Proceeds from the revolving credit facility have been utilised to repay the remaining balance of an existing $500 million syndicated facility which matured at the end of August. Over the past two years, Mumtalakat has proactively refinanced and repaid half of this existing syndicated facility, which was originally secured in 2008.

SEPTEMBER / OCTOBER 2013

businessmen in Bahrain have signed a petition against the reintroduction of a tax on foreign workers.

They claim they are still struggling to stay afloat due to economic downturns and financial problems caused by the unrest in 2011.

The government announced last month that the Labour Market Regulatory Authority (LMRA) would start collecting the fees from employers.

Each company is supposed

to pay BD10 ($26.38) a month for each expatriate employee and BD200 to renew their work permits, but the tax was shelved in April, 2011 to help businesses recover from the effects of unrest.

The business community launched the petition last Sunday, even though the fees have been halved for companies with not more than five foreign workers.

Businessman Hisham Mattar, who is spearheading the campaign, submitted the signed petition to the office of HRH Prime Minister Prince Khalifa bin Salman Al Khalifa.

HSBC to cease wealth products in 3 ME countries BAHRAIN: HSBC Holdings will stop offering wealth management products in Bahrain, Jordan and Lebanon as the British lender continues to exit small or insufficiently profitable operations globally as part of a strategic review, the bank said.

HSBC, Europeâ&#x20AC;&#x2122;s biggest bank, has cut its retail banking business in some Middle Eastern nations, including the three nations affected in the latest move, and merged its operations in Oman with a local bank as part of a three-year global restructuring instigated by chief executive Stuart Gulliver.

The worldwide move, which has seen the bank exit or sell 54 businesses to help improve profitability, has also seen it scale back its Islamic and private banking operations.

BAHRAIN ON TRACK TO BECOME GCC TRADE HUB FOR JAPAN BAHRAIN: Al Rashid Group,

A Division of Landmark Retail, opened their first Carpisa store in Seef Mall, Bahrain. The inauguration ceremony was held by Italian Ambassador to Bahrain, H.E. Alberto Vecchi.

Also present at this event was Sha. Hind bint Salman Al Khalifa (Chairperson â&#x20AC;&#x201C; Al Rashid Group) and Territory Head Mr Vikas Attri along with other Senior Management.

Carpisa offers its clientele a wide range of bags, luggage,

leather goods and fashion accessories at excellent value with high-quality Italian design and styling for both ladies and men.

Carpisa, the first store for Bahrain, operates another 13 stores across U.A.E, K.S.A and Kuwait. Founded in 2001, Carpisa has built up one of the leading European retail networks in fashion handbags and luggage and now expanding their wings in the Gulf Region.

GCC-SINGAPORE ACCORD TO BOOST ECONOMIC TIES BAHRAIN: More than $3 billion worth of Singapore goods entering the GCC have become tariff-free, with the coming into force of the GCC-Singapore Free Trade Agreement (GSFTA), a report said.

With effect from September 1, Singapore started granting zero-tariff treatment on all GCC imports, a joint statement by Singaporeâ&#x20AC;&#x2122;s Ministries of Trade

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SEPTEMBER / OCTOBER 2013

and Industry and Foreign Affairs was quoted in the report.

The agreement further enhances Singaporeâ&#x20AC;&#x2122;s growing economic relations and trade with the GCC. Major sectors that will benefit are telecommunications, electrical and electronic equipment, petrochemicals, jewellery, machinery and iron and steel-related industries.

Bahrain to boost trade ties with Illinois BAHRAIN: Bilateral economic

opportunities between Bahrain and the US state of Illinois came up for discussion during key meetings held as a result of co-operation between the Economic Development Board (EDB) and the US-Arab Chamber of Commerce.

Illinois is home to more than 2,000 foreign firms and is ranked on top of the Midwestern US states for foreign investment.

The meetings featured the EDB hosting a high-level delegation from Illinois as part of a one-day visit to the kingdom.

More than 20 US representatives from various economic sectors including insurance, economic development, financial, banking and advisory services in the areas of information

technology and healthcare to construction and infrastructure, entrepreneurship, real estate, education and food, as well as chamber officials participated.

Tamkeen officials presented a session focused on its role in enhancing growth in the private sector and diversifying the economy by increasing the contributions of non-oil sectors to create a better future for all Bahrainis.

The EDB also organised a business networking lunch for the delegates, introducing them to local business peers, wherein they discussed means of cooperation, joint investment opportunities and identified common trade interests.

Held at the Capital Club, the lunch was attended by more than 30 Bahraini businessmen from various sectors.

Law firm opens new regional HQ in Bahrain

BAHRAIN: Law firm Charles

Russell unveiled its new regional head office in Bahrain.

The larger office, located on the 24th floor of the Bahrain World Trade Centreâ&#x20AC;&#x2122;s east tower, is linked to the firmâ&#x20AC;&#x2122;s expansion within Bahrain and the wider Gulf region.

It is the firmâ&#x20AC;&#x2122;s third Bahrainbased headquarters since first opening an office here in 2006.

Present during the opening ceremony were Deputy British Ambassador Russ Dixon and UK Trade and Investment Bahrain head Debbie Dixon.

GĂŠant Easy Opens in Saar BAHRAIN: GĂŠant, which

unveiled its first outlet on the island at the Bahrain Mall in 2001, has opened the doors to its latest venture, GĂŠant easy, in a new mall in Saar.

Fresh bread, fruits and vegetables, salads, deli and an impressive array of meat products were placed on display as customers from across the island flocked to check out the store at Saar Mall.

The inauguration was held at the weekend under the patronage of Hassan Bokhowa, chairman of the Bokhowa Group, which is responsible for the new mall.

GĂŠant Hypermarket in Bahrain is a Fu-Com International

venture, in association with Groupe Casino of France, one of the largest hypermarket chain operators of the world.

Philippe Merle, country manager, Fu-Com International Bahrain, believes the new store will be a success because it offers a different format and an alternative assortment of products matching neighbourhood needs.

He said: â&#x20AC;&#x153;The definition of â&#x20AC;&#x2DC;hypermarketâ&#x20AC;&#x2122; is everything under the same roof. GĂŠant easyâ&#x20AC;&#x2122;s concept is to provide a daily and sectored service.

Our way to compete is through expertise and savoir-faire, not with expensive prices.

Bahrain to develop projects monitor

BAHRAIN:

to develop a permanent mechanism to constantly monitor government projects in all stages of implementation, a report said.

While following up on the implementation of government projects from 2011 to 2014, the proposal by the ministerial committee for services and infrastructure said that such a move will ensure that chances of delays in finalizing projects will be reduced to a minimum.

HRH the Premier directed

New Bahrain center to govern public sector BAHRAIN: Bahrain will set up a new regional center to govern the public sector, which aims to establish a comprehensive national vision in the field of governance and ensure they comply with international standards, said a top official.

Minister of State for Information Affairs and official government spokeswoman Sameera Rajab was speaking at a Press conference following the weekly Cabinet meeting.

big -tionary Describing business terminology

18

The Cabinet, chaired by HRH Prime Minister Prince Khalifa bin Salman Al Khalifa, approved a memorandum from Minister of State for Implementation Mohammed Al Mutawa to establish the facility. â&#x20AC;&#x153;It will help facilitate the exchange of expertise and knowledge in the area of governance, and to create national Bahraini leaders in the field of governance and good management practices,â&#x20AC;? said Rajab.

Bahrain firms urged to focus on exports BAHRAIN: Bahrain Industry and Commerce Minister

Dr Hassan Fakhro has called on local manufacturers to develop a culture of export which would not only enable them to diversify their income sources but also enhance competitiveness.

The minister made the comment while inaugurating the Export for Manufacturers Forum at the MĹĄvenpick Hotel in Muharraq.

Emphasizing the importance of such events, Dr Fakhro said they help to enhance, build and develop export infrastructure in manufacturing business units.

GENERAL LEDGER Central repository of the accounting information of an organization in which the summaries of all financial transactions (culled from subsidiary ledgers) during an accounting period are recorded. Also called the book of final entry, it provides the entire data for preparing financial statements for the organization.

SEPTEMBER / OCTOBER 2013

that reports be submitted as they happen during the stages of implementation of projects and penalties be assessed against those that cause delays in project implementation, whether they stem from supervising or implementing party.

He also instructed the ministries concerned to cooperate with each other to implement projects based on priorities and time frame to avoid any delays in vital government projects.

Tamkeen & UNIDO to Provide Entrepreneurship Workshops BAHRAIN: Tamkeen signed

an agreement with the Arab International Center for Entrepreneurship and Investment (AICEI) , which falls under the United Nations Industrial Development Organisation (UNIDO) in Bahrain, to launch the â&#x20AC;&#x153;Entrepreneurship Workshops Programmeâ&#x20AC;?, the first Tamkeen training programme catering solely to Bahraini entrepreneurs.

The signing ceremony was attended by Tamkeenâ&#x20AC;&#x2122;s Chief Executive Mr. Mahmood AlKooheji and the Head of UNIDO in Bahrain Dr. Hashim Hussain

along with senior officials from both sides.

The new initiative, which is set to commence in January 2014, seeks to encourage entrepreneurship and innovation among Bahrainis, a core objective within Tamkeenâ&#x20AC;&#x2122;s drive to develop the capabilities of Bahrainis and enterprises in the private sector.

Tamkeen allocated a budget of around BD 170,000 to the programme, which will involve conducting 24 workshops covering a wide range of areas relevant to entrepreneurs. In all, 480 Bahrainis will benefit from the programme.

Giant Korean cargo ship docks at Bahrain BAHRAIN: Hanjin, one of Asiaâ&#x20AC;&#x2122;s

largest shipping companies, has added Bahrain to its destination list as part of a deal with Al Sharif Group, a leading shipping agent in the kingdom.

The South Korean companyâ&#x20AC;&#x2122;s giant cargo ship Hanjin Port Kelang docked at the Khalifa Bin Salman Port carrying 6,600 containers, transporting cargo worth millions.

Hanjin would previously dock in Dubai, from where smaller feeder vessels would deliver cargo to and from Bahrain. With the mother ship now docking in Bahrain, export and import from the Far East will take less time, reported the Gulf Daily News, our sister publication. â&#x20AC;&#x153;This is the first time that Hanjin has sent its mother ship to Bahrain,â&#x20AC;? said Al Sharif Group office director Hussein Al Sharif. â&#x20AC;&#x153;In the past, Hanjin would only send its feeder vessels,

which are smaller ships that would transfer cargo from a big ship in Dubai. â&#x20AC;&#x153;Now the mother ship will be docking directly in Bahrain and cut Bahrainâ&#x20AC;&#x2122;s transit time for import and export to the Far East,â&#x20AC;? he added.

Hanjin will now be sending four such vessels a month, said the GDN report.

Al Sharif said the ship coming directly to Bahrain means â&#x20AC;&#x153;there will be no more changing of cargo in Dubai.â&#x20AC;? â&#x20AC;&#x153;It will save a minimum of one day and avoid any delays caused by congested shipping yards in Dubai,â&#x20AC;? he added.

The South Korean firm will now be sending four mother ships to Bahrain every month, allowing the kingdom to import several goods from Asia and maintain its export there. â&#x20AC;&#x153;Bahrain mostly exports aluminium to the region,â&#x20AC;? he added.

Papa Murphyâ&#x20AC;&#x2122;s to Open in the GCC GCC: US pizza chain Papa

Murphyâ&#x20AC;&#x2122;s will open 100 of its restaurants across the GCC, the companyâ&#x20AC;&#x2122;s CEO told Arabian Business.

Papa Murphyâ&#x20AC;&#x2122;s, which specialises in fresh pizzas that the customer then cooks themselves at home, will stagger the outlet openings over the next ten years, Ken Calwell said. It has signed a franchise agreement with Dubai-based Mamfoodco.

â&#x20AC;&#x153;Just with Mamfoodco weâ&#x20AC;&#x2122;re planning on putting in 100 stores in the next ten years across the GCC. Weâ&#x20AC;&#x2122;re thinking about half of that in the UAE. It will probably be just five stores this year alone,â&#x20AC;? Calwell said.

Washington-based Papa Murphyâ&#x20AC;&#x2122;s has more than 1,300 restaurants across the US and Canada and is anticipating revenues of around $800m this year, according to Calwell.

Alhokair to open 250 stores this year

SAUDI ARABIA: Saudi Arabian retailer Fawaz Abdulaziz Alhokair plans to open nearly 250 stores at home and abroad this financial year, a top executive said, as the kingdomâ&#x20AC;&#x2122;s booming retail sector provides a platform to expand into new markets.

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SEPTEMBER / OCTOBER 2013

Alhokair has benefited in recent years from a buoyant consumer goods sector, boosted by rising incomes on the back of government efforts to improve the plight of Saudi nationals after the 2011 Arab Spring.

The average salary in the kingdom jumped by about 55 per cent between 2009 and 2012, HSBC data shows, partly thanks to measures including increased public sector employment and a new minimum wage.

The trend has been noted by investors, with Alhokairâ&#x20AC;&#x2122;s share price climbing nearly 91 per cent in the year to September 3, against the wider Saudi marketâ&#x20AC;&#x2122;s 15.2 per cent gain.

QATAR AIRWAYS SEALS BARCA DEAL QATAR: Qatar Airways has officially launched the start of its three-year partnership with FC Barcelona at an event held at Camp Nou in Barcelona.

The airlineâ&#x20AC;&#x2122;s partnership with FCB took effect from July 1 this year, said a statement from the Qatari national carrier.

Qatar Airways will work with FC Barcelona to create joint initiatives and will especially focus on connecting with the clubâ&#x20AC;&#x2122;s fans and also with underprivileged children to spread the love of the game to all corners of the globe, it added.

Addressing the media, Qatar Airways CEO Akbar Al-Baker, said: â&#x20AC;&#x153;The joining of FCB and Qatar Airways is truly history in the making. It is the first time we enter into such a landmark, significant sports partnership.â&#x20AC;?

Bahrainâ&#x20AC;&#x2122;s gross domestic product (GDP) grew by 4.2 per cent in the in the first quarter of this year, bolstered by the return of Abu Saâ&#x20AC;&#x2122;afa oilfield to full capacity after unscheduled maintenance last year, a report said.

The Bahrain Economic Quarterly report from the Economic Development Board (EDB) indicated that the growth of non-oil GDP was slower than expected in the first half but is expected to increase in the second half of the year as government spending continues to increase after the state budget was approved in June.

Saudi prince buys into Sheffield United SAUDI ARABIA: Sheffield

United received a financial boost on Tuesday when a Saudi prince bought a 50 percent stake in the thirdtier English soccer club and promised fresh investment.

The club named the new investor as Prince Abdullah bin Mosaad bin Abdulaziz Al Saud, adding that he was a grandson of the

big -tionary Describing business terminology

OIL SECTOR DRIVES BAHRAINâ&#x20AC;&#x2122;S GROWTH TO 4.2PC

founder of Saudi Arabia.

He will become cochairman of the northern English club, nicknamed the Blades, with current owner Kevin McCabe and plans to make a substantial investment to try to return them to the Premier League from which they were relegated six years ago.

No Applications For Government Jobs OMAN:

has re-advertised more than 1,100 jobs in its civil service after receiving no applicants when they were first publicised last month.

In a statement, the sultanateâ&#x20AC;&#x2122;s Ministry of Civil Service said that it will advertise 2,317 vacancies for citizens across various ministries and governmental units, as part of a plan to get more nationals into full-time work.

Out of these jobs, 1,118 were previously advertised but attracted no interest, while a further 495 received applications, before applicants failed to show up for interviews.

The Ministry of Civil Service said that the jobs covered various disciplines and levels of experience and qualifications.

Three vacancies require a masterâ&#x20AC;&#x2122;s degree; 1,001 a bachelorâ&#x20AC;&#x2122;s degree; 531 a post-secondary diploma; 157 a general education diploma; and 600 a general education diploma.

BAHRAIN BANK, UN BODY PLAN $50M FUND FOR SMES Bahrain-based investment bank GBCORP and the United Nations Development Organisation (Unido) Bahrain have signed a memorandum of understanding that will see the setting up of a $50 million investment fund to support small businesses.

The fund will initially target small companies in the downstream aluminium sector, but the move is seen as signalling further developments to improve the Bahrain economy.

GOVERNMENT A group of people that governs a community or unit. It sets and administers public policy and exercisesexecutive, political and sovereign power through customs, institutions, and laws within a state. A government can be classified into many types-democracy, republic, monarchy, aristocracy, and dictatorship are just a few.

SEPTEMBER / OCTOBER 2013

21

BREAKDOWN OF NEWS AND NUMBERS FROM AROUND THE GLOBE

SNIPPETS A surge in rough diamond consumption by the growing middle classes in China and India will push global consumption to $26.1 billion in value, from its 2011 level of $15.6 billion, marking a rise of more than 67 per cent, a report said.

180

French tire manufacturer Michelin is set to open about 180 TyrePlus branches in the GCC.

5.3 MN

Dubai International, the world’s second busiest international hub, has registered a record 5.3 million passengers in July, up 6.1 per cent compared to 5 million last year, according to the monthly traffic report.

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$682bn

67%

Saudi Arabia’s foreign assets surged to a record high of SR2.56 trillion ($682 billion) in July as a result of robust oil revenues and possibly a higher return on Saudi Arabian Monetary Agency’s investments, according to a report.

$7.2Bn Microsoft Corp said it will buy Nokia’s phone business for 5.44 billion euros ($7.2 billion), making its boldest foray yet into mobile devices and bringing well-regarded executive Stephen Elop back into the fold.

5% The international tourist arrivals surged by 5 per cent during the first half compared to the same period last year reaching almost 500 million, according to data released by The United Nations World Tourism Organization (UNWTO).

$ 98Bn The GCC led by regional giant Saudi Arabia is the world’s largest exporter to South Korea delivering goods worth over $98 billion in the 12 months prior to July 2013, said a report.

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Corporate reputation drives consumerâ&#x20AC;&#x2122;s buying behavior and impacts their preference in doing business with the company as compared to other players in the market

WHY BAHRAINâ&#x20AC;&#x2122;S COMPANIES SHOULD CARE

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ike many classical theories the Four Ps has become outdated, and represents a major threat to companies because it fails to take into account the way consumer behavior has changed.

Consider the 21st-century consumer, a very different beast from its predecessors. Todayâ&#x20AC;&#x2122;s consumers have access to tools that help them hunt down the best prices. They have networks of friends â&#x20AC;&#x201C; on- and offline â&#x20AC;&#x201C; who can help them find the best product for their needs. And they have access to thousands of news articles and reviews

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â&#x20AC;&#x201C; from both experts and fellow consumers â&#x20AC;&#x201C; that help them make up their minds.

In other words, where consumers once faced a uni-dimensional view of a product or service, today there are dozens of views which together help people make up their minds about what to buy.

This explosion in information is fuelled by the ready availability of smartphones, particularly here in the GCC, and social media. It means that

a great experience in a restaurant can be relayed to friends and families in an instant, perhaps persuading them to try the restaurant too.

Simultaneously, there has been a change in our views about the companies which supply us goods and services. In the immediate aftermath of the Second World War, consumers were grateful for even the basics such as sugar, eggs and meat.

But as time has worn on, so consumers expect more than a simple ready supply of products (or services) at the right price. We expect companies to behave properly and to play their part in improving society as a whole.

In the 1980s, for example, environmental concerns started to surface and companies were increasingly expected to play their part either by phasing out environmentally harmful products, or taking responsibility for their safe disposal. Take fridges as an example. No longer are ozone-impacting CFCs an integral part of fridge manufacture. Similarly, in many parts of the world governments legislate that fridge manufacturers and retailers safely dispose of old fridges.

Nationality

Age

Environmentalism is one aspect of the way we think about companies today. Studies over the years have shown that todayâ&#x20AC;&#x2122;s consumers also care about the way companies treat their employees, that they act with the highest ethical standards and that their financial responsibilities are reported in a transparent way.

All of these factors, alongside good products and good service, go to make up a companyâ&#x20AC;&#x2122;s reputation.

In Bahrain, there has never been a comprehensive study of the modern consumer, and how corporate reputation impacts their buying habits. Until now. Earlier this year, Memac Ogilvy commissioned a study from research experts AMRB looking at exactly this topic. The goal was simple: gain a deeper understanding of how consumers behave so we can better advise our clients.

Gender

An indication of how corporate reputation impacts different nationalitiesâ&#x20AC;&#x2122; buying decisions

The results were remarkable and companies in Bahrain need to sit up and take notice: nearly nine out of ten people have bought a product or service based purely on the companyâ&#x20AC;&#x2122;s reputation, irrespective of price or advertising. Thatâ&#x20AC;&#x2122;s a huge number of people who today are willing to set aside thoughts about cost, and buy from companies they think are behaving in the right way.

So what makes a good corporate reputation in the minds of residents of Bahrain? Our survey found that ethics â&#x20AC;&#x201C; the way a company operates â&#x20AC;&#x201C; is particularly important with 98 per cent of respondents believing it makes a major difference to the way they think about a company.

Corporate social responsibility too is important with 92 per cent of respondents saying that how a company behaves towards its local community is a core component of whether they think positively or negatively about a company.

Corporate reputation is the sum of all perceptions and expectations that stakeholders have about a company with â&#x20AC;&#x2DC;ethical behaviorâ&#x20AC;&#x2122; being one of the key components

All of this adds up to a compelling argument.

Based on the Ministry of Financeâ&#x20AC;&#x2122;s own figures, companies in Bahrain are putting at risk BD3.9 billion every year by not focusing more time, effort and budget on corporate reputation.

And thatâ&#x20AC;&#x2122;s just for starters. Consider the effect a better corporate reputation might have for Bahraini companies operating in markets where consumersâ&#x20AC;&#x2122; expectations are even higher.

The world has most definitely changed and companies in Bahrain not only need to recognize that but also take action if they are not to miss out on a potential goldmine.

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25

SHIFT THE IF WHY INTRAPRENEURS

CANWORK FOR YOUR BUSINESS! In times of global economic uncertainty, the default action of many (public and private sector) organizations is to retrench – to cut back; introduce efficiency programs; review headcount… I’m sure that you know what I mean. Whilst this is fine, two key thoughts spring to mind which give rise, I feel, to an increased call for intrapreneurs – the corporate entrepreneurs that will help to reinvigorate your organization.

First, “if you act as if you are in a recession all the time, there would never be a recession” – if all organizations were prudent and efficient at all times, growth would be controlled and considered – and we would be able to mitigate the boom-and-bust.

Second, “at some point, it is impossible to be any more efficient or effective – and it is time for new growth” – for many organizations, they will have employees with five years experience – the same duration as the current set of recessions. Are they equipped for innovation and growth?

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SEPTEMBER / OCTOBER 2013

27

Just as important, as the economies slowly start to move forward, is your current organization able to retain the kind of people that will be in demand – the talent that will be driving you to the next level?

I have seen quite a few recent reports from different countries regarding poor employee engagement (shortsighted organizations who use-andabuse their staff with the rationale of ‘you can be replaced’) – an unhealthy work environment where employees are overworked, under-appreciated, disconnected from the business.

So we have a market of disengaged employees working for organizations struggling to see how to kick-start their business.

In the context of the public sector, we have some extremely capable public servants who are now expected to develop products / services and to monetize what they do (a wholly ‘commercial’ concept) – oh, and in a structure that is giving them fewer resources and budgets… and probably with a reduced salary.

Which brings me back to the business case for the employment of intrapreneurs – people with strong elements of entrepreneurial DNA with an active interest in developing new ideas for their employer. In certain situations, we now see careerintrapreneurs – people who have spent their life innovating within the corporate structure and it does feel that the time is now to bring such people into stagnating organizations.

From the HR perspective, what are you getting? a proactive employee someone with the ability to inspire others a professional able to build teams without having hierarchical influence people with high tolerance for stress reflective thinkers with an appreciation of risk active learners who take it upon themselves to develop skill sets

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‘Is your current organization able to retain the kind of people that will be in demand?”

From the management perspective:

a senior stakeholder needs to be front-and-center

it is easier to manage a motivated team member than a demotivated one

budget is required to seed any ideas and to accelerate them

your employee becomes a personal profit center as opposed to a cost center

risk profiling may need to be modified

increase in stress in the team is absorbed productivity increases new revenue is generated

Issues to consider: it takes time, money and commitment to develop an intrapreneur ecosystem the intrapreneur ecosystem will impact on organizational design as well as culture it’s not enough for a leader / executive to say the business is going to be entrepreneurial – actions speaks louder than words

the business needs to accept failure

Many companies were formed in the 19th and 20th centuries – and still apply ‘old’ principles. Now, many of these principles are perfectly sound and I would not suggest that we completely junk centuries of learning – but I do suggest that 21st century organizations should begin to embrace motivated, enthusiastic and creative people as part of their future growth.

Neil Fogarty is an international speaker, business writer and consultant. Currently running his 12th company, Neil has written about his experiences in the books “Kill Your Salesman” and “#CrackOn”. For further details you can check him out at www.neilfogarty.com

WHAT DOES A SAUDI INVESTMENT FIRM LOOK FOR IN A STARTUP? by Maya Rahal While most startups in the Arab world are aiming to enter the Saudi market, its own entrepreneurial scene is slowly emerging. One of the largest Saudi investment and real estate firms, Naif Saleh Al Rajhi Investment, has now come on board to support the trend and invest in Saudi startups, to help the ecosystem grow.

ê Edutainment. Since education is one of the main sectors the company focuses on, edutainment is a large part of their interest.

ë Flexibility. The investors prefer flexible

W

hen it comes to the banking, finance and real estate, the Al Rajhi name is well-known in Saudi Arabia. Al-Rajhi Bank is one of the biggest in the Middle East, ranking first on a list of the top 50 banks in the GCC in 2012; it’s also o the largest Islamic bank in the world.

After graduating from business school in he son of Saudi Arabia, Naif Saleh Al Rajhi, th Al-Rajhi Bank co-owner Saleh Abdul Aziz Al Rajhi, launched his first real estate co ompany.

The company, named Abraj (not to be confused with Abraaj Capital), built the Time Place Tower, one of the first tours in Dubai, in 2003; it closed down not long afterw wards.

After he closed down Abraj, Al Rajhi shifted his attention to construction companies, founding Memar for development and construction, Ablee for facilities management, IPM (Internattional Project Management) for constructio on project management, PHI for marketting and communication, andSilkroad, for hotel tel pro project management and furnished apartment ents.

While trying to expand and provide services for his companies, Al Rajhi began investing in small startups and supporting entrepreneurs to diversify his investments.

“We look for startups that add value to the Saudi society and contribute efficiently to the education and edutainment sectors,” says Abdulrahman Hallak, Vice President and Chief Investment Officier at Naif Saleh Al Rajhi Investment.

entrepreneurs who are open to new and different ideas.

Following our latest Mix N’Mentor event in Riyadh, where Naif Saleh Sale Al Rajhi Investment were sponsors, Hallak reveals what the investment Hal firm, and Naif as an ang angel investor, look for when n they fund startups. start Thus far, r, they’ve invested in Wara Waraqat, a bookshop ookshop and coffeeshop designed to motivate Saudi youth to read, Rayz, an e-marketing and social network management company, and Kinda, a media company that hasn’t launched yet, but will publish interactive books, TV programs, and cartoons, for kids.

Below are six important elements Hallak and Al Rajhi look for while getting to know entrepreneurs: å A startup idea with a competitive advantage. “The market is huge and exposed to a lot of companies, so we look for something strong that would stand out,” says Hallak.

“We receive dozens of pitches every day, and it takes a lot of effort to decide whether to invest in one,” says Hallak. The team usually asks for a business plan, and then decide whether to continue with a due diligence ence process.

“We know now that meeting the entrepreneurs m might change our perspective when we look at a startup, but this comes as our ur last step,” h he explains.

When it com comes to creating startupfriendly ndly invest investment terms, Naif Saleh Al Rajhi hi Investme Investment remains a traditional investor; estor; they ttake an average of 50% equity, uity, says Hallak.

Ha “It’s not that we need the money, but we think this is only fair as investors,” nvestors,” he h explains. Some Saudi startups rtups may be b willing to give up half of their heir companies, compa if startup capital is scarce, rce, but in d due time, perhaps these terms willl evolve to b become more supportive of startups tha that want to scale and take on future rounds of investment.

ç A new idea. “New ideas bring up motivation and inspiration, two things we want to push our society towards,” he explains.

é A down to earth entrepreneur. “If the person behind the startup is not realistic, then his idea will stay unreal and won’t witness success.”

è An idea focused on offering healthy social entertainment, especially entertainment that can boost creativity.

Maya works as the managing editor at Wamda. You can reach her at maya[AT]wamda.com. This article is it is a crosspost from Wamda.com

SEPTEMBER / OCTOBER 2013

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BAHRAIN S OWN

BIG MAC HOW MCDONALD’S BECAME BAHRAIN’S FASTEST GROWING FAST FOOD RESTAURANT

McDonald’s is everybody’s favorite Quick Service

Restaurant and with 17 branches in the Kingdom, it is definitely one of the most visible brands around. But what most people don’t know is that in Bahrain, it is completely owned and run by the Fakhro Group. Abdulla Adel Fakhro, talks about

their relationship with the McDonald’s Corporation and the changes the company has seen over the last decade.

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31

Tell us about the beginning of McDonald’s in Bahrain.

McDonald’s first came to Bahrain in 1994. They were looking to expand into the region and they approached major companies and businesspeople in the GCC. After a rigorous screening process, The Fakhro Group was chosen to be the licensee for McDonald’s Bahrain.

After that, my father, Mr. Adel Fakhro travelled to Chicago and spent a few weeks at the Hamburger University which is where McDonald’s teaches its people the way the business works. That is one of the beauties of McDonald’s; every person in the organization has to know the McDonald’s system in detail and is even given training in the kitchen to learn the essentials.

When did you start working in the company?

I worked at McDonald’s during summers when I was in high school. But as a full time Director, I started after completing my MBA back in 2008.

What are the key changes that McDonald’s has gone through over the last decade?

The brand itself has undergone a sea of changes. Starting from the restaurant

itself, both the interior and exterior has completely transformed and has been redesigned by some of the world’s most acclaimed designers. The McCafe extension continues to grow worldwide and in Bahrain as well. McDelivery has grown significantly over the years and

as of last month customers can now place orders online through the website http://www.mcdelivery.com.bh. There is constant innovation, new ways to make healthier and more nutritious food. McDonald’s was the first Quick Service Restaurant in the region to start using Nutrition Labeling, which allows the consumer to understand exactly what they are eating. Our products also give you the percentage daily value recommended for an average person. We truly believe in the importance of being transparent. McDonald’s has a lab where continuous research and testing is done to bring new products to the market and improve on existing ones.

Tell us something about The Fakhro Group’s relationship with the McDonald’s Corporation.

The Headquarters of McDonald’s is in Oak Brooke, Illinois, USA, and they have a regional office in Dubai which oversees the region including Bahrain. Thankfully we share a very strong relationship with the entire team in Dubai from top to bottom and communicate with them on a daily basis. Their support system is excellent.

Right from Real Estate decisions to Kitchen Design to Marketing, they support us every step of the way.

In fact we also have a very strong relationship with the top management in Oak Brooke. Although we don’t work with them as closely as the team in Dubai, they are great friends and they constantly make us feel like family.

The Specific Council for Training has recognized McDonald’s Bahrain for achieving the highest Bahrainization percentage in the work force. How important is Bahrainization for your organization?

That’s correct and we have won the award for highest Bahrainization 6 times so far. Employing Bahrainis is extremely important to us. We are always working towards increasing the number of trained and qualified Bahrainis in our organization. In fact the majority of the top management in McDonald’s Bahrain are Bahrainis. These managers started off as crew in the restaurants and through hard work and dedication were able to move up the ranks to their current positions. Many of them started off when we first opened our doors for business in 1994. We also have a training center at FakhroTowers where we have qualified trainers and a rigorous module to empower young Bahrainis. The McDonald’s system is an education in itself and we plan to work with schools and universities in the near future to help get more Bahraini students learning from us and working with us.

How would you rate the Quick Service Restaurant (QSR) industry in the Kingdom?

Over the past several years, the QSR industry in the Gulf region has grown to become both a lucrative and also a highly competitive industry. The GCC

Abdulla Fakhro with members of the management at the Sharebox Event

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has a fast growing young population who have disposable incomes and enjoy eating out. The youth today are constantly looking for something fast and trendy to suit their lifestyles.

Companies around the world all want a piece of the GCC pie and this is making the market highly competitive. I believe competition is good for an industry and economy as it gives more power to the customer, improves the service level of businesses and forces businesses to step up their game to stand out.

The Restaurant Industry is one of the toughest industries to be in. What are the key challenges that you have faced?

There are always serious challenges facing our business and this is a fact we had to learn to deal with. Being the world’s most successful and well-known Quick Service Restaurant has its drawbacks when it comes to negative sentiment. Unfortunately the finger is pointed at McDonald’s when discussions about obesity arise.

We tackle this by reminding people about our nutritional campaign and transparency. We also remind customers of our recommendation for adults and children to maintain an active lifestyle which includes regular exercise. Because McDonald’s is an American brand, our business faces a backlash as a result of anti-American political sentiment.

What we have always reiterated is that McDonald’s is a completely non-political brand and here in Bahrain, it is owned and managed completely by Bahrainis. Another challenge we face in Bahrain is the difficulty and costs associated with finding good locations.

Our branches are quite spacious, with ample parking and a play and party area, a drive through and a big kitchen. With the rise in costs associated with buying and renting real estate in Bahrain, it has become a serious challenge finding new sites.

Can you tell us a little about your CSR activities?

We primarily focus on kids, and believe in investing in their education and wellbeing, as they are the future of this country. We work with organizations, which help terminally ill children like the Smile Foundation and the Dreams Society.

We also work with organizations like the Bahrain Down Syndrome Society and Bahrain Mobility Centre. To date the vast majority of our CSR work and funds go towards local Bahraini societies.

The opening of the first McDonald’s branch in 1994.

Promotions like the Share Box campaign play a huge role in increasing the brand value.

Can you tell us about your promotional activities?

Our promotions focus around showing customers our strengths and shared values. One of these strengths is that we are known to be a family restaurant that brings families together. The ‘Share Box’ campaign was a huge success, and it offered quality time with the kids and family. Members of the media & local bloggers were invited to join the celebration of the launch; family-fun festivities spread across two days at the re-imaged branch in Saar. Among other activities, guests along with their families and friends expressed their thoughts on what ‘sharing’ means to them on a specially designed “Share Board”. Our most recent product is the Halloumi Muffin.

As a Director in The Fakhro Group, what are the other businesses that you are involved in?

Apart from McDonald’s Bahrain, I also work closely with other companies within the group such as Fakhro Commercial Services which provides Electrical Products and Services to the building industry, Lotus Gardening and Landscaping, Kitchen Magic and Deco Vision in Bahrain and Qatar, and a few other personal interests such as Property Development.

Do you have any advice for entrepreneurs who are looking to open a franchise in the Kingdom?

If I had to summarize it in one word, it would be ‘support’. There is a misconception that a franchise is ‘plug

and play’ and the franchisor will give you all the tools necessary to be successful.

One must always be clear of what he or she will get in return from the franchising company. In some cases a small franchise fee would attract someone to pursue a franchise only to find out that the support from the franchisor is non-existent. The opposite may also be true where someone would be scared away by a relatively large franchise fee not realizing that the support from the franchisor will more than justify that fee. My advice would be to ensure both parties are very clear on their obligations and to have everything signed in writing, not relying on commitments or promises. Bringing a well-known brand from the west is only the first step of the process.

And what would your advice be to a young entrepreneur with a new innovative idea?

There is always a lot of risk involved when you start out, but you need to take the first step. It is okay if something doesn’t go as planned or if you make a mistake. After all, experience is the best teacher. Take risks when you’re younger so that you’re more experienced with time and still have the rest of your life to make up for any money you have lost.

Can you tell us a little about the future plans for McDonald’s?

We are hoping to open a flagship branch this year and hopefully two more next year. Our priority has been to unceasingly improve our services and the quality of our food, and that process will continue.

We also want to focus more on our CSR campaigns, giving back to and supporting more charities and local communities through our operations, and continuous efforts are being made to increase communication with the customers and the public at large.

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SHAKING THINGS UP! Introducing Shakeaway to Bahrain

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S

hakeaway is the world’s largest milkshake bar company, and thanks to brothers Ahmed M. Jawad (AMJ) and Jawad M. Jawad (JMJ), it is now available in Bahrain. They tell us about their startup journey.

Tell us how it has been to set up our first venture.

JMJ: It has been a long journey since we first came across the brand two years while on holidays in the UK. My wife was pregnant at the time, and was craving for milkshakes and Shakeaway was our go-to place. Post summer, we did some research on it and we established contact. It took almost one full year for the agreement to materialize.

What makes Shakeaway unique?

What made you set up Shakeaway Bahrain?

AMJ: We always had a dream to start our own retail company, and while doing the market research, we realized that there was no specialized store for milkshakes. We came across the brand, Shakeaway, while on holiday in the UK, where it is quite popular. And that was how it started.

How much help do you get from the franchisor?

JMJ: We actually had to undergo a month long training session in the UK with the franchisors.

The training covered all aspects of the business and was great. Apart from that, the training manager has been with us, helping and guiding us before the launch and now as well. In addition, Mr. Peter Dickson – CEO and Mr. Alan Havery – Commerical Director were both in Bahrain for the opening.

AMJ: Shakeaway is the original re-inventors of milk shakes since 1999. We offer a huge range of products, it covers all consumer tastes: chocolate, biscuits, sweets, cakes, luxury chocolates, fit and healthy, fruity, and many more. We actually have a full section of Bahraini shakes, which are unique and exclusive to Bahrain only.

How has the response been so far?

JMJ: So far, so good.

Our customer base keeps increasing. A lot of people come because they know the brand, but there are quite a few who come for the curiosity factor, to try something new.

What has been the toughest challenge you have faced?

AMJ: As a first venture and a first store, setting up the entire store/business was the biggest challenge. But I think opening the next branch will be much easier.

Tell us a little about the training your staff goes through.

JMJ: We are professional milkshake engineers, since we went through the training thoroughly in the UK! So we train our

“Our best sellers are the red velvet shake, Dave and Sara.”

staff ourselves. However, for the opening, we had the training manager of Shakeaway come to Bahrain and he stayed with us for almost 10 days for training purposes. It made the whole opening much easier.

What is your most popular drink?

AMJ: The choices differ from person to person, and on the mood they are in. But at the moment, our best sellers are the red velvet shake, Dave and Sara. Dave is the Ferrero Rocher and Kinder Beuno shake with a crumbled flake on top and Sara is a beautifully classic combination of rose and pistachios topped with whipped cream.

What is your advice to entrepreneurs?

JMJ: Envision your dream and go behind achieving it. Nothing comes easy in life, you will face obstacles as you go along, everyday.

Solve it and move on.

And one final advice, be obsessed with quality in all what you do.

What is on the cards for the future?

AMJ: Our plan is to establish Shakeaway further in Bahrain, hopefully by opening a few more branches. If an opportunity comes our way we will study it and take it.

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A GOURMET BURGER Not Just Burgers and Fries

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B

urger Lounge at the Lagoon in Amwaj is trying to change the way people in Bahrain look at burgers.

Ebrahim Hejairi tells us how he introduced the concept of a gourmet burger to Bahrain.

What is Burger Lounge?

Burger Lounge is a unique concept restaurant that serves “burgers with style” in a sleek and stylish environment, located directly facing the Lagoon waterfront in Amwaj Islands. Burger Lounge specializes in creating and serving delicious, mouthwatering burgers made with the finest ingredients.

The restaurant’s burgers are known to be over-sized and rich in both garnish and flavor, complimented by a selection of signature Burger Lounge sauces.

Tell us a little about yourself

My partners - Sulaiman Alabduljaber and Muffreh Alharashani - and I studied abroad and with limited food options and a common hate for junk food and love for gourmet burgers, we turned to creating and cooking our own meals.

In 2008, we established Remas Holding as the mother company in Kuwait, which in turn established a company in Bahrain called Remas Bahrain. After studying the food industry in Bahrain, we found a large gap in the market that could be filled with the new concept of unique, signature, and gourmet burgers. We were excited about changing the way people in Bahrain look at burgers, and, tapping into that market in 2009, Remas Bahrain opened Burger Lounge as a first local start-up dine-in experience of its kind on the island.

How has your entrepreneurial journey been so far?

The journey has been challenging from the very beginning, as we had to decide on a suitable location for Burger Lounge, and most malls and restaurant complexes were skeptical of our unique concept. Once we settled on starting in the Lagoon in Amwaj Islands, it was still challenging as it was only us and another café operating in the whole area at the time.

The creative process was challenging as well, but my partners and I were determined on being fully involved every step of the way to ensure that the restaurant was everything we imagined it to be. I was naturally more involved in the project as I was based in Bahrain while my partners were based in Kuwait, and once all the final details were set in place, I took up the full leadership of Remas Bahrain. As challenging as it might be, it is definitely endlessly rewarding to be an entrepreneur and even more exciting in the food industry.

What makes Burger Lounge different from the other fast food joints?

Established in 2009, we were two steps ahead of the “burger craze” that had picked up in Bahrain with the surfacing of countless burger joints around the island. We serve gourmet burgers, not junk food, and that differentiates us from more than half of the other restaurants around. From the very beginning, we’ve only used the highest quality meats, vegetables, breads, and other ingredients in creating our burgers. We say “creating” because a lot of thought and planning goes into bringing each item on the menu to life, not only on what’s in the burger but also the texture, the size, and the presentation, as we believe these are all key aspects in providing customers with the complete Burger Lounge experience.

How do you handle the challenges associated to being in the food industry?

Operating in the food industry is very difficult, especially if you have no experience in the field.

It took us a while to get familiarized with everything there is to know to be successful in the industry but experience is definitely our biggest source of knowledge. Given the large competitor presence in the market, we focus on our PR and Marketing efforts through unique mediums.

Our customers know us and know for certain that our next cool move is just around the corner.

Tell us a little about your marketing strategies.

We currently hold a strong presence on Social Media through our Facebook, Twitter, and Instagram accounts where we continuously run photo, art, and other creative competitions to keep our customers engaged with the restaurant and reward them with a different cool prize each time. We keep our menu exciting with a new burger, a salad with a twist, interesting starters for friends to share, or a decadent and rich dessert every once in a while. The most exciting of our campaigns coming up is the Celebrity Burger, through which we will introduce a new burger every month fully created and customized by 5 of Bahrain’s top celebrities of different fields. We can’t wait for the big reveal in October!

What has been the most exciting moment so far?

Our opening back in 2009 was definitely the most exciting moment to date, but that’ll soon be surpassed by our Celebrity Burger campaign once it’s revealed and the opening of our second branch in Seef Mall soon too.

If you had to pick a favorite item from your own menu, what would it be?

The Upset Burger is definitely my favourite because it’s a substantially large burger, deliciously juicy, and an absolute treat. I think it’s a big mean machine!

Any advice for entrepreneurs?

Venture into the market with a unique creative concept and know your field well before you operate. The food industry is home to countless critics and opinions so pick your battles well and always be ready to respond to feedback. Lastly, never give up on achieving success, for success is really a combination of failures.

What are your future plans?

There’s always something new going on at Burger Lounge.

We’re looking forward to launching the Celebrity Burger campaign, opening the new Seef Mall branch, and continue to surprise our customers with new gourmet culinary creations of all kinds.

SEPTEMBER / OCTOBER 2013

37

A HELPING HAND Blossom Events’ Platform for Entrepreneurs

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t is evident for all to see that Rasha Khunji is passionate about helping budding entrepreneurs and hence, she set up her own venture, Blossom Events. She tells us about how the company works.

What is Blossom Events?

Blossom Events Bahrain is a Bahraini company, established in 2009, specialized in organizing various events, conferences and exhibitions. I had attended and taken part in various events and I realized that there was a need to have more organized events to encourage Bahraini entrepreneurs; to give them an opportunity to launch their business and test the market.

We also make sure the event gives back to the community by having donations to some recognized charities such as the Dreams Society, the White Stick Project, Ramadan boxes to give to the poor. We also collaborate with BDB (Bahrain Development Bank) to encourage our entrepreneurs to attend the BDB courses to start right in their business and open their shops in the right way by passing on our knowledge and training.

Tell us about some of the events that you organized.

Among the various events I organized in the Kingdom, the largest was in Seef Mall; it was a 3-day event called The Project in Seef in 2009,

under the patronage of HE the Minister of Industry and Commerce, Mr. Hassan Fakhro. It was filled with workshops and awareness sessions for entrepreneurs, and they had an opportunity to sell their products. It had almost 100 participants and a successful fashion show was organized as part of the closing ceremony.

We have also organized around five events titled ‘Blossom at the Lagoon’ in Amwaj Islands, in collaboration with BDB and the Lagoon Management. It included the Art of Giving event and the pre-race event, in collaboration with BIC in 2012.

Have you had any formal training related to this field?

I have a degree n Social Administration and computers from the University of Kent, and an MBA, also from the UK. I also have around 15 years of experience in various government and private sector organizations, relating to human resource development. And I am a recognized mentor and assessor of the training program for the Crown Prince’s Scholarship Program.

I have attended courses related to this field in London, Dubai and Bahrain.

I consider myself to be a ‘social bumblebee’ and so it is most definitely a passion as well. I love to read and stay up to date in all matters related to my field.

What is the most exciting aspect of being in this industry?

Seeing my entrepreneurs become successful. There are many who have taken their baby steps with Blossom Events and now have successful businesses.

At every step of the way, we are there to assist them in any way they need. We try to make them participate in more events and

activities, especially if it means representing their brand abroad.

A proud moment was when I was one among the 45 awarded by HRH Princess Sabeeka bint Ibrahim Al Khalifa, during the Bahraini Women Entrepreneur Excellence Awards. We were also awarded the Excellence Shield for our support to SMEs by government bodies, private organizations, BDB and Al Ayam.

What is the toughest challenge you face?

Sometimes, it becomes tough to get around the rules and formalities of getting an event organized. The bureaucracy involved makes us pay less attention to other details. It is also a matter of concern when small companies organize events, which are not professional, and is unmonitored, thus affecting its quality. Such events can give our industry a bad name.

What is the most important aspect to keep in mind while doing an event?

Never lose focus on what the purpose of the event is. We normally have a target and theme. Try to get a patronage if possible.

If the purpose is clear, rest becomes easy: date, time and location; length of the event; budget; target audience and other logistics. It is key that we

ensure that the area is family friendly and that usually means having a kid’s zone, a prayer area and a food court in the vicinity.

What sets Blossom apart?

We, as Blossom, collaborate with various vendors and make sure the target is clear and fulfilled. We also work a lot to help charities in the Kingdom. We work hand in hand with BDB to ensure that the entrepreneurs know that they are not alone.

We focus on enabling the entrepreneurs in the Kingdom to achieve their goals. We work with local entities, which can help the entrepreneurs create awareness and teach them what they need to know.

Any advice for entrepreneurs?

If you have a dream, don’t just dream it, go and do it. If you need help, we are here to assist you. Nowadays, there are many organizations like Tamkeen and BDB, which are willing to help you.

Reach out to us and you’ll get the help you need.

What plans for the future?

We are constantly planning new events and activities.

And that is all I will reveal at the moment. Keep an eye on our Instagram and FB page to stay in the loop.

SEPTEMBER / OCTOBER 2013

39

A PUBLICITY

STUNT

AB Communications’ Quest for Quality Campaigns 40

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mira Haji entered the PR and Event Management industry by chance.

But she has managed to build AB Communication to be a leading player in the business, in a short span of time. We find out more.

What does AB Communications do?

AB Communications is a Corporate Event Management & Lifestyle Publicity Company, providing a wide range of services to ensure that every campaign, event, or project is completed successfully.

It is a leading company in organizing high-quality, unique and cost-effective events. We aim to constantly introduce new trends with the integrated business solutions. We strive to provide our clients with the best service they can expect.

Tell us about your start up journey.

In 2006, while I was working in an insurance company, I did freelance work at a businesswomen’s event, organized by Eventscom for 3 days. Then I got a call asking if I would like to work full time in same company.

I accepted the offer. After 5 years, I decided to resign and go out on my own and freelance. During this time I organized some jobs in GCC region and one event in Spain for Arabcab. In 2011, I got an offer from a Saudi businessman to be his partner in AB

Communications, which impressed me but at the same time was a challenge as I was too young to go with this offer but I accepted the challenge. And that is how it all began.

What are the background experiences that enabled you to launch such a company?

I have been in this field for the past six years, sometimes as a part time and freelancer and at others, as a full time employee. I have thoroughly enjoyed it and it has become my passion.

Tell us about the most exciting moment so far?

Our industry is filled with moments, which can make or break an event or activity.

It keeps us on our toes.

The event that I organized in Spain, “Arabcab 2011”, was a very interesting project. I think I was the youngest person there, and I was one of the very few women there as well. The delegates were at least 20-50 years older than I, and so, it was quite a thrill to achieve what I did.

What are the challenges you face in this industry?

I started out in 2011, and that was not a great time for a PR and event management company due to the problems the country was facing, but we were able to get through it. And the second, was to build long lasting relationships with new clients. I was quite young when I started out and I was learning the ropes. My aim was to get new clients rather to approach those that were known to me earlier.

How can people find out more about your company?

Our website www.abcoms. co has all the details any client would need. They can also find us on social media and share with us details about some of the interesting projects you have done.

Has there been any event that you wished were organized by you?

Till now, there hasn’t been any event which I wish was done by my company instead but of course, we are continuously looking for fresh opportunities and events, where we can come up with unique concepts. But I would love to do any event related to our country, the beautiful Kingdom of Bahrain.

“I would love to do any event related to our country, the beautiful Kingdom of Bahrain.”

Any advice for young entrepreneurs?

I always say be positive and confident. Networking is important; make sure you are in people’s good books. You never know, you might need their help at a later stage.

Future plans?

We have been blessed to be successful in both Bahrain and Saudi Arabia. The next plan of action is to expand the business across all of the Middle East.

SEPTEMBER / OCTOBER 2013

41

ICING ON THE CAKE

Sparkles N Sprinkles makes your celebrations better!

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est friends, Sineeta Anneri and Diandra Noronha, shared a passion for baking and designing cakes.

They knew that their creative ideas were something they had to share with the world, and that is where the idea of Sparkles N Sprinkles (SnS) was born. Sineeta tells us all about the start up journey.

What is Sparkles n Sprinkles known for?

Among the many bakeries around Bahrain, SnS can be known for the love, enthusiasm and extra attention put into each order right from small cupcakes to large tiered cakes. Our tagline is ‘sparkled with perfection and sprinkled with love’.

Furthermore, our pricing is affordable and “all” the ingredients are home made and fresh!

Tell us about how it all happened?

It started off with two best friends having a passion for baking, creative talent and an entrepreneurial spirit. We had this great creative energy and found this was best displayed in our cakes. However a few months ago, Diandra, the co-founder had to move to Canada for further studies and now I’m running it here in Bahrain and she is doing the same in Canada.

She still continues to be a great help; when I run out of ideas, she is always there to help me out. It has definitely been an amazing as well exciting journey for both of us since day one.

Tell us about the process of choosing the name.

It was quite easy actually.

We came up with the name, Sparkles n Sprinkles in a matter of five minutes and immediately fell in love with it!

What sets your bakery apart from the many other little pop up bakeries?

SNS cakes are made with homemade ingredients, right from the cake itself down to the fondant and icing. We offer our customers great flexibility in terms of design and taste and always try our best to incorporate whatever features and requests they would like to add in. Our prices are affordable. Not too extravagant! And we even offer free delivery!

How was your first experience selling your products?

First cake sold was on Valentine’s Day and we were quite nervous as we felt this first sale would set the pace for our future.

The best part of selling our cakes is the appreciation we receive and the happy faces of our customers. Seeing their reactions to the cake is priceless and is probably the best part of the job!

Best advice you have received so far?

Give utmost importance to customer satisfaction rather than the profit you make.

Do you do all the baking yourself or do you have a team in place?

Initially all the work was shared by Diandra and myself, but after she moved to Canada, I do all the baking. As the business expands, we may look into hiring some additional staff but right now, it’s a one woman show.

How easy or difficult is it to launch a business idea in the Kingdom?

It was quite easy actually.

We started off with a Facebook page and in no time we created a large customer base. People in Bahrain truly appreciate the art that goes behind cake decorating and since there is always a birthday, baby shower or anniversary to celebrate, this proves to be a lucrative business!

Among all the items on your list, what has been most popular?

How can customers contact you?

Interested customers can send us a message on our Facebook page (Sparkles N Sprinkles). Apart from that customers can also email inquiries on the ID mentioned on the page.

What is in the future?

Well our business has already gone international, with Diandra operating in Toronto, Canada. We do hope that one day we can move our bakery to the next level and open our very own shop.

The most popular item on our list would definitely be chocolate cake with chocolate fudge frosting.

SEPTEMBER / OCTOBER 2013

43

BAG IT UP!

MAJ Brings you Sleek and Chic bags 44

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aryam Ahmed Janahi had a talent, a creative streak, which she used to design interesting and chic bags. And slowly, as she gained more confidence in the product, she decided to sell it and thus set up her own label, using her initials, MAJ. She tells us more.

Who or what inspires you when you are designing?

Tell us something about MAJ?

I try and design for all age groups and for anyone who is looking for something different and new, but mostly for those who are closer to my age since we would share the same interests and wild ideas.

Maj is a new local brand of unique multi-purpose bags and clutches, which are hand made. My first appearance was in June 2013 during an event for charity at the Aali Mall.

Tell us about your start up journey.

It started out as a charity project. I had the time and the idea and it was for a good cause, so I started making recycled clutches.

After doing it for a while, I realized that I had fallen in love with being able to create something so unique and pretty. Thatâ&#x20AC;&#x2122;s when I decided to take it to the next level. I reworked the design of the clutches, to make it special and one of a kind and I also started doing bags and other accessories, which are exclsuive, represents my ideas and can cater to all kinds of customers.

Well, it usually depends on the collection itself. Most of my inspiration comes from the latest trends of fashion.

I try and bring my own interpretation to the latest from the fashion world.

I also draw inspiration from the ancient history of Rome, such as the Trajan Decius Era and Late 50â&#x20AC;&#x2122;s and 60â&#x20AC;&#x2122;s movies and music and classical paintings and drawings. I also look at the age group of the target market, and I make sure that I produce what the customer wants with my own personal touch.

What sort of customers do you design for?

What is the most exciting aspect?

Every time I design a new distinctive product, the reaction I get from customers gives me a rush.

What are the challenges you face in this industry?

The idea is to create something unique and different than the other products in the market.

And since I am just starting out, this has been a bit of challenge as it involves interacting with the customers to get their feedback and inculcating their needs into my designs. I also need to be consistently creative because I want each item to be one of a kind, yet having my own personal touch.

Any advice for young entrepreneurs?

If you could design a piece for anybody, who would it be?

If I could, I would design for the famous fashion designer Carolina Herrera who currently owns CHNY, CH, 212 and The House.

How can people find out more about your brand?

Currently, the easiest way to keep up with me is through Instagram.

Always chase your dream. Developing a unique business idea is not enough. Work hard towards making it better each day and always create interesting concepts.

Be creative.

What are your plans for the future?

I have quite a few. But for short term, it is to come up with designs that are welcomed by my client base. I also hope to open a MAJ outlet in the Kingdom, with a variety of my designs and then turn my brand into an international chain. This is just the beginning.

SEPTEMBER / OCTOBER 2013

45

BOLLYWOOD

BLING!

Bringing the Best in Desi Wear to Bahrain 46

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ahrain loves Bollywood and desi outfits. And SB Fashion’s founders are hoping to tap into that market with their venture.

Sunita Bhogal (SB) and Balwinderjit Kaur (BK) tell us about the dearth of ethnic outfits in the market, their collections and their future plans.

How has the response been so far?

What is SB Collections?

What’s the most exciting aspect?

BK: Though it’s only been two years since we came into action, the response has been tremendously overwhelming.

What was the biggest challenge you faced so far?

SB: We are always

over-booked, and are working round the clock to meet our clients’ requirements.

Hence we are sometimes forced away to turn away new potential clients.

SB: We launched the business in March 2011 with the vision of catering to the ever-increasing demand for ethnic/casual Indian fashion in the market. We specialise in bringing the various trends of Indian fashion to the island. Apart from the latest salwar kameez, saris and lehengas, we also offer personal designing & sewing of salwar-kameez, gowns, dresses, kids clothing etc.

We also have a variety of pure cotton, glazing cotton, bed linens.

SB: I would say the most exciting aspect is that we get to get to bring a piece of India’s culture to Bahrain.

For a woman, picking an outfit is a big decision, especially for occasions and festivals. SB allows us to be part of that decision in a big way since we do the stitching for most of our pieces as well. We thoroughly enjoy being a reason a woman feels more confident and comfortable.

What convinced you to launch a business like this?

BK: Our basic theme is

BK: We realized that there

was a huge demand for Indian traditional wear.

The options available in the country were few, and customers were not satisfied. People were looking for the latest trends and high quality product.

Hence, to satisfy those needs and wants, SB came into existence.

How do you pick your designs?

‘modern but traditional’. We pick designs that are elegant and timeless, yet very chic.

People from all generations have started to embrace the modern yet traditional look of Indian designs and that is what we keep in mind, while choosing very simple casualwear designs or even the more lavish and intricate outfits.

Have you had any background training and experience in this field?

SB: I havent’t really

had formal training. But tailoring has always been a passion that runs in the family. I learnt a lot of it from my mom. As for the business aspects, we have started small and are learning as we go along.

SB also involves the minds of both older and younger generation so this has given us the opportunity to use the experience of the former and the peppiness and marketing skills of the latter.

Where are you located?

BK: On your computer or

mobile phone. We are right now an online shopping establishment. Orders can be made through our Facebook Page or also by contacting us directly on the phone through the contact numbers mentioned.

“We thoroughly enjoy being a reason a woman feels more confident and comfortable.”

Any advice for young entrepreneurs?

SB: It is always scary to

start something for the first time but I would advise them to atleast give their dream one shot. So they will be able to analyze where exactly one stands and who knows! they may find success just as we did.

What next?

BK: Never in our wildest

dreams did we imagine we would be where we are at today. As for the future, we hope to cater to not only to the Bahrain market but also the rest of the Middle East countries.

SEPTEMBER / OCTOBER 2013

47

THE CRYSTAL CABIN Owning Pieces of History

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ohammed Al Binateej has always had a keen eye for collectibles, be it stamps, coins or other artifacts. After accumulating quite a few interesting items, the query of a fellow connoisseur planted the idea of setting up as a store where he could sell it.

He tells us how it all happened.

What is Crystal Cabin?

Crystal Cabin offers a unique assortment of beautiful rare and genuine collectible items. Items, which touch the heart and mean something to serious collectors. From rare ancient stamps, coins and jewelry, we aim at providing only the finest scarce and exceptional items.

Tell us about the start up journey.

I have been collecting such items for many years. It has been a passion for me.

My motto and the slogan for Crystal Cabin is “Seek Uniqueness, Be Unique”. I have amassed a significant collection over the years.

One day, I posted some of my collections on Instagram and within minutes I received numerous calls inquiring if I would sell the items displayed. I laughed at the thought for a minute,

but then it struck me. Why not? Why not spread the joy of such collectibles to others? So, I decided to test the waters and see how much demand there really was for such items in Bahrain. And now, I have an exceptional returning client base.

Why the name Crystal Cabin?

I have a fascination with crystals. The first items I posted (and sold) were crystals. This kicked off Crystal Cabin. And now, the name is known amongst serious collectors in Bahrain.

How has the response been so far?

The response has been very positive, dare I say, overwhelming. Crystal Cabin has been getting calls from across the GCC and even from the MENA region. It’s such a privilege to be so small, yet, so well known and trusted in such a short timeframe.

What are the challenges you face?

Finding a location to set up Crystal Cabin has been the most difficult aspect so far. Finding someone trustworthy and knowledgeable to run and maintain the store has also been a challenge. But we have plans in process and we should see the Crystal Cabin store opening soon.

What about the most exciting aspect?

I find great joy in spreading awareness regarding my passion, historical and rare items, and furthermore meeting people with the same interests.

What are your marketing strategies?

So far, Crystal Cabin has been getting popularity by word of mouth. Also, the Instagram account has been gaining followers rapidly. We plan to spread awareness of Crystal Cabin via television and billboards shortly, once the store is fully established.

In today’s modern world, social media also plays a vital role.

What is the most unique item that you have sold so far?

A very rare highly prized 1933 Bahrain King George Stamp. A true beauty in fabulous condition.

What is your advice to young entrepreneurs?

Follow your passion. You will actually be rewarded for what you love most. And that’s a risk you must surely take.

What plans for the future?

The profit Crystal Cabin makes is not very important for me at the moment to be honest. Nobody can truly put a price on passion. But my vision is to open up a store for all of Bahrain, and the GCC, to come visit and simply enjoy looking at these beautiful rare items, with a chance to own one for themselves.

SEPTEMBER / OCTOBER 2013

49

WARNING:

IT’S GRAPHIC

Mervat Soussou’s experiments with Design 50

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ervat Soussou has only been in Bahrain for a mere three years, but she has managed to build quite a name for herself as a graphic designer. She tells us how it all happened.

Firstly, tell us something about yourself.

I am a Jordanian, and Bahrain has been home for more than three years now.

I have a BA in Design, with seven years of experience in this field. I have been providing design services in and around the Kingdom of Bahrain.

Tell us about the start up journey of your graphic design business.

After my graduation, I started my training at one of the biggest firms in Jordan. I worked not only on graphic design but also on web design and that led me into developing myself to become an experienced senior web designer. After that, I decided to jump into the world of freelance. And today I am my own brand.

Where do you usually find inspiration?

To be truly inspired, you must learn to trust your instinct, and your creative empathy. Although good designs come from the heart, not from surroundings but over the years I found out that spending time in your own head is important and little things I see by the day can influence my designs.

Do you experiment using new methods or techniques?

Of course, it is very important for a designer to focus and to challenge himself or herself.

Personally, I started designing unique products and using different techniques such as adding collages and Arabic calligraphy to my designs.

What has been the toughest challenge you have faced?

Every design has its own taste and twists but the positive aspect about Art is that you can always manage to do it your way with your own imagination and flow; so as to keep it easy and simple for the client.

Nevertheless, the challenge always lies in the outcome of your work.

What is the most exciting aspect?

A blank canvas can be very intimidating, but it is exciting to brainstorm for ideas and to develop a concept. And the designing process itself, once you completely understand the concept is thrilling.

Are there any projects that you are working on right now?

Yes, a few are in the pipeline; one of them is branding a whole retail shop that will be opened in Bahrain soon and the other project is on rebranding and building a local companyâ&#x20AC;&#x2122;s image and identity.

What is the most unique project you have done so far?

I never thought that one day I will be working on coasters, trays and stool designs made of Plexiglas.

It was a challenge since it is my own project and it turned out very successful so far.

Any advice for young entrepreneurs.

Never follow any rules or stick to any boundaries because there is no right or wrong. Designers should follow their instinct and always remember that art is everywhere.

What plans for the future?

I donâ&#x20AC;&#x2122;t plan my future. I welcome every thought and Iâ&#x20AC;&#x2122;m open to new ideas and projects in life. I love it when life surprises me.

SEPTEMBER / OCTOBER 2013

51

CULTURE AND THE

CHIEF

EXECUTIVE CEOs are stepping up to a new role, as leaders of their company’s thinking and behavior.

BY JON KATZENBACH AND DEANNE AGUIRRE published in Strategy + Business by Boaz & Co.

IT IS STRIKING TO SEE HOW MANY chief executives see their most important responsibility as being the leader of the company’s culture. According to Ginni Rometty, CEO of IBM, “Culture is your company’s number one asset.”

Her counterpart at Microsoft, Steve Ballmer, has said, “Everything I do is a reinforcement or not of what we want to have happen culturally.”

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n another typical remark from the C-suite, Starbucks Corporation CEO Howard Schultz has written that “so much of what Starbucks achieved was because of [its employees] and the culture they fostered.” Researchers such as former Harvard Business School professors John Kotter and James Heskett have also found consistent correlation between robust, engaged cultures and high-performance business results (as described in their book, Corporate Culture and Performance [Free Press, 1992]). But most business leaders don’t need that evidence; they’ve seen plenty of correlation in their own workplace every day.

Recognizing the importance of culture in business is not the same thing as being an effective cultural chief executive. The CEO is the most visible leader in a company. His or her direct engagement in all facets of the company’s culture can make an enormous difference, not just in how people feel about the company, but in how they perform. Schultz described the CEO’s role this way in his book Onward: How Starbucks Fought for Its Life without Losing Its Soul (Rodale Books, 2012): “Like crafting the perfect cup of coffee, creating an engaging, respectful, trusting workplace culture is not the result of any one thing.

It’s a combination of intent, process, and heart, a trio that must constantly be fine-tuned.”

A company’s culture is the collection of self-sustaining patterns of behaving, feeling, thinking, and believing, the patterns that determine “the way we do things around here.” At its best, an organization’s culture is an immense source of value.

It enables, energizes, and enhances its employees and thus fosters ongoing high performance. At its worst, the culture can be a drag on productivity and emotional commitment, undermining long-term success. Most companies are so large and complex that the culture acts in both ways at once. Indeed, the culture of a large company is typically made up of several interwoven subcultures, all affecting and responding to one another.

If you are the chief executive of a company that is sailing with the wind and leading in its competitive race, that’s a sign that your culture is in sync with your strategy. This makes your company much more likely to deliver consistent and attractive profitability and growth results. You can tell you have such a culture because people are confident and energized.

They can justifiably take pride in the results of their work. As CEO, your role is to keep the ship on course and ahead of the competition. This requires generating regular behavioral reminders about the values, aspirations, and engagements that underlie your company’s success and reinforce its strategy.

However, if your company is heading into stormy waters, facing the kinds of disruptive competition or unexpected market changes that affect every industry sooner or later, then a program of normal reinforcing leadership won’t cut it. A culture that no longer aligns with your strategic and performance priorities needs a lot more attention—from you and other senior leaders.

Many CEOs understand in principle that cultures are multidimensional, slow to change, and troublesome to control—and thus that influencing them requires care and thoughtful engagement.

This is particularly true for global companies led by people of diverse backgrounds. When confronted with a cultural challenge in real life, however, chief executives tend to forget this principle. Instead, they revert to conventional managerial tactics, but with more rigor. They turn up the volume on the inspirational messages. They raise the bar and set stretch goals with new statements of the vision, mission, values, and purpose of the company.

They bear down on costs and castigate people for complacency. They may also see culture change as primarily a functional responsibility, to be delegated to experts, either inside or outside the company.

More often than not, these approaches leave the deeply embedded cultural behaviors largely unchanged. Only an enlightened CEO can break through that kind of cultural inertia.

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A better starting point is a realistic recognition of the culture’s current status. No company’s collective practices and beliefs are all good or all bad. They have evolved over time for understandable reasons—often to deal with the challenges or malfunctions of the past. Moreover, they are firmly entrenched in mind-sets and habits. Therefore, it is essential to be rigorously selective and disciplined in dealing with cultural issues. There are several things you can do from your highly visible position at the top of the hierarchy to spark and foster the cultural realignments you want to see: t Demonstrate positive urgency by focusing on your company’s aspirations—its unfulfilled potential—rather than on any impending crisis. t Pick a critical few behaviors that exemplify the best of your company and culture, and that you want everyone to adopt. Set an example by visibly adopting a couple of these behaviors yourself. t Balance your appeals to the company to include both rational and emotional cues. t Make the change sustainable by maintaining vigilance on the few critical elements that you have established as important.

In all this activity, avoid delegating your cultureoriented actions. Do as much as you can yourself.

THE POWER OF POSITIVE URGENCY

Time and again, we hear executives cite the importance of having a “burning platform”—a stress-producing crisis, whether externally driven or self-induced—to incite a high-performance culture. We once observed a CEO incur several hundred million dollars of unnecessary debt for the sole purpose of creating a sense of urgency for his culture change effort. For many years, we too subscribed to the conventional wisdom that burning platforms were the only way to obtain cultural impact. But no longer.

Certainly we understand the logic that underlies this point of view: Companies full of complacent people will rouse themselves only in response to crisis. But experience and common sense argue differently. Consider what people on real burning platforms do. They escape.

They barely have time to act, much less change their mind-sets and habits with a view toward long-term success. In the business equivalent, which usually involves a rapid drain of cash and profitability, your options will be similarly limited—in this case, to layoffs, plant closures, responses to the press and investors, and other forms of damage control. Like BP’s recovery efforts after the Deepwater Horizon spill, Toyota’s after the Fukushima disaster, or any plant shutdown made in response to a sudden loss of business, these traumatic activities are typically seen as a one-time event, not as a way of building for the future.

There is a much better way to overcome complacency. As a CEO or senior executive, the greatest thing you can do is to marshal an authentic sense of urgency, but not one built solely on the logical reasons that change is necessary. Rather, build an emotional sense of urgency, focusing on the values that the company cares about collectively: its way of serving customers, its desire for growth

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and success, its positive impact on social and community issues, and the attraction and welcome that people felt when they first arrived.

Every sustainable company culture is based, in part, on this intrinsic attraction to the work—including the way it challenges people.

At some point, your employees chose to be part of the enterprise. For the most part, they liked (or loved) their profession, they felt they could excel, and they wanted to gain the personal benefits of accomplishment. As CEO, you need to capitalize on those feelings, give them voice, and encourage people to spread them virally throughout the company. This may mean discarding some businesses that don’t fit your strategy, your capabilities, or your culture. But it will also mean helping people expand (or recapture) the pride they have felt, all along, in their collective strength.

THE RIGHT BEHAVIORS

To help people capitalize on the best aspects of your culture, you have to focus attention on the critical few behaviors that you believe matter most. These are a few positive sources of energy, pride, and interactions that, when nurtured and spread to scale, will improve company performance significantly. As simple as it sounds, this approach will not only accelerate the behavior change that matters most, but also evolve and align your culture more effectively than forcing a major and potentially disruptive culture change effort on a broadly diverse global organization.

These actions are ideally small but repetitive and demonstrably significant. They signal where the company is going now.

For example, early in the General Motors Company (GM) bankruptcy recovery effort of 2009, interim CEO Fritz Henderson and a handful of his senior executives launched a series of informal conversations with frontline leaders, skipping all the levels of the hierarchy in between. These examples triggered dozens of imitations, including conversations with customers, among GM employees across North America.

Similarly, during a turnaround at the Mobil Corporation in the mid-1990s, then CEO Lucio Noto and five of his senior leaders personally conducted career appraisals of people at various levels whom they saw as “managerial bench strength.” This inspired similar assessment efforts throughout the company. Southwest Airlines, for its part, has continually singled out the same three behaviors: hiring people who connect emotionally with customers and colleagues, volunteering when help is needed at any level, and frugality to the extreme.

Unfortunately, there is no magic formula for finding the right few behaviors that will make a difference in your culture. There are, however, some factors to consider.

First, it is essential to emulate at least some of these emerging key behaviors yourself—to be a living model of the culture you aspire to lead. People pay rapt attention to what the CEO does, not just what the CEO says. You can’t rely on communications, no matter how inspiring. You, and ideally a few other senior leaders, have to step out by behaving in new ways that both capitalize on elements in the current culture and demonstrate a key shift in cultural alignment.

No two senior leaders are alike; what works for one doesn’t necessarily work for another.

So do not seek to revamp your leadership philosophy, style, or personality to fit anyone else’s idea of what a leader should be. Instead, as former Campbell Soup Company CEO Douglas Conant put it, “It’s hard for leaders to realize that it’s not about showing up ‘the way I think I’m supposed to show up.’ It’WWs about showing up in a way that is ‘authentically me’ and can be helpful” (see “The Thought Leader Interview: Douglas Conant,” by Art Kleiner, s+b, Autumn 2012, with video interview by Jon Katzenbach [online only]; the videos are embedded on this page, below).

When Conant first arrived as CEO at Campbell’s, the company was beleaguered by poor quality and newly fierce competitors; he was hired to turn the company around. He knew he was not a master of social conviviality.

“Every time I take a Myers-Briggs test,” said Conant, “it shows I’m an introvert.”

He knew it would not be easy for him to interact comfortably with a diversity of people throughout the organization, but he had to find a way to do it.

At the time, the Campbell’s “people strategy” emphasized employee health, using an American Heart Association program that encouraged people to walk 10,000 steps every day. So Conant began donning a track suit and pedometer and running around the headquarters building complex in Camden, N.J., every day. Because of his constantly changing schedule, he ran at different times every day, and he made a point of running through different parts of the complex. People never knew when they would see him jogging nearby, but they always knew the reason—he wasn’t checking up on them, he was just getting his 10,000 steps in.

This practice gave an introvert a highly visible, easy way to interact informally with people he would otherwise see only at formal meetings,

and Conant’s running soon slowed to a walk.

“It got to the point where I was so comfortable that people weren’t afraid of approaching me,” he said. He eventually dubbed this practice “management by wandering around.”

We like this example because it shows the importance of enjoying this experience. Most of us will not do something for long if it makes us uncomfortable. It also illustrates the emotional impact that simple changes in CEO behavior can have on others.

You do not need very many senior leaders to start a few critical behaviors rolling through the company. Get several well-known executives to step away from the norms of the past with you.

People throughout the workforce will rapidly take notice and do the same, creating an atmosphere of approval and support. In short, by seeking out other early adopters of these behaviors, and working with them directly to sharpen their influence and deploy it more effectively, you will gain far more leverage as a cultural leader.

For example, when Lucio Noto created those new, informal “skip level” staff development opportunities at Mobil, the rumor mill took notice. People all through the company began to do the same. These career appraisals became common practice at multiple levels across the globe. Similarly, when Michael Sabia was CEO of Bell Canada, he started attending small-group working sessions of “master motivators” at the front line, and other executives followed suit. They wanted to see for themselves what he was learning.

RATIONAL AND EMOTIONAL IMPACT

More than 100 years ago, Mary Parker Follett wrote about integration in leadership and organizational situations. She contrasted integration with domination (“a victory of one side over the other”) and compromise (“each side gives up [some of what it wants] in order to have peace”). Integration comes about when “there is no curtailing of desire”—both sides in a dispute get all (or nearly all) of what they really wish for. We have yet to hear a better definition for the kind of integration that a CEO needs if he or she is to have impact on the culture.

When putting together a business strategy or a case for action, it’s important to integrate the rational arguments from top leaders with compelling emotional appeals at more personal levels. One without the other is unlikely to sustain cultural alignment. In other words, in addition to a rational business case for change and other formal mechanisms, it’s important to develop emotional impact through such forces as peer approval, the support of colleagues, and the admiration of friends and families.

For most business leaders, a rationally compelling argument is usually much easier to develop than an emotionally compelling one.

Executives are used to quantitative analysis and logical reasoning. They understand how to send arguments through well-established formal channels and programs, and they know how to delegate assignments within that system. But emotional energy gets its strength from one’s own intuitive insight and the social support of colleagues. This energy flows through informal networks and cross-organizational interactions outside formal channels. The CEO’s role is to ensure integration of the formal and informal dimensions, so that the emotional energy generated for change is reinforced

by a consistent formal accountability for performance and a willingness to pay attention to the metrics that indicate results.

Douglas Conant calls this being “toughminded on standards but tender-hearted with people.” Early on in his turnaround challenge at Campbell’s, he realized that he would have to replace more than 300 of the top 350 people in the company because they lacked the necessary skills. In discussions and informal conversations, he held firm to this decision, but also openly acknowledged that those who were being replaced were the friends, colleagues, and teammates of those who were staying.

Those leaving were treated with respect and given as much help as the company could afford. “Even through that horrible period,” he later recalled, “our employee engagement scores went up.”

ETERNAL BUT FOCUSED VIGILANCE

Your role as a cultural leader starts on Day One of your appointment as CEO. It will not end until the last day you hold that office. Indeed, your persistence in emphasizing the right cultural behavior will continue to be influential after you have left.

Because cultures evolve in informal ways that are hard to track, they can easily degrade before many people are even aware something bad is happening. Chief executives in peak-performing companies almost never let this happen; they work hard to keep an eye on the critical few behaviors over time. You can either keep promoting the same few behaviors, as Southwest Airlines did, or, after the first few have taken hold, pick a few more to model and support.

In many great organizations, a kind of cultural vigilance baton is passed from each CEO to his or her successor. At Southwest Airlines, for example, it passed seamlessly from cofounder Herb Kelleher to incoming CEO James Parker and president Colleen Barrett in 2001, and then to incoming CEO Gary C. Kelly in 2004. Each new chief executive is deliberately charged with keeping the company’s fundamental cultural identity intact (while helping the company evolve to meet new competitive and market dynamics).

This rich cultural identity is part of the competitive advantage of leading organizations such as the Mayo Clinic, Apple, Procter & Gamble, and IBM. When it slips, because people grow complacent or lose touch, the CEO is expected to step in and reignite the enthusiasm and vigor that were part of the culture originally—as Conant did at Campbell’s and as Meg Whitman appears to be doing at Hewlett-Packard.

THINGS ONLY THE CEO CAN DO

Most chief executives are master delegators.

Some believe, as one chief executive we know puts it, that successful delegation is the single most important skill that a developing leader needs. “It is the only way a rising leader can handle increasing responsibilities, and the best way to develop subordinates.”

For the most part, we agree—except when it comes to the CEO’s cultural impact. The activities described in this article should not be assigned to others. Leaders who delegate too much will lose their opportunity to become role models and energizers for the culture they want to shape. For example, you should be personally involved in selecting the new behaviors needed by the company. Your choice should reflect the company’s strategic and operating priorities, in a way that others throughout the company can comfortably align with. However, getting down to a few critical priorities will almost always be a judgment call you need to make, because no choice will be easy to defend.

Only you can interact with others on your own behalf. Only you can speak regularly for yourself with people throughout the company, informally and outside normal channels.

When incoming CEO Jack Rowe launched a turnaround journey at Aetna Inc. in 2000, he kept in direct personal contact with nearly 100 leaders in multiple levels and functions. These informal networks not only brought him up to speed on the way people thought about their work and the practices they followed, but became viral spreaders of the culture he wanted to evolve.

Because you, as CEO, have the final word on most strategic and operational decisions, the most critical aspects of cultural impact—selectivity, simplicity, and targeted persistence—are in your domain. Moreover, your role as cultural leader is, more likely than not, the single thing you will be most remembered for. That’s why so many CEOs refer to culture as their highest priority; it is the primary vehicle for establishing their legacy.

Jon Katzenbach is a senior partner in Booz & Company’s organization, change, and leadership practice, and co-leads the firm’s Katzenbach Center in New York. He is the coauthor, with Zia Khan, of Leading Outside the Lines: How to Mobilize the (in) Formal Organization, Energize Your Team, and Get Better Results (Jossey-Bass, 2010).

DeAnne Aguirre is a senior partner with Booz & Company based in San Francisco, and one of the firm’s foremost experts on organization effectiveness and change leadership. She co-leads the Katzenbach Center.

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BRING THE CHANGE 7 things employees hate

Do you want to get your business off to a fresh start in 2013? Focus on the issues your employees hate.

There’s always a good reason for their discontent, and their gripes will reliably point you toward ways you can improve your leadership. Here are seven things employees hate and the quick lessons leaders can learn from them.

Employees hate surprises.

Employees hate unfairness.

Employees like to know what they’re getting into; they want to get through a busy day without having to guess what mood the boss is in or what new changes in the schedule are going to be handed down after lunch.

Lesson to leaders: Turn the core value of transparency into everyday behaviors — you’ll have an ongoing dialogue with employees, and everyone will be on the same playing field at all times.

Employees hate when a manager or leader operates by his or her own set of rules, but demands a different set of standards for them. They hate when one individual or a team is a perceived favorite.

Lesson to leaders: In your professional and private behavior, be a role model for your employees. Be consistent in how you administer rules and consequences for when those rules aren’t followed — and demand the same of all managers.

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Employees hate unclear goals.

Employees hate when grand goals are announced from leadership but they have no way of knowing what, specifically, is expected of them. For example, a manager makes an announcement that she intends to reduce costs in her department by 10%, but then leaves employees to figure out how to cut corners.

Lesson to leaders: Make certain that for every business objective, you involve employees in coming up with concrete procedures and behaviors that will contribute to achieving it.

Employees hate policy disconnects.

Employees hate when there’s a gap between official rules and the informal ways people go actually about their work each day. For example, an organization establishes best practices for particular processes and procedures, but then skimps on them because of budget or scheduling pressures.

Lesson to leaders: Have a hard look at the social norms of your company culture to make sure that formal rules and the way those roles get carried out are in sync.

Employees hate empty talk.

Employees hate when leaders don’t do what they say they’re going to do.

Nothing frustrates employees more than having critical matters sit undecided because a leader, often offsite, hasn’t gotten around to making a decision.

Lesson to leaders: If you say it, be accountable and do it. And empower your managers. Employees want managers to have the authority to make decisions that affect their work groups, and they want those managers to step up and make those decisions.

Employees hate being lectured on values.

Leaders don’t need to tell employees which values they need to have. The

majority of employees already have the right values, such as integrity, transparency, commitment, fairness and teamwork.

Lesson to leaders: Your job as a leader is to remove the roadblocks that stand in the way of your employees living those values at work. If integrity is a core value, for example, then make sure that employees are rewarded for reporting problems rather than intimidated.

Employees hate isolated leaders.

Even in organizations that have rock star CEOs, employees tend to harbor resentment when they feel that their leader is out of touch with the “real” people who are keeping the company going day-to-day and the real issues going on.

Lesson to leaders: If you stay inside your ivory tower, pretty soon people will start telling you what you want to hear, rather than what’s really happening.

Create safe ways for others to express concerns and report contrary views.

Appoint a “devil’s advocate” to bring up hard truths at meetings.

David Gebler is the founder and president of Skout Group, a consultancy that helps companies evaluate the cost-effectiveness and scandal-potential of their corporate cultures. He’s a lawyer specializing in business ethics and has written two books on value-based cultures, including his latest, “The 3 Power Values: How Commitment, Integrity, and Transparency Clear the Roadblocks to Performance” (2012, Jossey-Bass).

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EXCL EXCLUSIVE EXCLUSIV CLUSIVE LA P PLAG PLAGE LA L AG A GE BEACH CLUB Att S A Sofitel ofitel Bahrain Bahrain Z Zallaq alllaq aq Th TThalassa halassa S Sea ea & S Spa pa

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GET G ET HEA HEAL HE LTHY

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The h Sofitel o Bahrain a a n Zallaq a a Thalassa h s Sea e &S Spa a is s set on na coastline o s off dream r a beaches e c e ideally e y suited u e forr w water e sports. p t It can b be easily a ly rreached a h d byy the main n “Khalifa K a f Bin S Salman” l a highway ghw y orr byy the h “King K gF Fahd” h Causeway. a s wa It is located t d3 30 m minutes n t s from r mB Bahrain ha International r a o a Airport, A o and n enjoys n easy a y access c e s to o and n from om the h capital, c pi al Manama, a am only nl 2 25 5 minutes i ute a away..

VIVA BAHRAIN TO SHARE KEY INDUSTRY INSIGHTS At Telecoms World Middle East 2013 VIVA Bahrain is the Pla num Sponsor of the upcoming pres giou us an nnual event, Telecoms World Middle East 2013 (TWME), due to be held in Dubai from m October 1stt -2nd at the Jumeirah Beach Hotel, under the theme of ‘Opporrtunity, Innova on and d Strategy’ he three-day event will bring together over 600 attendees including 200 leading operators from the region to discuss the main topics in the telecoms’ sphere including LTE technology, y networks, enterprise and investment. Additional a ly, op per erat ator os and leading industry suppl plie iers rs w wil illl get th he oppo oppo op port r tunit rtun rt ity it ty to to e exxpl xplo lore, lore diiscus uss an nd re rede dessign the telecoms ag genda da of th t e future, while so olidify fyin ing g the framework of ho ow op per era ators can rema main n at the ep picenttre e of hum man conne ectivity.

As partt of VIVA Bahrain’s high-p pro roffile par arti tici cip pati pa tion n at th the e evvent, th he e com ompa p ny ny’ss CEO O, E En ng. g.

Ulaiyan Al Wet eta aid, wil ai ill be hea ead ding di g tth he he evvent’s keyynot otte pa o anel off discu cusssio on to oge g therr w wiith lead le ead ders from om key re egional op oper erat ators, on the subject of diiversificat atio ion n of o industries:: ‘Putting MENA telcoss at the epicentre of the co c onnected economy and enabling g the e co onnected life f ’.

Eng. Ulaiyyan will share insights En on n how retai ail, l, w who h lesale and ente terp te rp pri rise se sser ervi v ce vi cess ar are e be bein i g injected with innovati tion. With Wiith customers demanding more besspoke,, personalised and interactive service ces, s, operators are being pushed to re-design product portfolios and sett new benchmarks in service creation a d delivery. In line with this, he an w ll wi l share VIVA Bahrain’s strive for exce ex c ll l ence which has assisted the comp co mpany in achieving phenomenal growth in its first three years of grow o e op errat a ions ns, becoming the market lead le ader in Bahrain in mobile voice and

mobile bro road adband nd sseg e me ments.

Commenting Co g on VI VIVA V Bah hrain n’s spon sp onso ors rship of TWM W E, E Eng ng.. Ul Ulai a ya an co omm mmen nted, d “We W are re ep ple l as sed wit ith h the hi th high gh-l h lev evel ell asssoc ocia iati t on V VIV IV VA ha has wiith T Telecom omss Wo orl r d Mi Midd ddle eE Ea ast th ast this is year ye ar. Th The e ev even entt wiill pro rovi v de e a suita tablle plat pl atfo form rm m for u uss to t intterrac actt an a d sh s ar are e expe ex p riien ence ces es wiith t industr trr y peer ers and re egi gio onal c onal cou o ntter ou erpa p rt rts. s.”

“T The tel elec ecom ec om iind ndus nd ustr us tryy in tthe tr he King gdo om of Bahrain has grown wn ten pe er cent year-on-year si sinc nce e 2010 20 10, positioning the coun untr t y as a tr s gn si gnif ific cant fo orc rce among g the e re regi g on gi o ’s ke ey te tele lecomm municat atio i ns’’ pl play ayer erss.

Thro roug ugh this spo p nssor orsh hi p w we e ai a m tto o furt fu rtthe her enhance e Ba ahr hrai ain n’ss le eadin ng posi po siti ittiioning in the he re eg al te egiona telec coms aren ar na” a”,, he h added d.

Even Even Ev ent organi nizzer, Mat att tth thew Wall Wa llhead ad d, Ge Gene era ral Ma Manager Man na of Terr Te rrapin inn co omm mmen ente t d, “ We are re delighte ed to o wel e co ome me V VIV IVA VA Ba Bahrain as a plattin num sp pon onsor of o thi his yearr ’ss eve vent nt. Th Thei eirr co commitment to inn nnov ovat atio ion n, mar arke kett gr grow o th and cust cu stom ome er experience ar are e perfectly alig igne ned d with the big theme of th his s y ar ye ar’s show.”

K y hi Ke h gh g li ligh ghts t o ts off th the e ev even en e nt a so al o iinclu ude d the Tellecomss Worl o ld Awardss whe Aw ere the indus str tr y’ y’ss lead adin ing g orga aniza ati tion ns will be rec re cogn gnized forr the heir ir outstan anding an achi hie evem men ents ts,, wh w ic ich h ha ave e positively conttributed d to tthe he develop pment of the ttellec ecom omss in ndu d stryy in the Middle Eastt. The he e awardss aim to showcase organ an nizatio ons, whic i h have demonstrated d unp nparal alle al l le ed ab a ility to succeed and ha ave e conti tiinuou usly set standards of o excellence. x e e.

Ulaiyan Al Weta aid, VIVA CEO

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Fift Fifth Fif ftth Annual fth Annua Annuall HRM Summit 2013 21-23 OCTOBER 2013

T

he Kingdom of Bahrain is gearing up to host the fifth annual Human Resources Management Summit on 21-23 October. They will be bringing in HR Gurus and thought leaders from across the region. The highlights include the two-day conference and the 3 Post-Conference Workshops. We take a look at how the event aims to address the growing need for HR Practitioners and professionals to connect with global best practices.

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Human Resources thought leaders and Training gurus from around the world will converge on Bahrain from 21-23 October 2013 at the Fifth Annual Human Resources Management Summit – HRM Summit 2013. Held in strategic Alliance with BSTD – Bahrain Society for Training and Human Resources Development, the two-day Conference is brought to you by industry leading experts and is meant to address the growing need for HR and Training professionals to connect with global best practices. HRM Summit 2013, in its Fifth edition, is the region’s leading event dedicated to the specialized HR and Training needs of a fast developing marketplace and is well poised to attract one of the largest gatherings of Human Resources and Training professionals and leaders ever to come together in the region.

The organizers are excited to announce a great line-up of international HR gurus and practicing HR professionals.

Key-note speakers are drawn from multiple sectors with topics and contents that are of high relevance to the ever-changing business landscape of Bahrain.

And for the very first time, the event will feature 3 parallel Post-Conference Interactive HR Workshops on Day 3 - 23 October 2013.

According to Mr. M. A. Sridhar, CEO of Roshcomm, the event organisers, the announcement of these important sponsorships of the Human Resources Management Summit 2013, represents yet another reassurance that the Conference continues to attract truly global leaders.

The event will be held under the patronage of His Excellency Dr. Abdul Hussain Bin Ali Mirza, Minister for Electricity and Water Affairs. Announcing this key patronage, Mr. M. A. Sridhar, CEO of Roshcomm, the event organiser said, “In recognition of the significant and ongoing contributions made by His Excellency to the overall development of various aspects of the economy and human capital within the community in the

Kingdom of Bahrain, we are proud and honored to have the event held under the esteemed Patronage of His Excellency Dr. Abdul Hussain Bin Ali Mirza, the Honourable Minister of Electricity and Water Affairs, Kingdom of Bahrain. With the leadership of His Excellency Dr. Abdul Hussain Bin Ali Mirza, and the support of the Board of BSTD, we are confident that the HRM Summit 2013 and related networking events shall become the pre-eminent event geared to deliver maximum return on enhancing Human Capital in the region”.

The Conference assumes further importance in light of the global economic uncertainties and a regional economic slowdown. As the dysfunctional economies continue to cloud the global macro outlook, it seems that many countries are not being spared from the downturn. We have witnessed the effect of this slowdown on the job market, which in turn puts significant pressures on managing talent and productivity and the anxieties of the work force.

The 5th Annual HRM Summit would address all such issues and hopes to dispel unfounded prejudices and speculations.

“The event will be held under the patronage of His Excellency Dr. Abdul Hussain Bin Ali Mirza, Minister for Electricity and Water Affairs.”

One of the key attractions of the conference: 3 parallel HR Workshops a. Leadership Development Strategies b. Elements for HR Success: SHRM Competency Model c. Driving performance, increasing motivation and retaining human capital The Human Resources Management Summit 2013 is scheduled to take place from 21 23 October 2013 at the Diplomat Radisson BLU Hotel, Bahrain and will attract key executives and decision- makers from different organizations in the region.

The 5th Annual HRM Summit 2013 is supported by Tamkeen through their Conference Attendance Support Program, where Bahraini participants are required to pay only BHD 84 towards the 3 day event.

In addition, the event is also endorsed by the Ministry of Labour through their Government Levy program.

For full details of the Conference and to register call +973 1736 5044 or visit www.hrmsummit.com For speaker Profiles visit : http://www. hrmsummit.com/speakers.php For Workshop details visit: http://www. hrmsummit.com/workshops_overview.php

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TOP 10 DE LI V ERY VANS So youâ&#x20AC;&#x2122;ve finally started off your business and now youâ&#x20AC;&#x2122;re on the hunt for a cargo delivery van that meets all your requirements. Well look no further as weâ&#x20AC;&#x2122;ve managed to put together some of the most talked about cargo vans in the market today.

1

HYUNDAI H1

. # # /--3' $ ! # &' ! ! ! " # ) $ & /)0 " + & ' ! # # " configura ons, ranging from a 3-seater all the way to a 12-seater. All trims levels get power steering, radio casse e player, automa c transmission and air-condi oning with rear vents. Boas ng uniquely configurable seats %! # " ' ! ! !" " ! ! coverings, while op ons include central door locks and front fog lamps.

3

RENAULT TRAFIC

The Renault Trafic is the French manufacturerâ&#x20AC;&#x2122;s commercial van oďŹ&#x20AC;ering. There is only one engine op on here, the 4-cylinder 2.0L petrol engine, mated to a 6-speed manual transmission. Only the # +$ # ! ' ! $ ! $ roof or high roof. Standard op ons include manual A/C, power assisted and depth adjustable steering column, AM/FM radio with 2 speakers, ! $ # )

2

GMC SAVANA

* +$ +$ # # .1-- # provides a rugged and durable means of transpor ng a large & ) $ ! # ! # .1-- lineup: a 195hp 4.3L V6 available on the rear-wheel drive cargo van only and a 310hp E85 FlexFuel 5.3L V8. Both engines are teamed with a four-speed automa c transmission. Safety features include four-wheel an -lock disc ' ! ' ! $ ! " ! )

4

SUZUKI APV

The budget APV mul -purpose people carrier has a name that stands for All-Purpose Vehicle and oďŹ&#x20AC;ers up to eight seats or a +# &) !* ( although produc on costs were kept low, Suzuki engineers tried not to cut corners when it came to safety. The APV has Suzukiâ&#x20AC;&#x2122;s proprietary TECT &' $ ! " !" ! !* " ! ! & $ & " ! ) " % & ! ! $ ' $ ! ! " ! allow you to transport something as big as a washing machine. Available features include rear air-condi oning, power windows, electric mirrors, central locking with remote control, 15-inch alloy wheels and a 1.6L engine with either a manual or an automa c transmission.

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8

KING LONG

! ! ' ! & ) " ! & ! by the Japanese, the Mini Van is a much cheaper alterna ve. The + + # # $ weight capacity of up to 1000 kg. Op ons include LED side indicators, fog lamps, remote-locking and CD/MP3 player with USB connector.

5

NISSAN URVAN

# $ & ! ! # "! here in the Kingdom, whether for transpor ng cargo or hauling the labor force. The Nissan Urvan NV350 is a faceli ed model that came out in 2013. Consumers get two four-cylinder engine choices, either a 2.5L petrol /)1 !" !' ! $ & in a five-speed manual. The exterior can be had in the Panel Van or Window Van format with or without high roof. Standard features include an AM/FM Casse e player, halogen lamps and 15-inch steel wheels.

6

TOYOTA HIACE

& ! ! ! & !

East and con nues to be a popular choice in the commercial sector, whether for transpor ng the work-force or cargo. You only get one engine choice ) ) /)2 " & ! ! ! ! 1+ " you could go in for the 4-speed automa c transmission. It comes in two variants, ! # & ! "! $ gets back seats to act as a people carrier. Standard features include dual front/rear a/c, an AM/FM casse e player with 2 speakers, power steering, power door locks, ! %' .1+ ! $ )

7

MERCEDES SPRINTER

The Mercedes-Benz Sprinter can be classified as ones of the largest commercial vehicles on oďŹ&#x20AC;er in the GCC market. It comes with a ! ' $ ! ! ! ' # " $ ! ' # & ! ' " +# ' " $+ " styles. Apparently, this German-built van holds three mes as much cargo as its Japanese rivals, with standard safety features to boot, such as airbags, ESP and ! + ! ! ! )

9

VW CADDY

The VW Caddy has a stylish face that matches the Volkswagen DNA thanks to sleek headlights and a redesigned bumper and ' $ $ ! ! ! ! " ) & sports instrumenta on, audio/naviga on system and a range of engine and transmission op ons that achieve impressive fuel consump on and environmental figures. Safety features include driver and front $ ! ! % protec on. Caddy also features ESP and TCS as standard, which will keep you safe when the road condi ons arenâ&#x20AC;&#x2122;t.

10

CHEVROLET EXPRESS

Chevroletâ&#x20AC;&#x2122;s rear-wheel or all-wheel drive Express 1500 # # " " transpor ng a large payload of cargo. The Express comes with the op on of two Vortec engines: a 195hp 4.3L V6 and a 310hp E85 FlexFuel 5.3L V8 powerplant. Both engines are teamed with a four-speed automa c transmission. The Express vans are available in an LS or an LT trim and not just that but its safety features include four-wheel an -lock disc brakes, StabiliTrak, and front airbags with a side curtain airbag. For 2013, the Express 1500 oďŹ&#x20AC;ers new op ons. These include an AM/FM naviga on radio with CD and MP3 compa bility, a rear vision camera and a rear park assist.

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PORTABLE

POWERHOUSES THE TOP 10 TABLET PCS OF 2013

Tablets PCs are taking the world by storm.

Just a few years ago only a handful of people knew about them and even fewer used them on a daily basis, but nowadays they come in all shapes and sizes and with choice comes decisions - difficult decisions. Do you avoid Appleâ&#x20AC;&#x2122;s high prices, join the Android brigade and find the best iPad alternative? Or do you give in to nearperfection and the get the new iPad? To make it easier for you, we have put together the top 10 tablet PCs of 2013.

10

ASUS MEMO PAD HD 7

/% : &'$ % ! !$ ' 45;3 * ;33 % $ - "!) $ ' #' 0 !$ "$! %%!$- 0#' &+ $! & $ $ $ %- 49 ! & $ %&!$ $! $ % !& !$ *" % ! . $!) in 9 hours and 40 minutes of ba ery life and a host of custom Android &'$ % +!' ( ! ! & %& $ % ! & .

09

LENOVO THINKPAD TABLET 2 & 5 % $ & '% %% & & ! & %&'$ + % ) & " "'&. !) $ + &!

Windows 8 device, it oďŹ&#x20AC;ers impressive handwri ng recogni on and an op onal + ! $ & & % & to take notes and work on oďŹ&#x192;ce ! ' &%. ) & ) !( $ 9 hours of ba ery life, you can fling â&#x20AC;&#x153;Angry Birdsâ&#x20AC;? between mee ngs without having to $ !$ & $ $.

08

HISENSE SERO 7 PRO

% % $! : $! ! %&% %! "$ %% ( %" % !$ & "$ - ' 45;3 * ;330" * %" + 4.60 , #' !$ ( $ 6 "$! %%!$. & &'$ % $ $0 80 camera with a flash and a $! &0 50 $ - " '% & ! % ) & $! $ % !& !$ *" %&!$ '" to 32GB. In addi on to Wi-Fi ' &!!& 7.3 %'""!$&- & % 7-inch slate features NFC support, '% $% % $ " + %&%- " % "% ) & !& $ NFC-supported devices simply by ' " & % &! & $.

$! : $! % !! ! "!) $- - ( ' .

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07

SAMSUNG GALAXY NOTE 8

Whether youâ&#x20AC;&#x2122;re looking to be more produc ve or control your - & *+ !& ; % & . ' &0 ( % '% $% ! & % 8-inch tablet the ability to take notes. The addi on of the stylus % !' & *+ !& ;.3 ( $+ "" &! '% %% '% $%- &! !( $ ! & % ! % $ + ! $ ! & &- % ) % !( $ !( $ !& $ ! & & !$ %& & previews. Samsung has also op mized the user interface so that & *& "" $% $ - %' % & ! % $ % ""% S-Planner (Samsungâ&#x20AC;&#x2122;s Calendar replacement) and Email apps.

06

AMAZON KINDLE FIRE HD

Kindle Fire HD features full support for Exchange-based accounts & %+ &! %& + ! & ) +!' %& " ) + $! & oďŹ&#x192;ce. Keep your latest work documents and reports close at hand and backed up on your Amazon Cloud. Kindle Fire also comes preloaded with the OďŹ&#x192;ceSuite app to view your Microso OďŹ&#x192;ce files. When it comes to eBooks, no one tops Amazon, especially if +!'/$ !! !$ $ $ - ) +!' $ ! & !. %! !( & !' $ %" %& $ ! %" $% %'" $0 $ & %" + ! & % tablet, as well as the 7.5 hours of ba ery life. With Kindle Fire free ""% !$ - & % '$ %% &! +!'$ & $"$ % &)!$ .

SEPTEMBER / OCTOBER 2013

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05

APPLE iPAD MINI

& + !& $ + % "!) $ ' % &% $!& $ '& & % $ & & $& & & & '% ! &% & ) &- ! ba ery life and wide selec on of content. ' ' %'$ % '%& 3.6 % & ) % 43.< !' %- %& !( $ 43.8 !'$% ! $ . & $ & ""% !$ '% %%- % $ + !$ )!$ ) $ ( $ +!' $ .

9/% !* !$ % +!' &! $ ! & &% % % & % ! + %% % $! & !% " !" - & !* %! )!$ % ! & ! % $ 0 %! +!' % ! ' % !$ &% ( ! & & +!' ) & !'& no fied of every junk email.

03

SONY XPERIA TABLET Z

04

ASUS TRANSFORMER PAD 300 (TF300T)

The Transformer Pad TF300 con nues ASUSâ&#x20AC;&#x2122; trend of crea ng tablets that are both beau ful and powerful. While the screen is not as bright as the $ % !$ $- & ( $% $ 6 '% !$ % !!& !( $ " $ !$ . '%- the TF300 has one of the be er cameras weâ&#x20AC;&#x2122;ve used on a 10-inch tablet, if you like the idea of shoo ng things with a 10-inch tablet. Meanwhile, the op onal mobile keyboard dock adds lots of versa lity.

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SEPTEMBER / OCTOBER 2013

From Sony comes the thinnest & %& $! & & + &- & " $ & . & %"!$&% ! ! & % %& % % '%& % "$ %% ( % & & & & +!' %" % !$ ( %' $ & & ) & $ & ) " ! ! . & %! % ! ! & $ %& ' %" +% ) /( % .

Strong ba ery life and snappy " $ !$ & " $ & ! ! & %& "$ ' & &% ( . ! , +!'$ )!$ !$ ) & & advanced Xperia Email, Calendar and Contacts ""%- '% +!'$ (!'$ & '% %% ""% $! & $! ! ' &+ to benefit your '% %%.

02

GOOGLE NEXUS 7 (2013)

*'% : % !& ! + & %& $! & & ! & $ &- '& %! & %& :0 % & !( $ . & '%& 43.5 !' % ) & & %% ! '%& .67 % && $+ !( $ ;.8 !'$%- & % & + & & &% % + + %&% + ! $ . && $ %& - & *'% : %"!$&% % $"- ! !$ ' 4<53 * 4533 % $ - ' $ %. & % ' + !! & $ & - !) '% $% &! & " &! % $( % - "%- Google+, Calendar, and Chrome, ) % & ' & $!)% $.

01

APPLE iPAD 4

The fourth-genera on iPad has two things the compe on canâ&#x20AC;&#x2122;t match: a class-leading Re na Display !$ & 633-333 ""%. !& $ % & % ( high-resolu on screens, the iPadâ&#x20AC;&#x2122;s panel oďŹ&#x20AC;ers the best * ! $ & %%- ! !$ ! &$ %&. "!) $ ' 9 "$! %%!$ % $ + &! $' & %& ""% $!' - $! photo- and video-edi ng tools to robust oďŹ&#x192;ce suites.

Corporate users will want to use Exchange Ac veSync connec vity to synchronize Mail, Calendar and Contacts ! & . '% $% %! % & $! ( %& $$ + ! &% &! %% !$"!$ & $ %!'$ %.

SEPTEMBER / OCTOBER 2013

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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

Dylan Shetland jacke et Gucci

Green and brown single-breasted wool jacket with notch lapels and a two button fastening. Evoke the heritage of pre-war tailoring with Gucciâ&#x20AC;&#x2122;s Dylan Shetland jacket.

Wear yours with classic chinos and white shirt for a timeless style statement. matchesfashion.c com

Lulu Medium Leather And Suede e Shoulder Bag Saint Laurent Saint Laurent sets the style barometer with this slate grey leather and suede shoulder bag. A structured silhouette and plush fusion of textures makes this eternally chic plus-one a polished offering that will take you through each season. mytheresa.com

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Swarovski Crystal Necklace Anton Heunis

Metallic silver-tone and gold-tone necklace from Anton Heunis featuring a linked chain with rear bar hook closure and a pink, green and clear Swarovski crystal centre piece with dangling silver-tone charms. Part of the Queen Of Hearts Collection. antonheunis.com

Sheer Panel Dress in Black L’wren Scott

Understated opulence radiates from this immaculately tailored peek-a-boo sheath from L’Wren Scott. Black with sheer top panel in front and back, stand-up collar, 3/4-length sleeves, back zip closure, kick pleat. Sharply tailored fit. Team with pointy toe pumps and diamond earrings. stylebop.com

Customized Daytona Watch Rolex

Rolex Daytona customized watch.

PVD treatment.

Honeycomb dial.

Composition: steel montaignemarket.com

Joseph Cheaney Wilfred Oxford

Lovingly handcrafted in Northamptonshire, UK, Joseph Cheaney & Sons’ Wilfred Oxford shoes are a modern marvel made with heritage techniques passed down through generations.

Featuring burnished calf leather with a perforated design, quality and craftsmanship prevail to present you with these classic shoes. harrods.com

SEPTEMBER / OCTOBER 2013

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STUFF WE LIKE Check out the latest gadgets and a host of other items for executives on a break or having some family time ‚NETATMO

WEATHER STATION

Now this is the right gadget for all those readers who need to keep a closer look on the weather! The Netatmo Weather Station is the best climate gadget for all Asthma and Allergy sufferers. It’ll provide you with ample and detailed weather stats so that you can tell your lungs when it is safe to breathe.

netatmo.com

ÊLG POCKET PHOTO MINI MOBILE PRINTER

Now is this device cool or what? What it does is that it cuts down the time you spend at the printing center. All you need to do is connect this thing to any Android phone on the market via a cable or Bluetooth and print little awesome images which are tangible enough for you to carry around. The picture editing application allows you some editing as well.

lg.com

ÂIWEARABLE

ÂMAGNETIC

STONES

This magnificent gadget that you see here is especially for people who work in offices.

Do you ever get tired of the same boring desk space and nothing to funk it up a notch?

Well we have just the thing for you. These little multipurpose magnetic stones will just add the right amount of fun to your working table and will be good to take your mind of boring office stuff for a while when you want. If you’re tired of paper weights, try these for a new look and feel.

identity-links.com

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VIDEO CAM

Now all smart phone lovers can go crazy over this Wearable Video Cam for iPhone and Androids. All you gotta do is click one key and you publish the last half a minute of video on to the net and get a discussion started! Might be really amazing for journalists out on the hunt and not needing to carry a full blown camera for just snap shots of certain news eh?

looxcie.com

ÊMY CHARGE FREEDOM 2000 CASE

ÊULTIMATE EARS BOOM

Stay in touch with friends and family, take pictures, listen to music, play games — live your life fully charged. Experience the highest level of innovation in portable charging cases — the perfect balance between protection, function and fashion.

Say hello to new age technology with this lil’ funky gadget that takes your ordinary music player and blows out the volume to tri-fold and in the best possible way. It’s also protected with an acoustic skin that makes it water and stain resistant.

mycharge.com

ultimateears.com

‚IT7X2

BLUETOOTH HEADPHONES

These colorful little things are not just your regular headphones, but they come with a built-in microphone, Bluetooth, and of course amazing sound. So, if you’re out on the hunt for some fancy headphones this is definitely what you’ve been looking out for!

csr.com

‚PAPER

TAB

This invention by Intel, Plastic Logic, and Queen’s University has given an insight into the near future. It is a 10.7 inch touch screen that is bendy and feels like laminated paper. The catch is that the Corei5 processor and the Intel chip cannot be bendy so they are housed in a separate box but who cares! This cannot get more amazing.

hml.queensu.ca

·THE

RECON JET

The apparatus resembles the Google Glass except that the screen sits slightly below the wearer’s line of sight instead of above it, and the whole kit is mounted on a pair of sporty-looking polarized sunglasses.

The system interfaces with your iPhone or Android handset to leverage various phone functions and apps while relaying your speed, elevation, distance traveled and more. It also features a built-in camera for recording video and snapping photos. Everything is controlled via a touch-sensitive pad on the right-hand side of the glasses, which Recon says can be manipulated even if you’re wearing gloves.

jet.reconinstruments.com

SEPTEMBER / OCTOBER 2013

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TAMKEEN Aims to engage the public and improve services amkeen announced the launch of the “Community Engagement Initiative”, a new initiative which seeks to enhance its reach within communities across Bahrain, and provide better services through its programs to develop the capabilities of Bahrainis and enterprises in the private sector.

The Community Engagement Initiative was officially launched by Chairman of Tamkeen His Excellency Shaikh Mohammed bin Essa Al Khalifa, senior Tamkeen officials, stakeholder representatives, as well as the new Tamkeen community representatives.

The initiative involves having trained community leaders from all governorates as official Tamkeen representatives to communicate with citizens in their areas. The representatives, who are nominated by Tamkeen stakeholders from leading youth, social, and charitable organisations, will engage with people in their respective areas, promote Tamkeen programmes and encourage people to benefit from them, as well as channel people’s views and suggestions to Tamkeen.

The initiative will complement the ongoing orientation sessions conducted by Tamkeen’s Customer Engagement and Support team at community centers across the Kingdom, including civil society organisations, professional and educational associations, sport and cultural clubs, places of worship, and majlises. So far in 2013, more than 3,000 men and women of all ages and from all sectors and backgrounds attended these sessions, which are expected to reach about 150 sessions by the end of the year.

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KINGDOM SHOPPING

FESTIVAL HELD A Unique Shopping Experience at Oasis Mall

S

tar Events organized the Kingdom Shopping Festival at the Oasis Mall in Riffa over the last weekend of August. The festival had stalls offering unique deals on all kinds of products including bags, shoes and accessories. Children were treated to activities such as face painting. Local entrepreneurs also had the opportunity to showcase their products.

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THE ESSENCE OF LUXURY The new Mercedes Benz S-Class Unveiled

T

he new Mercedes-Benz S500 was unveiled during a ceremony at the Royal Golf Club by Bahrain dealer Al Haddad Motors.

The new S-Class is described as the worldâ&#x20AC;&#x2122;s first car able to detect bumps on the road - and adjusts the suspension accordingly.

Among those at the launch were Al Haddad Motors vice-chairman Rasool Al Haddad, general manager Graeme Newport, management and sales consultants.

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McDonald’s Embraces Local Breakfast Flavours Launches Halloumi Muffin

M

cDonald’s Bahrain announced the launch of its newest breakfast offering – the Halloumi Muffin. A unique event was organized to give members of the press a behind the scenes look. Editors and bloggers were invited to make their

own Halloumi Muffin at the McDonalds’ Exhibition Road branch.

Abdulla Adel Fakhro, Director of Fakhro Restaurants Co. WLL commented: “We recognize the value and importance of a convenient, nourishing morning meal, and are

proud to share our new Halloumi Muffin with our customers in Bahrain. This is an exciting addition to McDonald’s breakfast menu, and is one that offers a modern take on a traditional Arabic favourite. We are confident it will be well-received by our customers.”

SEPTEMBER / OCTOBER 2013

75

BAHRAIN

CITY CENTRE HOSTS EXCLUSIVE MEDIA DINNER

T

o thank the media for their support, Bahrain City Centre treated guests to a delectable dinner at the Kempinski Grand & Ixir Hotel Bahrain City Centre. In addition, media got the chance to watch exciting Sonastra show from the Bahrain Summer Festival including swinging poles, BMX bike artists and the Cyr Wheel in the Central Galleria.

“The media are instrumental in sharing Bahrain City Centre activities, news and updates with members of the community,” said Duaij Khalifa Al Rumaihi, Senior Mall Manager, Bahrain City Centre.

“We are pleased to have held this dinner to thank the media for their on-going support year-on-year.”

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SEPTEMBER / OCTOBER 2013

BAHRAIN CITY CENTRE MARKS ITS 5TH ANNIVERSARY The Bahrain Cityy Centre organized g a special p event to mark its fifth anniversary. y The mall is hosting a month of family-fun, raffle draws and competitions and exciting stage shows for kids.

A

n official cake cutting ceremony took place to kick off celebrations. Dr. Hassan Fakhro, Minister of Industry & Commerce along with delegates and senior officials from Majid Al Futtaim Properties inaugurated the event and mall visitors were handed special anniversary cupcakes to celebrate with the community.

“Since opening its doors five years ago, Bahrain City Centre has quickly established

itself as the nation’s landmark, favored meeting point for the community and a key driver of the retail and tourism sectors in Bahrain,” said George Kostas, CEO of Majid Al Futtaim Properties. “As a flagship property, we will continue to invest in its evolution through strategic opportunities with the government and retail partners that ensure its leadership position.”

“Bahrain City Centre has reached

another milestone and this could not have been achieved without the support of the government and the wider community, who have been instrumental to our success,” said Duaij Khalifa Al Rumaihi, Senior Mall Manager, Bahrain City Centre. “To celebrate this success, Bahrain City Centre is giving back to the community and we look forward to joining in on the festivities with a variety of familyoriented activities and entertainment.”

SEPTEMBER / OCTOBER 2013

77

DOMAIN BAHRAIN

HOSTS INTERNATIONS

T

he Domain Bahrain hosted an exclusive event for members of InterNations. Over 175 guests, from every corner of the world, attended the event while enjoying amazing panoramic views of the city from The Domainâ&#x20AC;&#x2122;s premier social space Txoko, a Basque sky lounge crowning the top floor of the hotel. The resident mixologist charmed the crowd with his latest creations of flavorsome concoctions and the electrifying night also saw five lucky guests leaving

with some amazing prizes including a stay at The Domain.

InterNations is the first international online community for people who live and work abroad. The network aims to support people when moving to or settling in Manama; to connect with fellow expatriates in the country, receive helpful advice and information about expat life in Bahrain and join the InterNations get-togethers to meet up with other expats from the international community in Manama.

ASE AN Day Celebrated A

special ceremony was organized at the Al Aali Mall by the Malaysian Embassy to mark the 46th Association of South East Asian Nations (Asean) foundation day.

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SEPTEMBER / OCTOBER 2013

The highlight of the event was a game of â&#x20AC;&#x2DC;Sepak Takrawâ&#x20AC;&#x2122; - a native sport to the Malay-Thai Peninsula. Community members, diplomats and government officials attended the event in the presence of Ambassador Dato Ahmad

Shahizan Abd Samad. Also present were Thai Ambassador Vichai Varasirikul, Philippine Ambassador Sahid S Glang, Indonesian Ambassador Helman Arisman and Brunei Ambassador Pehin Dato Abduljalil Ahmad.

THE GOLDEN PEACOCK LAUNCHED

M

irador Hotel held a ceremony at their premises to launch its new Asian restaurant ‘’The Golden Peacock’’. The event was held in association with Oman Air. It was attended by dignitaries including the Omani Ambassador, HE. Dr. Sulaiman Bin Saud Al Jabri, Indian Ambassador HE. Dr. Mohan Kumar, Thai Ambassador, HE. Vichai Varasirikul, Owner & Managing Partner of Mirador Hotel Mr.Pawan, invited guests and members of the media.

NEW CONCEPT UNVEILED AT PRIMAVERA Ritz Carlton Gives Media A Sneak Peek

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he Ritz Carlton Bahrain Hotel and Spa organized an event at their signature Italian restaurant Primavera to introduce their new menu, and activities. The management explained the changes made and the chefs introduced the new concepts.

SEPTEMBER / OCTOBER 2013

79

RASOI LAUNCHED Ramee Grand Hotel and Spa Unveils Indian Restaurant

T

he Ramee Grand Hotel and Spa organized an event to mark the opening of â&#x20AC;&#x2DC;Rasoiâ&#x20AC;&#x2122;, their Indian restaurant.

The event was attended by the Indian Ambassador,

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SEPTEMBER / OCTOBER 2013

HE Dr. Mohan Kumar and Mrs. Mala Kumar, the management and staff of the Ramee Group including Mr. Shantaram Shetty and his family, a number of dignitaries and guests and members of the media.

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HOTEL guide YOUR GUIDE TO THE KINGDOMâ&#x20AC;&#x2122;S HOTEL OUTLETS

DINING SHERATON HOTEL BAHRAIN Al Safir Restaur Restaurantt Gastronomical buďŹ&#x20AC;ets for breakfast lunch and dinner as well as superb ĂĄ la carte options.

Opening Hours: Breakfast 6:30 AM -10:30 AM Lunch 12:30 PM â&#x20AC;&#x201C; 3.30 PM Dinner 7:30 PM â&#x20AC;&#x201C; 11:30 PM

Soie Chinese inese Restaur Res Restaurant taurantt Relax in the dramatic ambience with dark wood floors, oriental ornaments and lanterns.

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 Internatio Inter tionall Exquisite buďŹ&#x20AC;ets with flavors from across the world. Available is breakfast, lunch and dinner and also a la carte and live cooking station.

Opening Times: Daily 6:30AM to 10:30 AM (11AM on weekends) Lunch: 12:30PM to 3:30PM Dinner: 7:00PM to 10:30PM

Wok: South East Asian RRestaurant estaurant staur t The perfect combination of stones and wood in the dĂŠcor to reflect an Asian feeling is defiantly there.

Golestan olestan Restaur Restaurant Res taurantt

Tapas:: Restaurant Tapas Restaur t

Discovery of traditional Iranian dishes with freshly oven-baked breads served at the table.

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: Mer : Seafood Restaurant Restaur t 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.

A perfect place to meet and enjoy a cup of espresso, refreshing beverages and light snacks.

Opening Hours: Daily: 7:00PM to 11:00PM

Opening Hours: Daily: 7:00 AM â&#x20AC;&#x201C; 10:00 PM

Pashawat: Arabic ic Restaurant Restaur t

Al Safir:

Soie Chinese Restaurant:

Golestan Restaurant:

SEPTEMBER / OCTOBER 2013

Designed with an indoor and an outdoor seating area, this outlet will serve authentic Italian food.

Opening Hours: Wednesday to Monday: 7:00PM to 11:00PM Wok is closed on Tuesdays

Espressamente Espressam ente te Illyy

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Fiamma: Italian talian Res Restaur Restaurant taurantt

Opening Hours: Daily: 7:00 PM â&#x20AC;&#x201C; 11:30 PM Closed on Saturday

Opening Hours: Saturday to Thursday Lunch 12:30 PM â&#x20AC;&#x201C; 2:45 PM Dinner 7:30 p.m. â&#x20AC;&#x201C; 11:30 PM Friday: Lunch 12:30 PM â&#x20AC;&#x201C; 3:45 PM Dinner 7:30 PM â&#x20AC;&#x201C; 11:30 PM Closed on Sunday

Baharat, Kempinski

SOFITEL BAHRAIN ZALLAQ THALASSA SEA & SPA

Espressamente Illy:

It is open in the evenings and oďŹ&#x20AC;ers 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)

China Garden The restaurant, which is designed in a modern oriental style, oďŹ&#x20AC;ers a varied selection of food influenced by distinct Chinese regions creating Cantonese, Szechuan and Peking specialties.

La Med, Ritz Carlton

Opening Hours: Monday to Saturday Lunch 12:00pm to 3:00pm Dinner 7:00pm to 11:00pm Closed on Sunday

THE K HOTEL Klouds Enjoy an assortment of culinary delights with their special Themed Nights everyday of the week.

Opening Hours: Daily: 7PM to 11PM

Friday Brunch r Discover The K diďŹ&#x20AC;erence in

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 oďŹ&#x20AC;ers 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 loung

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 Lo Loung Lounge ge

Opening Hours: Daily: Noon to 2AM

Outdoor seating and Arabesque interiors, experience the finest Lebanese dining.

Opening Hours: Tuesday to Sunday: 7PM to 2AM

THE RITZ CARLTON, BAHRAIN HOTEL & SPA Overlook Overloo o k Ca CafĂŠ fĂŠĂŠ 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 M edd 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 BuďŹ&#x20AC;et: 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 ton Club Cl

The Lobby Lob byy Loung Lounge Lo g e 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

TThe he Ritz Gourmet Lo Lounge L o ungg e 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 â&#x20AC;&#x201C; 3:00pm Dinner 7:00pm â&#x20AC;&#x201C; 11:00pm

Takht Jamsheed Fusio nss Fusions

Plumss

Satoo

Fusions is a contemporary and stylish rooftop restaurant boasting unrivalled views over the hotelâ&#x20AC;&#x2122;s tropical gardens and Manama skyline.

Opening Hours: Sunday to Friday 6pm â&#x20AC;&#x201C; 12am Closed on Saturday

La Pergola Renowned for being one of Bahrainâ&#x20AC;&#x2122;s oldest Italian eateries, the intimate restaurant oďŹ&#x20AC;ers a fantastic Mediterranean ambience with a vaulted roof and striking wall murals depicting scenes of ancient Rome.

Opening Hours: Lunch 12:00pm â&#x20AC;&#x201C; 3:00pm Dinner 7:00pm â&#x20AC;&#x201C; 11:00pm

Margarita Mexicana All dishes, including tortillas and guacamole, are freshly prepared at guestsâ&#x20AC;&#x2122; tables to guarantee that the menu and fine dining experience are as authentic as possible.

Opening Hours: Sunday to Friday 6:00pm â&#x20AC;&#x201C; 12:00am Closed on Saturdays

Royal Thaii The restaurant is situated in a grand pagoda in the grounds of the hotelâ&#x20AC;&#x2122;s tropical gardens and provides scenic views overlooking p g the turquoise waters of the outdoor swimming pool.

Opening Hours: Tuesday to Sunday Lunch 12:00pm â&#x20AC;&#x201C; 3:00pm Dinner 7:00pm â&#x20AC;&#x201C; 11:00pm Closed on Mondays

Taking inspiration from Persiaâ&#x20AC;&#x2122;s royal palace of Takht Jamsheed, the Gulf Hotelâ&#x20AC;&#x2122;s chic restaurant oďŹ&#x20AC;ers a fine dining experience fit for a king.

Opening Hours: Tuesday to Sunday Lunch 12:00pm â&#x20AC;&#x201C; 3:00pm Dinner 7:00pm â&#x20AC;&#x201C; 11:00pm Closed on Mondays

Zahll e 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 â&#x20AC;&#x201C; 1:00am Weekends: 7:00pm â&#x20AC;&#x201C; 2:00am Saturday Lunch 12:00pm -3:00pm Dinner 7:00pm â&#x20AC;&#x201C; 2:00am

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Golestan, Sheraton Hotel Bahrain

Opening Hours: Daily: 7AM to Midnight

GULF HOTEL Al Waha Wah ahaa 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 â&#x20AC;&#x201C; 10:30am Lunch 12:00pm â&#x20AC;&#x201C; 3:30pm Dinner 7:00pm â&#x20AC;&#x201C; 11:00pm Friday Brunch: 12:30pm - 4:00pm SEPTEMBER / OCTOBER 2013

Royal suite, living area - The K Hotel

KEMPINSKI GRAND & IXIR HOTEL

Opening hours: Daily: 7:00pm - 12:00am

T-spoon

Mediterranean Grill buďŹ&#x20AC;et 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 â&#x20AC;&#x201C; 11:00 pm

Mezzaninee Loung Mezzanin Lo Lounge ge 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

AL SAFIR HOTEL Yalla Yallaa

Nasmat - Lounge & Restaur Restaurantt

In place of Savoy CafĂŠ, Yalla Yalla oďŹ&#x20AC;ers lunch and dinner buďŹ&#x20AC;tets as well as an ala carte menu.

The al fresco poolside Mediterranean ambiance oďŹ&#x20AC;ers a haven in which to escape and unwind from Manamaâ&#x20AC;&#x2122;s buzz throughout the day.

Bennig anâ&#x20AC;&#x2122;s Benniganâ&#x20AC;&#x2122;s â&#x20AC;&#x2122;s

Opening Hours: 10:00 am â&#x20AC;&#x201C; 7:00 pm

Saveur Contemporary international cuisine and luxurious ambience ensure its place as Manamaâ&#x20AC;&#x2122;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 ina Itali 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

SHOPPING SHERATON HOTEL BAHRAIN Alhilal Bookshop Books ooks hop o

MĂ&#x2013;VENPICK HOTEL BAHRAIN Silkâ&#x20AC;&#x2122;s restaur restaurant taurantt 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 â&#x20AC;&#x201C; 4:00pm Dinner 5:00pm â&#x20AC;&#x201C; 12:00am

Opening Hours: Daily: 9AM to 9PM

THE RITZ CARLTON, BAHRAIN HOTEL & SPA CChopard hopard opard Bo Boutique utique tiq Opening hours: Daily: 7AM to Midnight

Mohd ohd Sharif Hatam & So Sonss

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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SEPTEMBER / OCTOBER 2013

Opening hours: Saturday to Thursday: 10AM to 2PM â&#x20AC;&#x201C; 4PM to 8PM

SPA & SALON SHERATON HOTEL BAHRAIN

KEMPINSKI GRAND & IXIR HOTEL Pure Spa Opening Hours: Daily: 11:00 am to 8:00 pm

Image Spa & Leisure Leisur Opening Hours: Daily: 6Am to 10PM

Sheratonn Health Sherato lt Cl Club l ub Opening Hours: Daily: 7AM to 10PM

Sheraton raton Fit Fitness ness ss Opening Hours: Daily: 9AM to 8:30PM

SOFITEL BAHRAIN ZALLAQ THALASSA SEA & SPA

THE RITZ CARLTON, BAHRAIN HOTEL & SPA Elie lie & Jean Beauty CCenter enter t rGents Saloo Saloon on Opening hours: Saturday to Thursday: 9:30AM to 8PM Friday: 10AM to 7PM

Sports Club lub & SSpa pa (Membership (Mem bership rshi only only) y) Opening hours: Daily: 5:00AM to 10:30PM

Thalassotherapy otherapy (Call for Appointment)

THE RITZ CARLTON, BAHRAIN HOTEL & SPA Elie & Jean Bea Beauty uty ty Center Cent r Gents Salo Saloo Saloon on Opening hours: Saturday to Thursday: 9:30AM to 8PM Friday: 10AM to 7PM

Sports Club & SSpa pa (Membership only onl only) ly) Opening hours: Daily: 5:00AM to 10:30PM

AL SAFIR HOTEL Ann BBeauty eauty ty Salo Salon Come in and relax to soothing music as our therapists provide the perfect treatment.

Al Safir Hotel & Tower:

Email: alsafirh@batelco.com.bh Benniganâ&#x20AC;&#x2122;s:

Website: bennigans.com.bh Cucina Italiana:

Website: cucinaitaliana.com.bh

THE PERFECT ESCAPE A REVITALIZING â&#x20AC;&#x2DC;TURKISH HAMAMâ&#x20AC;&#x2122; EXPERIENCE

T

he perfect escape from the bustling fashionable Seef district, Pure Spa at the Kempinski Grand Hotel offers holistic treatments with organic ingredients and exclusive five-star spa services. From this month, Pure Spa invites you to step into a sanctuary steeped in history and tradition of ancient Turkey, its magnificent Turkish Hammam.

A ritual reminiscent of a time long passed and traditionally a place for social gatherings, sooth your body and calm your mind within a steaming, stove-

Fiamma, Sofitel

heated chamber of marble.

Do make sure that you arrive half an hour early to enjoy the luxurious facilities of the Spa. The Jacuzzi, in itself is like a full-fledged spa, transporting you to serenity. The Turkish Hamam treatment starts off with a soak in very comfortable temperature controlled water. And as you enter the door of the Hamam itself, you are transported to a different time and place. At the gentle hands of a seasoned and highly trained professional, enjoy a full-body scrub with the traditional Turkish

kese mitt, before becoming enveloped in delicate foam and wrapped in a luscious body mask to leave your skin supple and your soul revitalized.

The final touch to this experience is a dip in icy cold water. Although it will send a shier down your spine, your body will truly thank you for it once you are done. A sip of the delicious honey and ginger tea and you are good to go. This is truly a quick trip to recharge your batteries, refresh your body and revitalize your mind. A mini vacation in the span of an hour.

NIGHTLIFE SHERATON HOTEL BAHRAIN An Nada Lo Lounge unge g Opening Hours: Happy Hour: 1:00 pm to 7:00 pm Daily 1:00 PM â&#x20AC;&#x201C; 1:00 AM

THE K HOTEL The K lo lounge unge g Opening Hours: Daily: 11AM to 2AM

Champions ions Sports Loung Lounge Lo ge Opening Hours: Daily: 11AM to 2AM

Amber Ba Barr Opening Hours: Daily: 6PM to 2AM

Lagoon Pool BBar arr Opening Hours: Daily: 8AM to 8PM

Lobby Loung Lounge g e BBar arr Opening Hours: Daily: 8AM to Midnight

Opening Hours: Monday to Sunday: 5:00pm - 2:00am

Bizarre re Loung Lo Lounge ge Opening Hours: Daily: 9:00pm - 2:00am

GULF HOTEL Sherlock Holm Holmes ess Opening Hours: Daily: 12:00pm â&#x20AC;&#x201C; 2:00am

Typhoon Bar and Lo Lounge unge g Opening Hours: Daily: 5:00pm â&#x20AC;&#x201C; 1:00am Happy Hour: 5:00pm â&#x20AC;&#x201C; 7:00pm

Vintage Wi Wine i ne BBar arr Opening Hours: Daily: 5:00pm â&#x20AC;&#x201C; 1:00am

Tapas: Ta pas: s: BAR Opening Hours: Daily: 11:30AM to Midnight

Boudoir oudoir

SOFITEL BAHRAIN ZALLAQ THALASSA SEA & SPA

KEMPINSKI GRAND & IXIR HOTEL

NOVOTEL AL DANA RESORT Le Bellevu Bellevue vue A relaxed yet elegant bar oďŹ&#x20AC;ering one of the most stunning views of the sea and city skyline. Light live music in the evenings.

Opening hours: Daily: 4:00pm - 2:00am

Pool BBar arr Pool bar is open on weekends during December- February and every day from March 1 until November. (Closed during Ramadan).

Opening hours: Daily: 9:00am -8:00pm

SEPTEMBER / OCTOBER 2013

85

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Quoted “The ability to influence others needs to be a part of your leadership toolkit, because without it, you aren’t leading anyone.”

Mary Jo Asmus

“Mistakes are inevitable, its how you deal with them that really counts.”

“I believe that banking institutions are more dangerous to our liberties than standing armies.

Sameer Uchi

Thomas Jefferson

“Al Jazeera takes a clear position in every country from which it reports — not based on journalistic priorities but rather on the interests of the Foreign Ministry of Qatar. In order to maintain my integrity as a reporter, I had to quit.”

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