Business In Gulf march 2016

Gulf

BUSINESS march 2016 VOLUME-10 NO.03 Bahrain:BD 2 - Qatar:Riyal 30.00 - Oman:Riyal 3.00 - UAE:Dirhams 30.00 - Kuwait:KD 3 - Saudi Arabia:Riyal 30.00

BUS ESS a Gulf Business magazine for today’s entrepreneurS

IN Gulf

the

telecom edition ws Intervie eos c e with th co, l e t a b of iva zain & v

march 2016 / Vol-10 No:03

Downturn At GCC’s Doorstep

How to Prepare for the Tough Times Ahead

Smart Solutions

Using Digital Startegies to Transform Your Brand

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talabat Former Talabat CEO mohammed jaffar discusses the record-breaking sale

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March

BUSINESS Contents Gulf

42 44 the art of negotIatIon

By dr. mukhtar al-hashimi

go gorgeouS the mobile Salon & Spa

46

52 Importance of havIng a ‘cSr’ Strategy

By Khalid al Qoud

76 mohammed jaffar Interview With the former ceo of talabat 2

march 2016

faISal alIreza

talking Business Behind the Wheel of a Bentley

March

BUSINESS Contents Gulf

48

at a glance COvEr STOry 52

mohammed jaffar Former CEO of Talabat

EnTrEprEnEurS

doWnturn at gcc’S doorStep how to ride out the perfect Storm

66

38

rooms interior design One-stop Design Solution

40

my door Dry Cleaning at your Doorstep

COnTriBuTOrS 58

anita menon Digital Transformation Strategies for your Business

60

eman Bu-rashid Making Mark Through personal Branding

rEgulArS

64 Style fIle

the classiest fashion pieces

gadgetS

64

fashion Bold statements

66

gadgets The latest in electronics

70

hotel listings All they have to offer

80

Quoted What the vips said

the coolest lifestyle Items

BIG Words

If you were to tell someone a hundred years ago that one day, thousands of pages’ worth of information could be accessed by a few taps on a 6-inch glass screen, they would probably think you were crazy.

Today, however, smartphones have become almost a necessity to the majority of us, and one almost wonders how people managed to get by without them just a decade ago. While most of us seem to take this for granted, connecting people across the globe through a hand-held device requires a staggering level Parth Vaya of ingenuity and persistence. In this issue, we bring you Deputy Editor interviews with the CEOs of the three major telecom 4

march 2016

operators in the country to gain a little insight into how they make this possible, and what the future holds for the telecom industry in Bahrain. As our cover story this month, we feature Mohammed Jaffar, the former CEO of Talabat as he talks about the record-breaking sale of his company to German conglomerate, Rocket Internet. Last but not least, we feature a number of local entrepreneurs such as Fatima Saeed, founder of Gogorgeous Mobile Salon and Spa, and Ebrahim Ahmadi, founder of MyDoor, the mobile dry cleaning service. Wishing you a pleasant month, and as always.

Have a good read!

d

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BUSINESS Gulf

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$352 Billion Estimated cost of planned Middle East railway projects.

4.67

Tonnes

Total amount of Bahrain’s Gold Reserve.

308,374

Number of people who entered the Kingdom during the second week of February.

22 75 %

$billion Size of GCC’s insurance pool.

The percentage of banking jobs in the country held by Bahrainis.

205,836 Number of people who attended the annual Autumn Fair.

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NEWS

BahraiN said To iNvesT $250 miLLioN iN russiaN sTaTe iNvesTmeNT fuNd

LNG distribution centre to open in Bahrain BAHRAIN: Bahrain will establish a Liquefied Natural Gas (LNG) distribution centre with an approximate cost of $600 million. Energy Minister Dr Abdulhussain Mirza said that Bahrain is set to become a distribution centre for Russian LNG in the region. Bahrain has signed a deal with Russian oil company, Gazprom, to import LNG from Russia and to establish a distribution centre in the Kingdom. A special harbour would be ready to operate in the first half of 2018. The announcement came on the sidelines of His Majesty the King’s visit to Russia.

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BAHRAIN: Bahrain’s sovereign wealth fund Mumtalakat has pumped $250 million into Russia’s fund for direct investments. The Russian Direct Investment Fund (RDIF) is a $10 billion fund established by the Russian government to make equity investments primarily in the Russian economy.

Mumtalakat has invested a total of $250 million into the RDIF and other projects worth $255 million are in the pipeline.

Russian President Putin and King Hamad also pledged to continue increasing cooperation between the two countries, deepening bilateral ties and working together to fight common threats.

BahraiN’s New Traffic Law comes iNTo force BAHRAIN: Bahrain new traffic law, ratified

by His Majesty king Hamad bin Isa Al Khalifa in mid 2014 came into force in early February.

The law was the result of careful studies and researches that lasted for eight years. The cabinet referred the law to the Council of Representatives and Shura Council in November 2007 after sensing the importance of the law and its role in reducing traffic accidents in Bahrain,

especially serious ones. The Interior Minister Lt. General Shaikh Rashid bin Abdulla Al-Khalifa ordered to set a legal framework that reduces traffic accidents. These directions were a starting point for the General Directorate of Traffic to reach the ultimate goal of saving lives and property. The law imposes tougher penalties to achieve traffic safety to deter offenders. The law will also focus on easing traffic jams.

MARKET BASKET A way of measuring the cost of living. A collection of products or services which consumers buy on a regular basis, and the prices which are paid for them.

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NEWS

BahraiN awards $1.1BN coNTracTs for New airporT TermiNaL BAHRAIN: Bahrain has awarded a contract worth $1.1 billion to construct a brand new terminal at Bahrain International Airport to a joint venture of between the UAE’s Arabtec and TAV Construction from Turkey. The contract, which was signed at Bahrain International Air Show 2016

at Sakhir Airbase, includes the construction of the new passenger terminal building, the main services building and an aircraft bay. The deal is part of Bahrain airport’s modernization programme that will increase the facility’s capacity to 14 million passengers annually when it is fully completed.

TAMKEEN LAUNCHES KAIZEN CONSULTANCy PROgRAMME

BAHRAIN: Tamkeen announced the launch of the KAIZEN quality consultancy programme, which will

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provide businesses with a number of opportunities to adopt the Japanese KAIZEN business framework to improve labour productivity and management. This programme will be implemented in cooperation with the Japan International Cooperation Agency (JICA).

The partnership with JICA to bring KAIZEN to Bahrain’s private sector, stems from Tamkeen’s efforts to empower enterprises and businesses to become better diversified and more productive.

GreeN LiGhT for secoNd BahraiNsaudi causeway BAHRAIN: Plans for a second causeway linking Bahrain with Saudi Arabia are expected to be finalized by the end of this year, Bahrain’s transport minister has revealed. Following completion of a feasibility study of the proposals last month, the two

countries are expected to press ahead with plans for a second causeway that would comprise a new road and rail link between Saudi Arabia and Bahrain – and connect to the proposed GCC rail network scheduled for completion in 2018.

BAHRAIN’S INvESTCORP BUyS STAKE IN SAUDI RETAIL FIRM BAHRAIN: Bahrainbased Investcorp has announced that it has acquired a minority stake in one of Saudi Arabia’s leading supermarket and hypermarket groups, Bindawood Holding.

Bindawood manages two key brands - Bindawood and Danube - across 40 hypermarkets and supermarkets in major Saudi Arabian cities,

MISSION STATEMENT A written declaration of an organization’s core purpose and focus that normally remains unchanged over time.

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including Makkah, Madinah, Jeddah, Riyadh and Khobar. The Bindawood brand is focused on the mid-range customer segment and pilgrims in the holy cities while Danube generally appeals to higherend customers by stocking higher-price point products.

Bindawood Holding becomes Investcorp’s sixth portfolio company in Saudi Arabia.

NEWS

UAE ANNOUNCES CREATION OF ‘MINISTRy OF HAPPINESS’ UAE: The prime minister of the United Arab Emirates, Sheikh Mohammed bin Rashid Al Maktoum has announced the creation of a new Ministry of Happiness in the Arab Gulf state. The job of Minister of the State of Happiness went to Ohood Al Roumi, who will also continue in her existing role as director-general of the prime minister’s office. She

was one of seven women named to posts in the new 29-member Cabinet.

According to him, the new Minister of State for Happiness, “will align and drive government policy to create social good and satisfaction.” A Minister of State for Tolerance, meanwhile, will “promote tolerance as a fundamental value in UAE society.”

ALBA ANNOUNCES NEW MANAgERIAL TEAM BAHRAIN: Aluminium Bahrain (Alba), recently announced the appointment of four new managers in key departments of the company. The new managers are: Nezar Hameed Ali as Manager Operation Support

Services (OSS), Hussain Al Malali as Manager Customer Technical Support (CTS), Mohd A. Rahim Zainal as Manager Reduction Line 5 and Khalid Ahmed Shareef as Manager Reduction Maintenance & Services.

BahraiN BaNs iraNiaN ships from iTs porTs BAHRAIN: Bahrain has followed Saudi Arabia and banned Iranianflagged vessels from entering their waters and imposed other shipping restrictions due to rising tensions between Tehran and Riyadh.

Iran has been endeavouring to increase its oil exports but still faces insurance and financing obstacles in

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spite of the lifting of international sanctions on its banking, insurance and shipping sectors last month in the context of the nuclear deal with world powers. Restrictions on Iranian vessels are unlikely to influence international trade, though the uncertainty will impede Iran’s trade in the region.

BahraiN officiaLs warN aGaiNsT ToBacco Tax price-hikes BAHRAIN: Authorities in Bahrain have announced a crackdown on traders ramping up the price of tobacco following the introduction of a new import tax at the beginning of this year. Any retail outlet that tampers with the price of tobacco risks a maximum five-year jail sentence and/or minimum BD5000 ($ 13,272) fine for breaking the Consumer Protection Law. The announcement came following reports

ARBITRATION Settlement of a dispute between parties to a contract by a neutral third party (the arbitrator) without resorting to court action.

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that the imposition of the new import tax on tobacco had prompted retailers to hoard cigarettes and overcharge customers.

Bahrain increased the import duty levied on tobacco from 100 percent to 200 percent last month as part of efforts to boost state revenues as the kingdom works to plug a substantial budget deficit. However, the price of a single packet of cigarettes would only go up by 200 fils despite the changes.

NEWS

Network failure

Al Jazeera America to close, just 3 years after it paid $500m for Al Gore’s cable channel QATAR: Al Jazeera is shutting down its US television and digital operations, citing a tough business climate for media companies.

Started in 2013, Al Jazeera America will end operations by the end of April. Charles Herring, president of closely held Herring Networks Inc., expressed interest in acquiring its slot on cable systems.

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“Our business model is simply not sustainable in light of the economic challenges in the US media marketplace,” Al Anstey, chief executive officer of Al Jazeera America, wrote in a memo to staff.

The Qatar-based TV network controlled by the Middle Eastern state’s royal family has struggled to build an audience in the US, posting weak ratings as more

Americans forgo cable-TV and satellite to watch shows from Netflix and Hulu. Anstey, in his memo, didn’t address how many jobs would be lost. He told employees they will meet with human resources to “outline a number of other measures that are being taken in order to support every one of you as a result of today’s announcement.”

Al Jazeera introduced its

cable-news channel in the US after paying $500 million for Al Gore’s Current TV. The company hired 700 staffers for a dozen US bureaus to produce in-depth reporting on topics such as healthcare reform, drugs in baseball and gun violence in Chicago. To boost its appeal to an American audience, Al Jazeera hired former CNN personalities Soledad O’Brien and Ali Velshi.

TANGIBLE ASSET Physical assets, such as machinery, buildings, vehicles, cash, etc., which are owned by a company or individual.

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NEWS

clean break

Why a Citigroup investment banker quit to launch a high-tech laundry service in Dubai Bader Al Kalooti launched Laundrybox after half a decade at Citigroup. It is a sign of the times that fewer and fewer banking professionals are waiting around to find out whether they will survive the latest round of redundancies at their respective workplaces. One man who took matters into his own hands is 32 year-old Kuwaiti, Bader Al Kalooti, the founder of Laundrybox and former investment banker at Citigroup in Dubai, who left the bank in 2012 following half a decade in the role.

At the core of the Laundrybox concept is a network of automated and smart lockers in residential or commercial building lobbies. Users, usually tenants of the building, can drop off their laundry after creating an account online or at the locker kiosk. Although they can personalize

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their preferences, which are stored for future reference, Laundrybox staff additionally inspect each item of clothing, send a picture of problematic stains to the users informing them of the best way to treat them or return garments with untreatable stains free of charge. With a 24-hour turnaround the laundered clothes are delivered to the locker about which users receive an SMS notification.

At-home delivery is provided within 48 hours and users receive a phone call to set a delivery time.

An online payment option is also available. After quitting his job at Citigroup in January 2012, it took him one and a half years to perfect the system.

The winner of the Digital Business of The Year award at the recent Arabian Business StartUp Awards, Al Kalooti says his only concern now is how to manage the growth.

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BAHRAIN INTERNATIONAL

AIRSHOW 2016

A Huge Step ForwArd

Orders tOtalling $9 billiOn signed during the three-day event

T

he fourth edition of the Bahrain International Airshow was officially opened by His Highness Shaikh Abdullah bin Hamad Al Khalifa, Personal Representative of His Majesty the King and Chairman of the Supreme Organizing Committee of BIAS, in the presence of top government officials and senior aviation executives from MENA, Europe the US and Asia.

In its most successful event to date, the total figure of orders signed is more than triple what was signed in 2014. Organisers also announced a change in the date for the next event in two years’ time. As well as the record deals of the show, the organisers said participation was also at an all-time high with more than 135 participating companies. Visitor numbers were also up with attendance figures for both the public and trade days at over 30,000.

The event’s highlights included impressive displays from the official aerobatic teams of the Saudi and UAE Air Forces as well as the Russian and Indian teams, plus further aircraft displays from the UK Royal Air Force (RAF) and US Airforce.

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ELECTROSTEEL LAUNCHES REGIONAL HUB bd 2.5 MilliOn WarehOuse set uP in bahrain

I

ndia’s Electrosteel Castings, the world’s third largest producer of Ductile Iron pipes and ancillary products, inaugurated their new warehouse in Bahrain, which will be a one-stop solution for water projects, for the Bahrain & Middle East markets. Electrosteel is India’s largest producer of DI pipes, and is a global supplier in over 50 countries, with 9 subsidiary companies and distribution centres across the globe. The Bahrain facility will act as Electrosteel’s regional hub for sales and distribution activities to the Northern Middle Eastern markets. Electrosteel is the second Indian firm in recent months to expand into Bahrain, the first one being Synergies Castings, one of India’s leading aluminium casters and manufacturers of alloy wheels.

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EvEnt

HUBLOT 2016

COLLECTION UNVEILED

OFFiCial PresentatiOn at the ritZ-CarltOn, bahrian

H

ublot’s 2016 collection, launched in January during Hublot’s Geneva Days, were officially presented in Bahrain. The event took place at the Ritz-Carlton and featured some of Hublot’s most stunning designs yet. The new collection included watches for both men and women In attendance were a number of Hublot executives from the UAE, as well as a number of members from media.

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EvEnt

QUARTERLY

ROWAD MAJLIS at riyadat Mall

T

he quarterly Rowad Majlis, by the Bahrain Development Bank, was recently held at Riyadat Mall.

The event was attended by a number of the country’s brightest entrepreneurs, incubators tenants, mentors, and coaches.

Aptly dubbed ‘The Unveiling’, the event also marked the official launch of the Rowad Prgram’s website. Among the speakers at the event were Areije Al Shakar, Co-founder of the Rowad Program, and Vibe Media Co-founder Ali Mahmood.

The main purpose of the Majlis is to allow its members to network and mingle in a relaxing environment.

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‘Our goal is to offer a full range of digital solutions for the benefit of our customers and for the Kingdom of Bahrain’ 26 26

march 2016 march 2016

On the Right tRacK With Batelco ceo Muna al hashiMi

Despite not having a monopoly over Bahrain’s telecom sector for over a decade, Batelco has managed to retain its position as the country’s leading telecom service provider.

In an interview with Ms. Al Hashimi, we discuss her role as Chief Executive of Batleco’s Bahrain operations and how Batelco continues to stay ahead of its competition. e know from our research that you hold a Master’s degree in telecommunications from the University of Bahrain.

What was it that attracted you towards the telecom industry?

Following my degree in Electronic Engineering at the University of Bahrain I opted to take a Masters in telecommunications. I was attracted to telecoms, as back then it was just the beginning of mobile and internet which I found very interesting. My choice has never disappointed as I have witnessed firsthand the launch of so many new products and services. The speed of change is really incredible; there is no other industry to compare it with. I would never have imagined that in such a relatively short span of time the amazing technologies that seemed like science fiction then, would become a reality. I still find the possibilities fascinating. The dynamics of this industry and the ongoing new challenges and innovation are all aspects that fit very well with my passion.

As the CEO of Batelco Bahrain, which aspect or division of the business normally requires most of your attention? The product and service development side, or the marketing side?

There are strong teams in place in all Batelco’s Departments so my focus is generally divided across all divisions with additional attention given to key programmes depending on what is high on the agenda at any given time. Our Product and Marketing divisions both

play crucial central roles as our goal is to always provide an exceptional choice of innovative deals for our customers and market them via the relevant channels to reach our target audience.

During a normal work week, how much time do you spend in your office at Batelco’s headquarters and the company’s other buildings, respectively?

The majority of my working week is spent at HQ as that is where most of our Company’s divisions and staff are now based. I attend a number of meetings for specific purposes in other locations but with the availability of communication technology, many meetings can be held via video conferencing and conference calls so everyone can avoid time spent travelling and sitting in traffic.

Up until 2003, Batelco enjoyed a complete monopoly over the telecom industry in Bahrain. What measures has the company taken to try and consistently stay ahead of its competitors?

The marketplace is very competitive in Bahrain but we strive to stay ahead by being innovative and reliable, by offering only quality products, by being customer centric and striving to be first to market with new products and services. We not only provide end-to-end services and solutions for all customer segments but also ensure any follow up needs are met via our state-ofthe-art Customer Call Centre which operates 24/7 every day of the year. We also have the largest network of Retail Shops located all over the Kingdom which means our customers can meet face to face with our

front line staff no matter where they live.

Key additional support ensures that Batelco remains the leading solutions provider for business customers. Our unique value proposition for the Enterprise sector has been built around the concept of providing businesses with a range of benefits including solutions on lease & hire purchase basis and fully qualified support specialists including a dedicated account manager for each business. At the beginning of the year we also launched a new Service Centre dedicated solely for business customers.

In short, the combination of such a wide portfolio and unmatched customer support services, combine to give us the edge in this crowded market.

Batelco recently launched a new product, ‘Batelco TV’. Could you tell us a little bit about what this product is about and what it offers the customer?

Batelco’s new TV Service delivers a Full Digital Home Solution and features attractive bundled offers with Batelco Home Broadband. It offers subscribers LIVE broadcast TV channels covering all major Free to Air channels and Pay TV channels (all premium packages of OSN including but not limited to International, Arabic and Asian content). It also offers On-Demand services that includes Subscription Video on Demand (more than 1,000 titles included in the package), new movies on Pay-Per-View basis, Catch-Up TV: (Watch up to 2 weeks, and time-shift (Pause/Rewind LIVE TV). In addition, recording features, games and applications are key features of the TV service. march 2016

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How do you plan to market Batelco TV against the other, already established tv service providers in the country?

A big plus point for marketing our TV product successfully is that Batelco has the necessary high speed internet network allowing us to offer bundled deals starting from only BD10 per month. This represents great value for money for a high quality, full digital home solution. Other winning points are that the service includes OSN family channels as part of the package and additionally we are offering 3 months free for new or existing Batelco Home Broadband customers. Furthermore, Batelco Home broadband customers will benefit from free broadband usage while enjoying Batelco TV as the service does not impact on their bandwidth allowance.

One of the new buzz words in the communications industry these days is ‘digitisation’. Tell us about Batelco’s place in the new emerging digital world.

Digitisation is becoming the talk of the town! Batelco has always been focused on innovation – it’s at the heart of everything we do so naturally we are already making strides in this new direction. We no longer consider ourselves as just a regular services provider.

Our goal is to offer a full range of digital solutions for the benefit of our customers and for the Kingdom of Bahrain. Digital is Bahrain’s future and will undoubtedly reduce operating costs for businesses.

With the rapid growth in utilisation of mobile apps such as Whatsapp and Facebook, do you feel that SMS will become obsolete in the near future? If so, does Batelco plan to go along with the trend, or will they implement measures to ensure that doesn’t happen?

I believe that text messaging will not become obsolete anytime soon, keeping in mind that not everyone has bought into the idea of social networks and even though most phones today are ‘smart’ phones, huge numbers of customers still only use voice and SMS services. Consequently Batelco will continue to cater to the varying needs of all sectors and budgets.

Crucially, bulk SMS is still very much in demand as a marketing tool for companies to reach thousands of customers with direct marketing messages. Furthermore it provides a direct link for the banking industry and its customers, allowing customers to receive automated text messages when their ATM or Credit card is used, helping to offset fraudulent use of bank cards.

In response to the growing trend of online payments as opposed to paying hard cash, will Batelco start offering mobile payment services in the near future?

We continue to explore new technology trends that will add convenience for customers and a key area is the enhancement 28

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of options to streamline payment for goods and services without having to carry cash or cards. Currently our online payment options via e-services are very popular, but the growing demand is for mobile wallet services, to replace cash and cards with payment options directly from mobile devices. As with all new technology, Batelco will be quick to deliver it for our customers as soon as it becomes a viable option.

With the startup trend rapidly picking up in the country, a number of organizations such as Tamkeen have invested an enormous effort into promoting local entrepreneurs. What steps have Batelco made to help support Bahraini startups?

Batelco was one of the earliest organisations in Bahrain to promote the value of StartUp programmes. Back in 2011 we were the first company to host the internationally acclaimed StartUp Weekend for Bahrain, an event we repeated in 2012. Both events were hugely successful and firmly established the event in the Kingdom. Today Tamkeen has taken over the lead and Batelco continues to support the event through sponsorship and sitting on the judging panel and offering special packages for participants at the event.

‘i believe that teamwork is very important, and keeping in touch with the key players in all divisions of the company, crucial’ What are the company’s biggest strengths, and in which areas might there still be room for improvement?

Our strengths come from a number of key elements. Firstly we are a fully integrated business solutions provider with the ability to deliver a one stop shop service. Back up support is provided by a team of account managers and a service centre dedicated solely for business customers.

Another key strength is our capacity to remain innovative and keep up with the ever changing industry trends. Our company’s evolution has been a story of transformation - from being a telecoms provider to being a leading ISP and ICT communications solutions provider and

again we are forging ahead by adding a new layer, to become an Integrated Digital Service Provider (IDSP).

Without doubt Batelco’s customer focused approach is a very important strength. Via our 24/7 Call Centre and network of shops we are open every minute of every day to respond to customers’ needs.

No company should ever say that their delivery is perfect and needs no improvement; no matter how well we believe we operate there is always room to improve in some way so we are constantly reviewing and analyzing in order to upgrade, enhance, deliver more and in a more efficient and economical way.

A company is only as good as its workforce. What qualities do you look for when hiring new employees?

As Batelco has an excellent reputation as an employer of choice, we have access to Bahrain’s best and brightest young people.

Annually we have a highly educated and enthusiastic pool of talent to choose from.

Our HR Team includes skilled recruiters and trainers who have the expertise and knowledge to make the right choices depending on the job requirement and they have a set of processes in place to ensure the best selection of candidates. Good grades with a suitable degree if needed, language skills and a team player attitude are just some of the criteria looked at.

How would you describe your style of leadership?

My strategy in one of transformation and empowerment. I believe that teamwork is very important, and keeping in touch with the key players in all divisions of the Company, crucial. My door is always open and I am happy to receive feedback from any members of the staff.

The weekly American tv show ‘Undercover Boss’ has a CEO of a company pose as an entry-level employee in order to better understand the inner workings of his/her company. Have you considered using a similar approach of getting behind the scenes at every level of the company’s hierarchy?

As I joined Batelco as a graduate trainee, I started my work life in Batelco’s Engineering Department and over the course of many years I have spent time in a number of departments. Consequently, I have experienced every level from trainee up and worked in many divisions which gives me first hand and very relevant knowledge of the inner workings of the whole business. Batelco is a relatively small company compared to the enormous organisations highlighted on shows like Undercover Boss where the majority of people have never met the CEO. We are all one family at Batelco and my door is open to all so almost all staff know me; it would be impossible to operate incognito!

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IntervI ew

The ParTy crashers How Zain broke Batleco’s stranglehold over Bahrain’s telecom industry atleco had enjoyed complete monopoly over Bahrain’s telcome sector until they first faced competition in 2003 – from MTC Vodafone. Re-branded as Zain in 2007, they are now one of the three major telecom providers in the country. Mohammed Zainalabedin, General Manager of Zain Bahrain, gives us a little insight into what makes the company a pioneer in its field.

What makes Zain’s services and products stand out from those of its competitors?

Zain Bahrain continues to evolve and encompass new areas of growth with a promise of positioning the Kingdom at the forefront of the global telecom industry. Our efforts are focused on ensuring optimal customer experience through a state-of-the-art network coverage for the full gamut – mobile connectivity, smart phone technology use, home and roaming broadband. The operator boasts a powerful range of enterprise solutions, ranging from PBX service, to Dedicated Internet Access and other Connectivity Solutions.

We offer our customers tailor-made packages based on specific customer requirements.

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What are the challenges being faced by operators in the data space With the groWing uptake of high speed broadband services?

The growing demand for data services triggered by the explosion of virtual socialization tools and the availability of smartphones is driving the broadband market in the Kingdom. The insatiable consumer demand for data is driving a new generation of services triggering operators to continuously invest in developing a network that is fluid and able to deliver based on customer needs. Above all, customers – when selecting an operator – look for affordability as a deciding factor.

as technology evolves, so do methods of marketing. What innovative techniques have Zain used to engage With their customers?

We’ve launched two customerfocused channels; the Zain Bahrain Mobile App, an innovative application for smart phones and tablet users that aims to transform customer experience through self-service. The application is a first-of-its-kind in the Kingdom and allows users to access account information, subscribe to new services and access a range of value-added and self-help services. The second channel is the ‘Live Chat’ service which is accessible across various platforms including iOS, Android and Windows. The service will take care of all postpaid and

prepaid queries, requests and complaints through a live Chat option available 24 hours a day throughout the week.

Also, we place a great sense of responsibility in supporting initiatives that are of great concern and importance to our customers through our sponsorship and social responsibility departments.

given the competitive advantage that voip services such as skype and Whatsapp may have over landline calls, Why has Zain not come up With its oWn voip service?

We believe in developing partnerships; ones that are fruitful and deliver unique and innovative services for our customers. VoIP services are launched by companies that are specialized in such services, we work with them to offer segmented products for our consumers.

e-commerce and the internet of things are another tWo hot topics on many people’s minds. What steps have Zain taken to capitaliZe on these markets?

We have witnessed the boom of both services during the past few years and as a forward-thinking operator we partner with companies that provide such services and facilitate their systems for our customer’s benefits.

are there any other technology trends you foresee in the telecom industry in bahrain?

The trend within the telecom industry is ‘data explosion’ and we are witnessing tremendous mobile data traffic growth.

According to industry reports, global mobile data traffic will

exceed 10 exabytes per month (ten times the total amount of printed material in the world) in 2016 with video representing up to half of mobile data traffic.

Zain Bahrain will be focusing on providing affordable and convenient data solutions for customers, we also continue our investment in developing an eco-system that is able to deliver on customer needs.

What measures are being taken to address the groWing concerns regarding the electromagnetic field (emf) radiations from telecom netWorks?

Zain Bahrain partnered with Ericsson for supply of telecommunications technology. Our partner ensures that EMF radiations are well below the permissible limit for occupational and general public exposure as set out in by the appropriate national & international standards and guidelines.

The most widely accepted standards are those developed by the International Commission on Non-Ionizing Radiation Protection (ICNIRP).

What is Zain’s motto for success?

Our core belief and strategy is focused on delivering on customer needs. Customer satisfaction is key to our growth.

What are Zain’s future plans?

Our aim is to be positioned as the telecom partner for all variety of clients and customers; whether individuals, SMEs or large corporations. Our aim is to diversify our portfolio of products and services in order to deliver based on the ever-changing needs of customers and the market.

“Our efforts are focused on ensuring optimal customer experience through a state-of-the-art network coverage�

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I n t e r v I e w

A Force to be Reckoned With

How ViVa’s meteoric rise HaVe made tHem a major player in BaHrain’s telecom sector

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“We have recently announced the introduction of Cloud Services, giving businesses access to cost-effective and efficient IT infrastructure.”

As the 3rd telecom services provider to begin operations in the Kingdom, the odds were stacked against them. However, in the 5 years that Viva has been operational, they’ve achieved phenomenal results, proving more than a match for their already well-established competitors. We have a talk with Viva CEO, Ulaiyan Al Wetaid, where he gives us a little insight into what makes the company so unique, and how they’ve managed to achieve so much in such a short period of time.

What is VIVA Bahrain’s market share in the voice and data telecom sector? Also, is your business in Bahrain cash positive or are you yet to break-even?

VIVA has recorded a stellar performance since its inception. We achieved market leadership in our 2nd year of operations which is unprecedented for a 3rd operator. We turned net income positive in a record time of only 3 years and have consistently been surpassing market performance and financial targets and increasing contribution to STC’s Group bottom-line. Backed by unrivalled experience, knowledge and vision, VIVA has experienced phenomenal growth in its almost 6 years of operations and continues to perform exceptionally well.

Is the company planning to bring in any new products, services, lines of business or enter untapped market segments, please provide details?

As a market leading operator it is essential for VIVA to continue innovating. We will do so in a number of ways. First, through digitalizing our core business and having a focused approach in defining which digital products and services are suitable to provide a truly customer-friendly service portfolio.

We will continue enhancing our customer engagement and customer experience management across the lifecycle, and continue investing in broadband to increase the bandwidth available to support the high demand for data from customers so that the capacities are not only bigger, but more cost-effective as well. Lastly, we will continue to be committed towards empowering our business customers and subscribers with the latest technology, by offering value-added services with the best customer experience.

How do you expect to make up the potential and ongoing loss of revenue due to over the top players?

While there are many challenges to address, as an operator we have the benefit of excelling at providing ubiquitous connectivity and with it, we have the ability to provide a variety of advanced services to our customers. There are opportunities for VIVA to introduce innovative service offerings for the consumer segment with the growth of mobile data.

Business Services is an area that also provides potential growth for VIVA. For example, we have recently announced the introduction of Cloud Services, giving businesses access to cost-effective and efficient IT infrastructure. Over-the-top players represent both a threat and an

opportunity for mobile operators. We need to strike a balance on how we manage them and make sure we monetize our traffic while providing differentiated communication services to our customers.

VIVA Bahrain launched a Global IP Exchange (GIPX) interoperability hub last year. What have been the benefits to the company and the country?

VIVA’s leading positioning has been further enhanced with the broad range of valueadded services and benefits that the GIPX portfolio has introduced. Along with it our Wholesale Business Unit has been spearheading innovation and has extended its capabilities locally and regionally.

Country-wise the GIPX interoperability hubhas positioned Bahrain centrally on the regional ICT map. Bahrain became the first nation to host a true interoperability hub in the region, which provides Global IP connectivity to all operators in the gulf region and other specific countries.

Will the company have any role in Bahrain’s National Broadband Network? Please provide details.

VIVA is fully supportive of this initiative led

by Bahrain’s Government. We will continue extending our support and co-operation in the development of the next stage of the kingdom’s telecommunications infrastructure evolution. The NBN is essential for Bahrain’s telecoms infrastructure growth. Within the following years, Bahrain will also develop its potential to reach even higher standards by enhancing its telecommunications infrastructure to allow the evolution of a digital society as an enabler for innovation and growth across all sectors of the economy.

What are your investment plans and targets for the year?

VIVA has set itself aggressive targets for 2016 in terms of both revenues and profitability. At the same time, we will continue to investment heavily in our Network, IT systems and platforms to ensure we continue to provide the best service to our customers and in line with our strategy to keep bringing new services to the market.

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The righT STuff What EvEry CEO NEEds iN OrdEr tO stay ahEad Of thE GamE

By Mike Orlov Recently discussing the role of a CEO with a number of business owners on a day’s intensive workshop, we attempted to capture the essence of the job and what was needed to ensure this job was carried out effectively. By the end of the day we summarized our efforts and outlined what we believed to be vital factors for a CEO to successfully carry out his or her role.

IndIvIdual TraITs

First and foremost, the following character traits were non-negotiable: integrity and authenticity with recognizable and understood ethical values, credibility with visible skills, experience and attributes which marked out the CEO as someone who deserved the role and the ability to create, articulate and communicate future 34

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possibilities. Possibilities being simplified purpose and vision, requiring clear thinking in the face of volatility, uncertainty, instability, changes and ambiguity.

a Clear vIsIon

Once the possibilities, purpose and vision are articulated, the CEO has to, with a key team, realistically analyze how to communicate to, align and motivate the workforce around the purpose and vision. The rest of the organization is responsible for ensuring transformation and change, turning the possibility / purpose into reality. To do this, employees have to agree these possibilities are realistic, and any concrete action plans to achieve these agreed specific goals can be achieved in the specified timeframe, with measurable key performance indicators to guide the journey.

The challenge of declaring an abstract, uncertain future is clear; there is hardly ever enough solid proof to give certainty for the possibility.

Yet, the CEO has to stand by the purpose and vision, allocating resources to ensure the best chance of today’s situation becoming the future reality outlined in the vision; strategy for the now and for the future.

Key resourCes

The key resources for the CEO are not money, machinery and materials. Clearly without access to cash, or not having machinery fit for purpose and

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The 5 Cs on The Minds of Ceos

Findings from a recent annual global CEO survey – “Redefining Business Success in a Changing World” – highlight a number of significant themes. More than 1400 CEOs were interviewed for the research, which was published at the opening of the World Economic Forum Annual Meeting in Davos, Switzerland, in January 2016.

Confidence - The results show slightly more than a third of respondents are very confident of their own company’s growth in the coming year. Reminds us of one of our favourite acronyms (ROCHE: resilience, optimism, confidence, hope, enthusiasm) Complexity - Nearly threequarters of CEOs are concerned about geopolitical risk.

Additionally, almost four-fifths continue to be concerned about over-regulation and economic volatility.

Capabilities - CEOs are

focusing increasingly greater attention on specific capabilities.

The first is around being ready to address greater expectations of stakeholders; listen to all stakeholder groups, particularly key employees. Companies are redefining their sense of purpose to have greater linkage to how society views their broader mission and whether the company’s vision is realistic.

Having a relentless focus on harnessing technology is a key capability for the future. CEOs are also focusing on better ways to measure and communicate success, including issues which are often referred to as ‘softer’ than profit; a more effective approach to strategic performance management.

Communication - Over half of

CEOs think businesses need to do more to provide information about all the key drivers of business success. They recognize the need to be much better at communicating to employees, other stakeholders, and in particular, customers.

Customers - Over nine-tenths

of CEOs said they have to focus more on their customers’ experiences. This is a very high level factor on current activities and processes, spotting gaps and making changes for future strategy. Customers’ expectations and overall experiences have never been more important.

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“a CEO has tO bE prEparEd tO fail quiCkly,

fail ChEaply and fail OftEn.”

suffering from poor materials will hold the company back.

Money, Machinery and Materials can be readily and easily copied by competitors.

But the key resources for any CEO are first and foremost the company’s people, what activities and processes they carry out, how well they conduct themselves working together in an aligned manner. The CEO must also encourage best use of time; both effective and efficient approaches by people within the company. Manpower and Womanpower, Methods and Minutes are the real differentiators, creating difficult-to-copy competitive advantages.

We recognized the need to keep the owners and board members aligned; the CEO has to explicitly make time for all stakeholder groups. But we agreed the most important stakeholders were employees, not the owners and the board; without the right people doing the right things at the right time at the right cost, the business was just empty offices and buildings, dusty materials and rusty machinery.

long-Term goals

Operating in an abstract and uncertain capacity is difficult for most of us because we have been trained, educated and socialized to think ‘seeing-is-believing’ or ‘show-me-the-money’. Most of us are uncomfortable declaring a future that does not exist. At most, we can talk about accomplishing something only after we have proof it can be done.

Perhaps this is the reason for the growing trend of CEOs who seem to focus on immediate tactical issues and financial re-engineering; tinkering with costs and structure rather than giving direction for new revenue streams.

It is more tangible to

PrinCiPles for a Ceo To live by:  Always challenge certainty, especially your own. When you think you’re undeniably right, ask yourself “What might I be missing here?”

If we could truly figure it all out, what else would there be left to do?

aCCounTabIlITy

cut-back on staff numbers, reduce overheads, skimp on overtime, reduce benefits where feasible, over-state inventories, buy back shares, restructure debt and change accounting principles to increase earnings and make the company look more valuable and profitable. While these strategies are viable and help increase efficiency for the short-term, they will ensure the future will be a faint copy of the same as today.

On the other hand, those CEOs who are willing to declare possibilities and new purpose will continue to create opportunities where there were none.

In our dialogue we agreed there had to be a distinction between possibilities and pipedreams. Too many people talk about doing something in the future but they are unwilling to take ownership, be responsible or accountable for this future; walk the talk.

The world of business is littered with those who have failed and a CEO has to be prepared to do this; fail quickly, fail cheaply and fail often. The owners and board have to be prepared to support the CEO through this and the CEO has to show agility, being prepared to learn lessons and shift their future vision where and when necessary; be nimble.

Few people are willing to declare a future without proof.

Steve Jobs declared in 1983 there would be an iPad for regular Joes; it failed. The rest is history.

Thomas Edison tried 10,000 times to make an electric light bulb. He failed 9,999 times.

Declaring possibility and future purpose is risky and it is difficult to assess a return on investment, but if you want to be a CEO, you must train and develop yourself in the discipline of inventing the future. Learn to stand up for it in the face of disagreement. Be responsible for this future even when others advise you to forget about it or when you are faced with failure.

Business is messy and chaotic. Being the CEO means giving clarity to this mess and bringing your people along with you, ensuring you are giving them the chance to flourish and be part of the creativity which creates the future.

Mike Orlov Partner, SteppingStone Global

Before joining ‘SteppingStone Global’, Mike has spent 35 years in industry, publishing magazines at Haymarket, Turret and Reed Elsevier, working in newspapers and on digital channels in the UK and the GCC, having been a director at Northern and Shell and on the board of the London Evening Standard.

Launching media brands in Dubai for ENG, Mike was also Chief Performance Officer for News Group International, before taking the Chief Executive role at Primedia International, with offices across the GCC and headquartered in Bahrain.

Mike has completed an executive MBA, achieving a distinction.

 Excellence is an unrelenting struggle, but it’s also the surest route to enduring satisfaction. There’s no shortcut to excellence.

Getting there requires practicing deliberately, delaying gratification, and forever challenging your current comfort zone.  Emotions are contagious, so it pays to know what you’re feeling. Think of the best boss you ever had. How did he or she make you feel? That’s the way you want to make others feel.  When in doubt, ask yourself, “How would I behave here at my best?” We know instinctively what it means to do the right thing, even when we’re inclined to do the opposite. If you find it impossible, in a challenging moment, to envision how you would behave at your best, try imagining how someone you admire would respond.  Accept yourself exactly as you are but never stop trying to learn and grow. One without the other does not cut it. The first, by itself, leads to complacency, the second to self-flagellation. The trick i s to embrace these opposites, using self-acceptance as an antidote to fear and as a cushion in the face of setbacks.  Meaning is not something you discover, it’s something you create, one step at a time. Meaning is derived from finding a way to express your unique skills and passion in the service of something larger than yourself. Figuring out how best to contribute is a challenge, reborn every day.  You cannot change what you do not notice and not noticing will not make it go away.

Each of us has a capacity for self-deception. To avoid pain, we rationalize, minimize, deny, and go numb. The antidote is the willingness to look at yourself with honesty and to hold yourself accountable to the person you want to be.

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rooms with

A view

‘Rooms Interior Design’ is a One-Stop Solution to Your Designing Needs 38 38

march 2016 2016 maRch

EntrEprEnEur

ith a keen eye for spaces, Maryam K. Al Awadhi has combined passion with natural ability to form her own interior design firm, Rooms Interior Design.

Through her diverse experience in designing a wide variety of projects, she is able to design, select and implement inventive solutions to satisfy the client’s spatial requirements.

Tell us a little bit about your educational background and how you got into interior designing.

Interior architecture has always been a passion of mine. I’m very curious, so it came naturally to me to asses spaces; I have been analysing spaces ever since I was little.

I would pay attention to every detail and think about how the lighting works, ACs, flooring.

I believe in “interior harmony”.

I developed this skill further in university, at the School of Architecture and Design, NYIT, where I got my BA. My primary focus there was to gain the ability to customize solutions and understand material components.

“I propose concepts based on inspirations driven from art, nature, and the client’s personality as well.”

What kind of services do you offer?

I offer a one-stop interior design solution. I provide the space planning, prepare all the layouts, 3D visualization and then finalize material selection. Basically, the design is overseen from the start to project completion.

From where did you receive funding to start you own company?

I’ve used my personal savings so far, and am currently looking into Tamkeen for further support.

What types of projects do you most often undertake?

Corporate offices, homes etc.?

I work on both commercial and residential projects, not limited to any particular one. At the moment I’m renovating a villa while designing a shop front.

That sounds like a lot of work! Could you briefly take us through the process of how you design a space?

I take into account the context of a space that inspires me (the location and architecture), study the space against the client’s personal requests and introduce a concept. I propose concepts based on inspirations driven from art, nature, and the client’s personality as well.

When designing a space, which softwares do you use?

I use Autocad for the drawings and Rhinoceros with v-ray for the 3D visuals.

What steps have you taken to make your designs more eco-friendly or energy efficient?

I make sure to incorporate

eco-friendly materials whenever possible, encourage contractors/clients to use green building materials and avoid exporting materials to reduce CO2 emissions.

I’d imagine marketing your services would be a big part of the job. Do you utilize social media as a marketing tool?

Most definitely, I have a blog where I post updates on my website and am also active on Instagram and Facebook. I find that it allows for great exposure and gives the designs a voice.

What advice do you have for aspiring young entrepreneurs?

Write up a business plan and stick to it. Persistence is key.

To find out more about Rooms Interior Design, visit roomsbh.com, or follow them on Instagram @ rooms.bh and Facebook: facebook.com/roomsbh

How and when did you start Rooms Interior Design?

As planned, I was able to start my own company, Rooms Interior Design, last year. I had previously worked in the field for 4 years to gain experience with diverse projects. march 2016

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HASSLE-FREE

LAUNDRY ‘MyDoor’ is a Mobile Laundry Solution for the Working Masses 40

march 2016 March

EntrEprEnEur

iving a single life as a working employee can be tough.

Juggling work and a social life can quickly fill up your days, leaving very little time to complete basic, mundane tasks such as laundry.

Ebrahim Ahmadi decided to tackle this problem head-on by starting MyDoor, a mobile dry-cleaning service that picks up and delivers your laundry straight to your doorstep.

from small grocery stores to restaurants and even shopping.

I thought, “Why we don’t have delivery services for laundry?”, and started my research based on that idea. MyDoor was registered on 2nd August 2011 and the first pick-up that we did was on 7th December 2011.

What inspired you to start your own business?

What are your pick-up and delivery days?

Prior to starting MyDoor, I worked in the IT field for 11 years, working for 4 different companies during that time.

During my tenure with my last company, I began mingling with some truly successful people and started reading autobiographies of some of my favourite entrepreneurs. I was inspired to build my leadership skills, provide a product or service that could truly help people, and blaze my own trail.

How and when did you start MyDoor?

While I was an employee, I was having trouble with my own laundry. I just couldn’t find the time to drop off and pick up my clothes during the day due to long working hours or being busy with friends and family.

While thinking of a solution to the problem, I started looking around and noticed that we have delivery services for almost everything in Bahrain ranging

How does one book this service?

Although we don’t have our own app, since our service is based on the idea of convenience and time-saving, we’ve tried to provide as many alternative forms of access to us as possible. For inquiries and bookings, we can be reached by phone, email or any one of our social media platforms; Facebook, Whatsapp, Instagram and Twitter. Users can also register on our website. Once you order the service, your fresh, dry-cleaned set of clothes will be delivered to you in a few days.

What types of clothes can MyDoor service?

We clean everything! We can service all types of clothes, ranging from cotton to leather.

We do our pick-up and delivery rounds twice a week, every Saturday and Tuesday. If your items were sent out on Saturday, they will be returned to you on Tuesday, and items sent out on Tuesday will be returned to you on Saturday.

I understand you also create schedules for regular customers.

How does that system work?

We have an automatic route schedule system; once the customer informs us that they want regular pick-up and delivery they don’t need to call or inform us every time they need the service. All you need to do is insert the clothes that need to be cleaned in the MyDoor garment bag and place the bag at your designated pick-up area by 9:30 am on the given days. We come directly to the customer’s doorstep twice a week, at no additional cost.

From where did you receive funding for this project?

Initially, I used my personal savings. Later, we managed to get further support from Tamkeen.

What are some of the challenges you faced when trying to set up the company?

The paper work and approvals took quite a bit of time. After the starting the business we faced the challenge of educating customers and clients on how we work and how we provide our service, since it was quite a unique service at that time

How many people are currently employed

by MyDoor?

MyDoor currently employs 11 people, including myself.

Is there a minimum charge or minimum number of items for a one-time service?

This is no minimum order! We clean anything, anytime, even if it’s just one item.

How do customers pay?

We offer many different methods of payment: cash on delivery, cash in advance

“We have an automatic route schedule system; once the customer informs us that they want regular pick-up and delivery they don’t need to call or inform us every time they need the service.” which will be credited to the customer’s MyDoor account, online payment, and credit card payment. When paying by credit card, we will charge the customer’s card once the account has reached a BD 20 balance, or at the end of each month.

What are your future plans for this company?

We are currently working on finding healthy partnerships to expand our presence in the region.

To find out more about MyDoor, visit mydoorbahrain.com or follow them on Instagram @ mydoorbahrain

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BeauTy

On The GO ‘Go Gorgeous’ is a Beauty Salon on Wheels 42 42

march 2016 2016 march

EntrEprEnEur

ith the growing trend of goods and services being delivered directly to the customer’s doorstep, Fatima Saeed sensed an opportunity.

Noticing a gap in the market for beauty services, she started Go Gorgeous, a mobile salon and spa that offers everything from haircuts to full-body massages-at the customer’s home.

Growing up, did you always envision yourself as an entrepreneur?

To be honest, yes, I’ve always wanted to have my own business and be my own boss. I’ve always had a creative spirit, and the older I got, the harder it was to keep it bottled inside. I felt like I had ideas that needed to be expressed and, most importantly, shared. After completing my bachelor’s in Accounting and Finance at Ahlia University, I finally decided to take the plunge and bring my ideas to fruition.

How did you come up with the idea for a mobile salon?

After completing my degree, I started thinking of a few solutions to some of the problems my friends and I had, and even had them brainstorm with me. The idea of a mobile hair salon was one picked out of many! Why? Because it was fun, simple enough to start and an idea I could build upon

eventually. Most importantly, it was a business that wouldn’t lose its value as the beauty industry is one that will never run short of customers. After all, who doesn’t like to feel good about themselves?

How did you receive funding for this project?

During the three years that we’ve been operational, we’ve received funding from Tamkeen as well as my family and friends, all of whom I am blessed to have in my lives and to whom I am eternally grateful.

Is the service available 24/7?

For now, no; we operate from 9am to 8pm every day. However, one of our future plans is to offer a 24/7 service.

How do customers book an appointment, and how can they pay?

Customers can book their appointment by making a call or sending a text through WhatsApp, and can pay by cash, debit and credit cards.

What all services can Go Gorgeous provide for customers?

We provide all the traditional salon services, such as hairdressing, make-up, waxing, facial, eyelash extensions and massages, but in the comfort of your own home or anywhere else you choose, making use of portable tools and products.

“The beauty industry is one that will never run short of customers.

After all, who doesn’t like to feel good about themselves?”

Is the service exclusively for women, or can men use it as well?

No, the service is not exclusively for women, although they do make up the majority of our clientele. We offer couple services for special occasions.

What are some of the biggest challenges you faced when setting up the company?

Creating an idea and bringing it to life was one challenging chapter, and the next one was making people believe in that idea. I would like to stress how difficult it was to go to people and say “Hear us out, try it out or let us provide you a free service for some feedback.”

When you tell people about your business for this first time, what is usually their first reaction?

Well, the first thing almost everyone says is, “Oh cool! Can I have your business card?” It’s truly an amazing feeling to hear someone say that.

What is the most unusual place your team has been called to for an appointment?

I once received a phone call from someone saying she needed to book an immediate appointment at her office because, apparently, she had a meeting with some important team which she was not prepared for. So, I had to send my team to her work place for an urgent hair do!

What are your future plans for Go Gorgeous?

We will remain in Bahrain for the meantime, as another location isn’t feasible just yet. We do, however, hope to cross borders as soon as circumstances allow us to do so. For the moment, our expansion plan is a bit of a secret, but BIG will definitely be the first to know!

To find out more about Go Gorgeous or to book an appointment: Instagram @ gogorgeousmobilesalon, WhatsApp: +973 3999 0442.

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I

Smooth talk Lessons in the Art of Negotiation

By Professor Mukhtar AL-Hashimi

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march 2016

f we conduct a random census on a group of people and ask them what the first thought that comes to their mind when they think of the term ‘negotiation’ is, the most probable response will include labour, contracts or political negotiations. However, we practice negotiations in all aspects of our professional and personal lives, ranging from project management and trade agreements to negotiating the details of our next trip with our family, and homework and birthday parties with our children. Negotiating skills are required at any discussion that requires some level of expected or unexpected outcome.

are you a Negotiator?

Some of us like negotiation because it is a means to improve skills and solve the problem at hand by eliminating the gap between parties. It allows us to reflect on our unique creativity skills and more importantly, it allows us to create a win-win situation, which is not unlike trying to solve a puzzle, and is extremely fun to achieve. On the other hand, some dislike negotiation because they might feel discomfort due to the loss resulted from it, feeling abused by the other party due to lack of information, not feeling in control of the situation and destroying their relationship with the other party. Some people might have had some bad experiences which make them reject being involved in negotiation altogether. Among these experiences are: being faced with incompetence in

terms of skills, emotional intelligence, abusive behaviour at the other end, and language barriers. In such events, a person would ideally apply different techniques to reverse the situation and bring the team to focus on effective negotiation.

In short, there is no one best-for-all negotiation scheme that fits all situations.

It is important to develop your negotiation brand, which usually involves the time you take to close the deal, your reputation and ethics, the fee you charge for the negotiation, and the mindset you adopt in the negotiation.

BuSiNeSS aNd NegotiatioN

In business, negotiation is simply getting what you want at the price and terms acceptable to you. The need to develop these skills becomes evident at an early stage; during the startup phase of the business, when setting up and forming the business plan and negotiating the formation and structure of the business in which you give up or trade some concepts. Most entrepreneurs recognize that the substance of business negotiation embraces five key areas: obtaining the best prices, terms, time frames, warranties in place, and if anything goes wrong, getting the right remedies whether legal, financial or economical.

Framework For SucceSSFul NegotiatioN

In summary, negotiation occurs between individuals either representing their organization or themselves. The core theme here depends on communication influenced by human behaviour. However, until now, no general theories were available to guide people on the optimal and most effective negotiation process.

As a general note, the success depends on a) whether the issue is negotiable, b) the negotiators’ levels of interest and willingness to compromise in order to reach a mutually beneficial conclusion, and 3) all parties involved trust each other and honour their agreement once agreed upon.

The four major elements that can contribute to successful negotiation are: 1) Preparation through setting goals and limits, 2) communication skills through listening skills, clarity and understanding body language 3) Emotional control and learning how to handle difficult people, and 4) final negotiation and closing the deal.

1. PreParation

Always negotiate with the right person or party that has the authority or power, otherwise negotiation has no value. In the preparation stage, it is required that you develop a position of strength; understand the issues and potential hidden agenda and know the people and personalities you will negotiate with. It is essential to know the organization’s background and history from A to Z. At one end, the purpose of the preparation is to set goals with a specific purpose of negotiation in mind. At the other, preparation involves issues like setting the limit in terms of what you are willing to give up, what will cause you to walk away and knowing what your other choices are. Prepare and underline the area that you are willing to lose to make the others think they won.

2. CommuniCation skills

Excellent negotiators always possess excellent communication skills and among these are active listening, two-way open communication, understanding and being understood through clarity, and ability to correctly interpret body language. Tips to demonstrate active listening: clear away distractions, sit up straight, face the speaker, make eye contact, uncross arms/ legs, and bend forward.

“NegotiatioN is simply gettiNg what you waNt at the price aNd termS acceptaBle to you.”

3. emotional Control

Negotiators always need to be able to control their emotions. This can be achieved through understanding your personal strengths and weaknesses; identifying your ‘hot buttons’ and knowing how to control them; call for a ‘timeout’ whenever necessary to maintain control and confidence; be assertive, not aggressive; learn to deal with disappointment and discouragement; and most importantly, learn to deal with difficult people.

4. Final negotiations

‘Closing the Deal’ is the moment every negotiator waits for and it should be crafted carefully. Ideally, this step should lead to a win-win feeling by both parties.

Once an agreement has been reached, the negotiator should briefly summarize the discussion and conclude the meeting.

However, a successful negotiator recognizes when to ‘close the deal’ or walk away from negotiations.

Keep in mind that successful negotiation is an art form that comes naturally to some, but must be learned by most people. However, sometimes we have to lose the battle in order to win the war for future business.

Professor Mukhtar Al-Hashimi Ahlia University, Bahrain Email malhashimi@ ahlia.edu.bh Instagram “Prof_Mukhtar” Mobile +973- 39664117

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Sense and Sustainability The Importance of having a ‘CSR’ Strategy for your Business

By Khalid Al Qoud

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The World Business Council for Sustainable Development defines ‘Corporate Social Responsibility’ as the continuing commitment by businesses to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large.

CSR – A Standard Business Practice of Our Time

For companies committed to CSR it means an enhanced overall reputation – a powerful statement of what they stand for in a business world.

However, most companies in the Middle East do not understand what the real meaning of corporate social responsibility (CSR) is; they keep getting mixed up between community service and CSR. Companies have different definitions for CSR; some call it a must to grow, some say it’s a commitment to serve the community and some see it as charity work. I see CSR as the commitment to contribute positively to our society.

An organization’s image is often evaluated by its social responsibility

u Media

exposure

The amount of positive media coverage a corporation receives can have a significant impact on the company’s bottom line. How much good a company does in its community or beyond reflects its corporate social responsibility values. And the more positive the benefits to the community, the more media coverage a company will likely receive. u Stakeholder

Loyalty

When you identify your stakeholders, their needs and their expectations, and you make genuine commitments to do them more good and less harm, they respond by making greater commitments to you. These companies can ask for more from their employees, customers, and investors. And they get it. When they make a mistake, which happens inevitably, they are more readily forgiven. u Build

programs, and how aware consumers are of them.

Consumers may refrain from doing business with a corporation if there existed no corporate social responsibility plan. If a company is heavily involved in the practice of donating funds or goods to local non-profit organizations, special needs children, and schools, this increases the probability that a consumer will use their product, and if a corporation takes great care to ensure the materials used in its products are environmentally safe and the process is sustainable, this goes a long way in the eye of the public.

The stakeholder’s interest is in knowing the activity of the company, such as what the company has actually done, good or bad, in terms of its products and services, in terms of its impact on the environment and on local communities, or in how it treats and develops its workforce, as well as past financial performance and quality of management, as an indicator of likely future performance.

But as with any process based on the collective activities of communities of human beings (as companies are) there is no ‘one size fits all’. In different countries, there will be different priorities and values that will shape how businesses act.

Why Companies Should Build CSR Activities: u Retains Employees and Builds a Positive Work Environment

Employees are the most important asset to a company and CSR is increasingly becoming more vital in attracting and retaining top talent employees. CSR programs give people a sense of pride in the organization, engender teamwork and are a source of inspiration and connectedness, and most importantly, it’s about doing rather than just giving.

One of the greatest benefits of promoting social responsibility in the workplace is the positive environment you build for your employees. When employees and management feel they are working for a company that has a true conscience, they will likely be more enthusiastic and engaged in their jobs. This can build a sense of community and teamwork which brings everyone together and leads to happier, more productive employees. u Savings

and Profit

One of the easiest places for a company to start engaging in sustainability is to use it as a way to cut costs. Whether it’s using less packaging or less energy, these savings add up quickly, and is a way to increase the company’s profits.

reputation and brand

An association’s CSR and sustainability program demonstrates the sector’s commitment to sustainable practices and leadership. It can build positive stakeholder relationships with customers, communities, NGOs, suppliers and others. In doing so, it enhances the sector’s social license to operate and grow.

“One of the greatest benefits of promoting social responsibility in the workplace is the positive environment you build for your employees.”

Before you rush into your own corporate social responsibility program remember, you must implement your program strategically. Just giving a donation is not enough. The best CSR programs are based on a two-way relationship with you and each of the organizations and the society you are involved with. This allows both parties to be challenged and grow together.

Your CSR commitments should be in line with the values of your company, customers and staff.

Most importantly, they must be based on a genuine concern for people and the community. You do not want the program to back-fire; making you seem hypocritical. A poor strategy will cause people to become cynical and distrustful of your company.

Khalid Al Qoud is the founder and Chairman of Al Qoud Consultancy and Prince Events Management.

He is well trained in fostering professional relationships with various individuals at a local and international level, and has a deep understanding on how to approach them.

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Downturn at GCC’s

Doorstep How to Prepare For Tough Times and Ride Out the Perfect Storm Economists are quick to admit they can’t predict the next recession or economic crisis, though many indicators certainly point to what could be an upcoming difficult operating environment for Gulf Cooperation Council (GCC) corporates.The signals are internal ones from within the region - and ones driven by external economic developments on an international scale.

By: AlixPartners

T

he most impactful example is, obviously, the steep decline in oil prices, which many (e.g., Goldman Sachs1) foresee on low levels or even further declining for years to come. When combined with widespread drops in other commodity prices because of regional economic instability and weakness in Europe, Russia, and Asia, the makings of a possible downturn are in place.

Add to the mix global low interest rates, declining Chinese GDP growth, recessions in Brazil and other emerging markets, and devaluations of the euro and the ruble against the US dollar— which are taking a toll on foreign direct investments in the dollar-pegged GCC economies—and it’s clear that GCC countries’ internal economics are to a high degree vulnerable. That unfavourable environment is further pressurized by regional conflicts around Yemen, Syria, Libya, and Iraq, thereby fuelling uncertainties about the length and magnitude of additional financial and psychological burdens on GCC countries.

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GovernmenTs reaCTinG

Although GCC countries differ significantly in their debt levels and their financial reserves, all of them are seeing declines in export revenues and foreign direct investments. To varied extents, they are all drawing on their fiscal reserves, using available financing avenues to blunt these effects, and implementing major budget cuts to

counteract the regional drop in revenue.

Those measures initially seemed like normal reactions to oil price cyclicality, but policy makers throughout the region are taking more-intensive approaches to address their fiscal vulnerabilities.

Those approaches include consolidation, subsidy reductions, tighter capital expenditure controls, and promotion of economic diversification andstructural reforms to preserve national wealth.

Indicators and potential drivers of economic downturn in the GCC

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Overview of selected government measures as reactions to fiscal revenue drop

The downside of those necessary alignments of policies lies, however, in the induced tightening of liquidity in the financial sector owing to reduced hydrocarbon deposits from government.

That tightening has the effect of crowding out the private sector, which is experiencing increasing difficulty in accessing funding and which is bearing the burden of increasing funding costs.

Additionally, it triggers financial pressures on companies heavily dependent on governmental spending and companies closely related to the oil & gas industries.

This has a multiplier effect, because eventually, this might cascade down to many other industries only indirectly related to the oil & gas and government sectors, which account for the vast majority of regional country GDPs. In the end, it might affect almost all companies in the region one way or another.

professionalization of businesses, which poses significant challenges to local players, who can survive in the long term only when operating at international standards and at increased levels of flexibility to adapt to the constantly changing and uncertain environment.

It is not clear when the GCC economic downturn will unfold with maximum impact, but it is likely coming in the near future; and corporations in the region must prepare. Furthermore, the accompanying changes related to the increasing openness of economies and the maturing of industries are likely to have lasting and irreversible effects that will require regional corporations to adapt and recalibrate their businesses and operating models in sustainable competitive manners—and the earlier, the better, no matter if and when a downturn will come.

ForeiGn CompeTiTion inCreasinG

WhaT neeDs To be Done? Three aCTions To ConsiDer

This hardening situation for GCC-based companies is further propelled, as indicated previously, by internally induced factors. Although players across all sectors have matured over the course of the past decade, they are now facing growing competition from foreignmarket entrants. Countries like Saudi Arabia have opened up their markets to foreign investments and thereby created a more attractive environment for privatesector participation and international players in order to distribute more evenly the burden related to the immense amounts of infrastructure spending.

That, however, triggers the increasing

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Because larger market shifts usually take place during recessions, managers who respond quickly to changing environments give their companies an advantage. There are even more benefits to making changes before a crisis hits.

Several GCC corporate leaders have

already started to prepare. Petrochemical giant SABIC, for instance, announced on October 8, 2015, plans to undertake a transformation process aimed at creating a more agile, focused, and cost-efficient organization as an answer to changes in the market landscape as well as a response to the need to drive technology and innovation. Other corporations are addressing downturn-related issues strategically, as seen in the National Bank of Abu Dhabi’s expansion plans across Africa, the Middle East, and Asia to balance its regional exposure. There are many possible responses, but all are based on certain guiding principles.

1

Rigorous cost cutting not the only answer

Cost cutting is important—but not at the expense of a company’s future potential.

The goal is a balanced approach that creates a competitive cost structure and a sustainable competitive advantage beyond those low costs. The old V-curve approach for companies – downsize fast, return to health, then grow again – no longer applies. The advent of a crisis forces businesses to pursue higher levels of productivity and to invest in growth. In the current environment, performance and productivity gains also signal a growing ability to compete internationally. Securing strategic R&D

“because larger market shifts usually take place during recessions, managers who respond quickly to changing environments give their companies an advantage.”

“Transforming a company holistically is as easy as open-heart surgery - a difficult challenge requiring specialized skills.” programs (investments, human capital) and, eventually, even increasing R&D expenses to both foster post-crisis competitive position and reassess current developments can be a practicable option. Also, leveraging opportunities in sourcing (procurement) without threatening the supply chain and making the cost base flexible (especially human resources and outsourcing) can lead to significant strategic advantages in a downturn. Such sourcing and flexibility not only protect the current competitive edge but also enable market share gains from competitors and create value out of a crisis or downturn situation.

2

Flexible strategic planning and reassessment of business model required

Scenario analysis must be at the centre of all strategic-planning activities. Multidimensional alternative perspectives have to replace the former static, one-dimensional picture of the future. The current business model should be evaluated in light of different possible scenarios, their probabilities of occurrence, and adaptations assessed regarding feasibility and sustainability.

Related actions could include the streamlining of the product and services portfolio based on strategic considerations such as profitability or sustainability of business. It could also encompass a redefinition of the company’s value chain coverage and the outsourcing of activities. One of the most prominent examples of business model innovation out of crisis is the case of Apple. Through the creation of the iPod music player, the company changed its business model and evolved from a pure, innovative hardware producer to a music distributor; and through its platform, iTunes, established an ongoing relationship with its customers that was harvested massively in the following years with new products and services, which led eventually to Apple becoming the most valuable company in the world.

3

Strengthening of balance sheet from two angles: Cash and equity

Structural balance sheet rebalancing through additional equity injections and/or debt raising, potential divestments, or alternative financing methods should be tackled during favourable market conditions, because the costs of doing so during tough periods might multiply.

Cash is the lifeblood of corporates, and internal sources of funding through

working-capital optimization have the advantage of being less expensive and taking less time to secure, because they are mainly under the control of management and do not require third-party involvement. Optimal capital tie-up can be achieved only through strict inventory management and payment-cycle optimization. It should be noted, though, that delaying payments cannot serve as a long-term liquidity solution, because such delays can severely damage company image, can lead to supply disruptions, or result in credit insurers’ refusal of liability if a payment deadline is not upheld. In such situations, communication with suppliers is of utmost importance; it must be candid; and suppliers must be assigned priority levels according to their criticality to the business. On the other hand, thorough research on customers’ payment histories before the initiation of a collection campaign is paramount since it is advisable to be extremely cautious when communicating cash needs externally: even a perceived liquidity shortage can be a serious threat to any business.

embarkinG on The TransFormaTion journey is noT easy A transformation requires that a structured, comprehensive conceptual approach be in place before the onset— or in the early stages—of a regional economic crisis. It should encompass

strategic, operational, and financial dimensions, and it must be developed in concert with all relevant stakeholders in order to achieve buy-in within the organization. Depending on the urgency of the transformation, it can take 6 to 10 weeks until the concept is finalized and implementation can start and up to two years to complete.

Transforming a company holistically is as easy as open-heart surgery – a difficult challenge requiring specialized skills – and it’s tricky at the best of times. While the company navigates a shifting environment, it must at the same time also make changes in operations that it must implement without impeding the delivery of products and services. Major challenges may arise from employees’ unwillingness to change (an indication of a troubled corporate culture), or from lack of management and board commitment, or from an inadequate and underdefined transformation concept, or from lack of adequate tools and the dedicated corporate governance needed to implement the desired changes.

AlixPartners is a leading global business advisory firm founded by Jay Alix in 1981. The company currently has a staff of over 1400, with office locations throughout North America, South America, Europe, and Asia.

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Cov er Story

Getting to Know

The Man Behind Talabat’s Record-Breaking Sale

A

Wild Success ith German e-commerce group Rocket Internet’s acquisition of Talabat for $170 million - the largest purchase of an internet company in the Middle East to date

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- a new benchmark has been set for tech start-ups in the region. Join us as we sit down with Mohammed Jaffar, former CEO of the online food delivery company, as he shares his views on life, work, and his journey with Talabat.

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What’s the first thing you do in the morning, and the last thing you do before you sleep?

I wake up at dawn, in time for the Fajr prayer every morning.

After that, I check my emails and then get ready to begin my day. Before going to bed, I usually spend some time watching the news, reading a book, or with my family.

Do you have any mottos for success that you live by?

The best people are the first ones to admit when they are wrong. Honesty and respect for others, regardless of their social standing, are two qualities that I consider very important in any individual. Honesty is also extremely important in the workplace, as it helps a business save time and operate smoothly when a person owns up to a mistake as soon as he’s or she’s made it.

You’ve already mentioned that you enjoy reading books. What are some of your other hobbies and interests?

I’m a huge football fan, and watch and play the game on a regular basis. I’m also very passionate about rugby, and used to play the game while at university in the UK. I also enjoy swimming and even computer games from time to time; just like any other regular guy!

What’s your favourite football team?

This may come as a bit of a surprise but my favourite team is Crystal Palace! I also support Manchester United as I feel they had one of the best managers of all time in Sir Alex Ferguson.

You mentioned earlier that you had gone to university in the UK. Which university did you attend and what did you study?

I went to the University of Surrey, and studied Economics.

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What were you doing before you bought Talabat?

The Talabat team celebrates placing their 7 millionth order

I’ve wanted to become an entrepreneur for as long as I can remember. But in order to do that, I first needed to learn as much about the world of business as possible. So after I completed my degree, I worked in corporate banking for four years, until 2004, when I quitting banking to open my first enterprise: a restaurant in Kuwait called The Kitchen.

I achieved a great amount of success there before devoting my efforts to Talabat full-time in 2010.

How did you first find out or get involved with Talabat?

I had known about Talabat ever since it was founded in 2004.

When running my restaurant, I initially suffered very poor sales. After hearing about

“Honesty and respect for others, regardless of their social standing, are two qualities that I consider very important in any individual.”

how Talabat had successfully helped a number of other restaurants get on their feet, I thought I’d give it a try myself, and partnered up with them.

The first day we listed our restaurant on Talabat, our sales shot up more than 5-fold.

That was the day I knew that the company had tremendous potential for growth, and was something I definitely needed to be a part of.

Where did you get the finances to buy Talabat?

When I saw potential in Talabat, I went to my father and eventually convinced him to invest in the company. I can tell you, it wasn’t easy! My father is a successful businessman himself, so only once he had seen that I had done my homework on it, and knew what I was getting myself into, did he agree to give me the money to acquire Talabat.

You’re obviously blessed with a family who are very supportive of your ambitions, but had your father not given you the money, what alternatives did you have? What would you have done?

Quite honestly, there would have been no other option.

When trying to acquire the capital to buy out the company, the economy was still reeling from the financial crisis of 2008, which meant that no banks would have been in a position to provide me with the loans I needed. I’m very thankful for the support my family has given me so far, as without them, Talabat would not be where it is today.

Do you still remember what it felt like on your first day, walking into the Talabat office? What thoughts were rushing through your head?

By the time I had officially acquired the company, I was already familiar with the team and details of the business.

But on the first day as CEO, I remember feeling a rush of different emotions as I entered the office. It was mainly a mix of excitement and nervousness; excitement at the prospect of leading such a talented team of professionals and realizing the company’s true potential, and nervousness at the thought of not managing to reach the targets I had set out, and letting down a whole bunch of people who were counting on me.

So how much had Talabat grown during your time there?

When I bought the company in 2010, we had about 700 orders per day and 60 restaurants. By the time I sold it, we had 50 000 orders per day and 2000 restaurants.

After buying the company, what changes did you make to ensure its growth?

While I didn’t make many changes to the existing business model, there were a number other factors that came into play. The first major factor that helped the company to expand was the extra funding I was able to bring to the company. The second factor was the fact that I had made Talabat my full-time job. Before march 2016

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I acquired the company, the previous owners had other full-time jobs, working on Talabat part-time. The last factor was the major increase in smartphone usership around the GCC from 2010 onwards, which naturally allowed us to reach a much wider consumer base.

I’m sure a lot of people would be quite curious to know, how does Talabat actually generate revenue?

The primary source of income is order commissions from the restaurants. The secondary income is from selling ad spaces. The third source is the initial registration and annual fees that the restaurants pay to join Talabat.

Through your experience, which countries in the GCC are the most businessfriendly in terms of launching web startups?

In the GCC, I would say Bahrain and the UAE are the best countries to launch web start-ups. I did consider shifting the head office from Kuwait to the UAE, but ultimately chose to stay in the country because I was proud of the fact that it was a Kuwaiti business, and wanted to remain close to my family.

“The first day we listed our restaurant on Talabat, our sales shot up more than 5-fold. That was the day I knew that the company had tremendous potential for growth.”

Now let’s say I’ve saved up quite a bit of money over the years and am looking to invest in a web startup. What advice can you give me?

You seem like the most qualified person to ask this question!

So you sold the company to the German startup studio Rocket Internet earlier this month, making history in the process. How did the sale happen? Did they get in touch with you or were you actively trying to sell it at that point?

We were doing very well by ourselves, and had the potential to grow further, so we were not actively trying to sell the company. However, one day I was contacted by someone from CODE Advisors, a San Fransisco-based bank that specializes in e-commerce.

He was in Bahrain at the time, and had heard about Talabat.

He asked me whether I would like to meet some of the people from Rocket Internet and I

gladly accepted. From the first meeting onwards, they seemed very interested in making a deal. At the time, a number of startups in the GCC had been acquired by the company, and we could see that the market would soon become consolidated. Although the amount they offered was generous, money was not the only motivation behind the sale. We wanted to ensure that Talabat would continue to grow, and felt that this was the best way to do that.

Busy at Work: a typical day at the Talabat HQ

When I bought Talabat, I had zero IT knowledge. I did, however, have a significant amount of business experience under my belt. The one thing I’ve learned through my experience is that a company is only as good as its personnel.

When looking into businesses to invest in, my advice would be to try and forget about the numbers and get to know the people behind the company.

Find out what their plan or vision for their company is and, more importantly, if they are capable of seeing these plans through.

Now that the company has been sold, are you still going to remain involved with Talabat somehow? What are you plans for the future?

No, I’m no longer involved in the company. After ten years of being my own boss, I would find it too hard to start taking orders again! However, before stepping down as CEO, I appointed the Head of Product of the company as my replacement. As for the future, I’m currently looking at a number of online start-ups to invest in and hopefully create the next Big Thing! march 2016

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Smart SolutionS Digital transformation strategies for a ‘thinking’ organization

By Anita Menon

O

ur lives revolve around digital experiences.

Downloading apps on our phones, experiencing new ways to access information and data, shopping online, finding ways to amuse ourselves, and being omnipresent on social media channels is what accounts for a large part of our day. Leading organizations have realized the value of a sound digital strategy which allows them to connect with their target customers with ease, and leverage the wealth of data to create products the market wants and targeted marketing campaigns.

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E-commerce sites are some of the highest revenue-earning businesses in the world today. For example, Amazon and Alibaba are forerunners in retail, without owning brick and mortar stores. Airbnb is one of the highest growth brands in hospitality despite the fact that it neither owns property nor operates hotels.

The competitive edge belongs to businesses that have nimble digital businesses and hence every brand aspires to be as agile as possible with their digital strategy and implementation. All thinking organizations understand that they need to undergo a series of digital transformations to ultimately reach their objective of being a global brand.

There are four key characTerisTics for digiTal TransformaTion:

1

Plotting your firm on a digital maturity Matrix and then determining your objectives of digital transformation It is important to figure out where your firm lies on the Digital Maturity Matrix (DMM). Depending on which industry vertical your firm fits in such as retail, healthcare, manufacturing, hospitality etc., you can plot your firms’ digital maturity by pinning it against digital indexes such as automated workflows (both for internal and external organizational processes), advanced analytics (big data analysis), digital data exchanges (standardized protocol for exchange of messages) across the digital supply chain, and internet of things (IOT). Once the maturity is established, it is easier for the firm to work its way up the digital value chain and achieve digital objectives for the firm.

market and shutting down their websites. If serving the mobile-only customer is not high on your firm’s priority list, it is worth considering spending time to see the value that this particular target segment may bring to your brand. In 2015, the number of mobile users was 596 million in the Middle East and North Africa region (MENA) which is expected to reach 632 million users in 2016 and 671 million users in 2017. This is a cue for your brand to look into harnessing this audience which is rapidly growing.

2

Being customer – oriented “What is it that the customer really wants?” is the milliondollar question that every organization wants answered.

Customers’ wants change from time to time and with a mature digital strategy it is possible to figure out what even the most niche customer segments want. The possibilities of creating niche products that are incredibly successful are immense because harnessing and analyzing big data allows for it. Social media channels have become the touchpoints of gathering invaluable customer data in the form of user-generated content. Never before in history was such a thing possible; where the customers themselves gave you enough information to work on to create new products or improve the existing ones.

your cuStomerS are increaSingly looking at being able to find you, learn about you and then gauge you before they can employ you or buy your product.”

they can make an informed decision of buying your product or service. It is important to make the customer feel that they have made a smart choice whilst navigating seamlessly through the course that you have charted for them to buy your product.

4

Focus on the mobile – only customer This digital transformation characteristic is perhaps the game-changing one which every leading brand needs to focus on without fail. Customers are going mobile-only to access every experience. There are several examples of businesses in India that are going the mobile-only route to focus on this growing

Adopting these four key digital transformation strategies can help any brand become a forerunner in their industry.

It can be mind-boggling to understand which key characteristics to follow and implement. It is important to make a start, make mistakes, learn along the way and coursecorrect accordingly.

Anita Menon is the founder of the digital marketing firm The Butterfly Effect. She converges her business consulting skills with her passion for social media to create digital marketing solutions for enterprises and individuals. www.thebutterflyeffect.co

3

Providing a seamless customer experience Whether you are product developer or a service provider, your customers are increasingly looking at being able to find you, learn about you and then gauge you before they can employ you or buy your product. For example, as a product or a service company you have to make sure that your online efforts are in tandem with the on-ground operations. The customer will look for your products/services online on social media or might download the related mobile app and read reviews offered by other customers, before

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Stand Out frOm

the crOwd How to Make your Mark Through Personal Branding Make no mistake, if you want to be successful in business, you have to discover that one thing you do best and how to effectively promote it. That’s what personal branding is marketing your best asset. As customers gain more access to general company information via the Internet, they also develop a greater demand for details about a business’ founder. This is why you need to take the time to craft your reputation in order to create a personal brand parallel to your company’s brand.

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WHaT is Personal Branding?

Some say that personal branding is the practice of people marketing themselves and their career (Wikipedia). I prefer the definition that relates to the process of developing a “mark” that is created around your personal name or your career.

You need to view your personal brand a trademark; an asset that you must perfect while continuously shaping it. Amazon Founder, Jeff Bezos said:” Your brand is what people say about you when you’re not in the room.” The term personal branding is believed to have first appeared in the August 1997 issue of Face Company Magazine in an article by management guru and author Tom Peters, who wrote: “We are CEOs of our own companies: Me Inc. To be in business today, our most important job is to be head marketer for the brand called “You”.

By Eman Bu-Rashid

WHo needs a Personal Brand?

If you think only celebrities need personal branding, think again. Every one of us is a brand. Building a recognizable personal brand opens professional opportunities. As a brand, we can leverage the same strategies that make these celebrities or corporate brands appeal to others. We can build brand equity just like them. The difference between today and over ten years ago when it was first mentioned by Tom Peters, is the rise of social technologies that have made branding not only more personal, but within reach.

WHy do you need Personal Branding?

Personal branding is becoming increasingly important because modern audiences tend to trust people more than corporations.

People trust people more than advertising.

Furthermore, people want to do business with other people, not with companies.

Putting a strong personal brand on the frontline of your sales process can dramatically improve conversion rates. The purpose here is to differentiate yourself to stand out of the crowd by identifying and articulating a unique value proposition and then leverage it across platforms with a consistent message and image to achieve your professional and business goals. Personal branding can enhance your recognition as an expert in your field to establish a reputation. Having a personal brand is a leadership requirement. It enables you to be a better leader, a more authentic leader that can create greater overall impact. Questions to be answered evolve around who needs to know about you, what need are you best positioned to fill, and what differentiates you from others in your field of expertise.

HoW To Build a Personal Brand?

Step 1: Know who you are

First, you need to determine what makes you special and how you would like to be perceived. The market is flooded with those who choose a general field like “marketing” or “human resources”. Your area of expertise has to be a specific niche that will give you more opportunities to prove you know what you’re talking about, which entails having a narrowly defined target audience that will be much more relevant to your offering. Your brand needs to set you apart. You need to stand for something that is more meaningful not only to you but to your audience, as well. If you have more than one message to your audience, you run the risk of confusing people about what you are all about.

Step 2: Networking

Connecting with people is the best way of building your personal brand and getting your name out there. When people know you, like you, trust you and know what you can offer, they are more likely to do business with you or recommend you to other people.

Remember, networking isn’t about selling; in fact it’s not even about talking. Networking is about listening. Listening to people’s frustrations in your area of expertise will help you refine and reshape your point of view to fit your target audience. The best networkers are the ones who are able to build relationships and invest time finding out about others.

Step 3: Don’t be afraid to self-promote

Once you have built your brand, don’t be afraid to self-promote. Building a good, strong reputation is best achieved by having the confidence to share your vision and your brand with audiences, without being salesy. Creating a plan about how you are going to help people connect

with your personal brand is vital for your success. Take the time to understand how you can successfully pitch your professional knowledge to business contacts or a journalist. When dealing with journalists, a media release is a great way to pitch your story and build your personal brand. You should also consider looking for speaking events in your area, which will give you the opportunity to demonstrate your expertise while connecting with new audiences.

Step 4: Create an Online presence

Never before has there been such a fantastic opportunity to create, market and manage your own personal brand.Thanks to online and social media, you are in control of what people see when they search your name, what they know about you and what your opinion is. A personal website can act as an online hub for all your information, such as your biography, speaker profile, blog, and contact information. Blogs allow you to easily publish your ideas; readers can interact with those ideas and you can build relationships with your readers. If you can become a trusted source of information through your content, over time you’ll become collectively known as the expert of your specific field. Likewise social media -LinkedIn, Twitter and Facebook -- is critical in developing your personal brand as it allows you to communicate directly with your audiences, unfiltered by anyone else, including the media.

Step 5: Managing your reputation is critical

While building your personal brand is essential, managing your reputation online and offline is equally as important. Warren Buffett famously said, “It takes 20 years to build a reputation and five minutes to ruin it.” Reputation is everything to your brand. You need to be mindful of what your social media activity says about your personal brand as a whole. Your behavior online is a reflection of who you are and what you stand for, so use your social media with care. Just like a corporation, you need to manage other people’s disagreements with your point of view.

You have to be prepared to address their concerns in an appropriately diplomatic and professional manner.

Step 6: Maintain consistency

Many entrepreneurs tell me that maintaining consistency is a challenge when marketing their businesses. The same goes for building your personal brand. Consistency is the key to building your personal brand and reputation. Just getting noticed, let alone remembered, takes incredible persistence.

Investing the time to build your brand is only half the battle, you need to make sure you are continually monitoring what people say about you online and in the media so you can manage it. Consistency also means that your message needs to be consistent across all platforms, such as LinkedIn, Twitter or Facebook.

Step 7: Show proof

As the saying goes, ‘the proof of the pudding is in the eating.’ You need to show results, numbers and success stories of what you have achieved for others to back up your claim. Reviews and testimonials are fantastic tools for building trust with your audience. Marketers call this social proof.

Social media platforms such Facebook and LinkedIn allow your audience to post their reviews and recommendations. Having a website will also allow you to post those testimonials and reviews. These give your value claims more legitimacy.

as an enTrePreneur, your Personal Brand is everyTHing.

Just as so with a traditional brand, personal branding requires you to find a signature image, a unique voice, and a recognizable standard that your readers, fans, and customers can grow to recognize. The power to build an extraordinary personal brand rests within ourselves.

Eman Bu-Rashid is a marketing strategist. She is a Duct Tape Marketing™ Certified Consultant based in Bahrain, the only certified consultant of this network in the region, and the founder of Keynotes Consultants and OnePointSix. She has a passion for helping entrepreneurs and SMEs, specializing in creating simple, effective marketing and business growth strategies. To get more tips and advice on marketing, send her an email eman@keynotesbh.com or visit her website: www.keynotesbh.com

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By: ALEX MOAZED

5 StepS

Founder & CEO Applico

for Building a MoBile app People are always on their phones; with a mobile app, your business will be too.

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W

ith today’s economy and our lifestyles seeming to revolve around mobile technology, there appears to be a neverending race to devise and create the “next big thing.” And more often than not, that tends to be a mobile app.

It’s certainly not easy to come up with a unique and innovative idea with all the new mobile apps flooding the App Store on a daily basis, and having an idea is just the beginning. The process of creating a mobile app can be arduous and frustrating, but this step-by-step guide will facilitate the process for entrepreneurs looking to get started.

1 focus the app and its Business Model

It’s tempting to get started as quickly as possible on making your mobile app once you have an idea, but it’s important to be patient. Have a clear definition of what your app’s business model will be. A platform business model, which facilitates exchanges between two interdependent groups, is your best bet. Uber, Airbnb, Snapchat, Youtube and countless other big names are all examples.

Next is detailing what your app’s main function or core interaction will be, and what value it will deliver to users.

A vague idea will get you nowhere. If your description of the core interaction requires you to use “and” a lot, chances are you’re stretching yourself too thin and your platform lacks focus. Uber connects drivers with riders. Airbnb connects renters with holders of spare lodging inventory.

Instagram makes social sharing of beautiful pictures easy and fast. These platforms did one thing well and focused on getting initial traction around their core interaction before trying to facilitate other interactions.

Remember, there is always the possibility of adding more features in version two.

Investors want traction, and if you inundate your target users with too many options, you’ll never make it out of the gate. It’s also very expensive to add features. Startups must be scrappy and smart with their resources.

Focus your app’s resources in areas that will deliver the greatest interaction to achieve network effects and build those out first.

2 Know Your Competition

Once you have a firm grasp on your mobile app’s core interaction, it’s time to start researching. The first thing to consider is your competition. You must consider not only the number of competitors in a certain market, but also the success those competitors have had. It’s definitely risky to enter a heavily saturated market, but competition indicates a ripe market and great opportunity. However, if several competitors have already raised dozens of millions of dollars in series B or C funding, then you should be asking yourself what your mobile app’s differentiation is and whether or not it will be strong enough to compensate for your late entry. On the other hand, if a market is wide open, it’s important to understand why that’s the case and reevaluate whether or not your idea is a good one. If it were a good idea, wouldn’t you expect to see some level of competition already in place?

time to start laying out the plan for your mobile app. This is where your idea starts becoming a tangible product. For starters, it’s important to understand the difference between UX and UI. UX is concentrated on designing for the user’s needs and understanding necessary tasks involved in using a product/service to accomplish a goal.

UI is more focused on the usability of an interface, determined by its ease, efficiency and enjoyment of use.

You should focus on UI to start. Think about what screens your app will have, what their functions will be and how they are going to be interconnected. UX is less of a concern because it’s more cosmetic, but it always helps to have a vision for what your app’s design principles should be. You might even want to consider creating a detailed plan for your platform with wireframes and even a clickable prototype.

Once your documents are ready, it’s time to share them with people, asking for honest feedback. Then tailor your roadmap and UI/ UX plans to their suggestions. When you’ve completed planning the layout for your app, you must consider which mobile OS platform you would like your app to be on. Always go iOS first when developing an app. Plain and simple. If you want your app to be on both the Android and iOS markets, be aware that Android apps are more costly and difficult to develop, which is why it’s fairly standard to enter the market with iOS. However, for a mobile app platform to be successful, it should be on both Android and iOS.

4 find developers and

Know How to Hire them

If you decide that going with a reputable mobile app development firm is the right route for you, here are some things to keep in mind:  Good. Fast. Cheap. Pick any two, but you can’t have all three when it comes to mobile app development.  There is usually nothing a reputable mobile app design and development firm can do for less than $50,000 when it comes to a full app development and deployment. They’ll be able to work with that type of budget for strategic engagements focused on defining your MVP and its business model or prototyping, but not for an entire dev and deployment project.  Most quality mobile apps will cost more than $100,000.  Mobile development is only 35 percent of the long-term costs of creating an app, and there will always be unexpected costs that come along the way.

App development is by no means a quick process (roughly a range of 12-20 weeks).

You’re going to be working with your development team very closely for a good amount of time, so pick people you can build a relationship with. It’s also best practice to hire a developer who has expertise in your mobile app’s business model.

With all that in mind, it’s time to start searching. Google will provide you with a shortlist of qualified mobile app developers.

From there it’s up to you to start identifying other entrepreneurs you may know that have engaged with mobile app development firms, and get their opinion on various vendors. Meeting face to face with a firm’s team will be critical to get a sense of the type of working relationship each firm provides.

Take your time in the selection process and feel confident that the firm you’re going with is capable of delivering a mobile app that can scale and become a profitable business.

If the capital you have at your disposal can’t support hiring a firm, then hire freelance developers on sites like Elance or even Craiglist. In this scenario, it’s important to take location into account, as working with a small team over a large distance is troublesome.

5 Be ready for revisions

As your app nears completion, have beta testers use it to see how production is coming along. See if your app’s UX is living up to expectations, and if not, you and your developers must figure out how to adjust the product. There’s no point in continuing coding unless you’re sure it’s meeting user preferences. It’s important to have your app thoroughly tested before you launch.

Also make sure that your developers are doing quality assurance to ensure that the coding is sound. Keep in mind if their QA is manual rather than automated, this will be a slower process.

As you’re preparing to launch, you must create developer accounts with the App Store and Google Play store. This will take a few days to process, so make sure it doesn’t hold up your launch process. When that’s done, you’re ready to launch.

It’s absolutely essential to have support ready for bug fixes and updates after you’ve launched. Eighty-six percent of users will delete a faulty app after the second use. Even the slightest of bad news will spread like wildfire in such a competitive market, so make sure you have support ready for three to eight weeks post-launch. As your app is being downloaded and used, keep track of analytics and reviews. Continue revising your app to make sure users are happy.

It’s a long and complicated process, but if you do your part and follow these steps, your mobile app might just be the “next big thing.”

3 plan and Validate

Once you’ve focused your mobile app idea and have conducted your research, then it’s march 2016

63

Fashion

Statement pieceS to make a laSting impreSSion Business people, be bold. BIG’s picks from global fashion powerhouses vv

BULGARI

OMNIA INDIAN GARNET PERFUME

Inspired by one of the world’s most magnificent gems, the Indian mandarin garnet, Bulgari’s popular fragrance captures the magic and sensuality of tuberose and osmanthus flowers.

Bulgari, Moda Mall BD 38

EMPORIO ARMANI CLASSIC WATCH

Retro and refined, a smooth black leather strap complements a stainless steel case with a silver-tone sunray dial.

Paris Gallery, City Centre BD 143

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GUCCI

SUEDE KNEE BOOTS

Made is Italy, these knee-length suede knee boots feature double g hardware detail on fold over a fringe.

Gucci, Moda Mall BD 500

MONT BLANC

SINGLE GUSSET FRAMED BRIEFCASE

Made of European full-grain cowhide with unique Montblanc deep shine, lined with suede calfskin, stainless steel fittings and a secure combination lock, and branded with a Montblanc emblem.

Paris Gallery, City Centre BD 734

GUCCI

MARMONT LEATHER TOP HANDLE

BURBERRY

A small structured leather top handle with top-stitching detail made in Gucci’s signature lightweight leather, noted for its softness and elasticity.

Gucci, Moda Mall

LONDON LEATHER FOLDING WALLET

BD 860

BD 165

An Italian-made folding wallet in textured London leather.

Burberry, Moda Mall

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LifestyLe

To add more power To a high-flying lifesTyle

ION FLASH CUBE

Flash Cube is a selfpowered speaker system that combines style, fun, and great sound like no other speaker. The lighted woofer and tweeter offer a full range of colors and different lighting modes to match your dĂŠcor or mood. Flash Cube streams music wirelessly from any Bluetooth device and includes a remote to control its musical functionality and to select your preferred lighting options.

Virgin Megastore, City Centre BD 57

JAWBONE UP2 FITNESS TRACKER

The UP2 by Jawbone provides simple activity and automatic sleep tracking in a slim and fashionable design.

Aside from activity tracking, there’s food, drink and mood tracking, and you can create teams to compete with others. The software can also connect with a huge selection of third-party apps, such as MyFitnessPal, RunKeeper, Strava, IFTTT, Nest and others.

Virgin Megastore, City Centre BD 37

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BOSE ACOUSTIC NOISE CANCELLING HEADPHONES

Bose’s QuietComfort® 25 headphones are engineered to sound better, be more comfortable and easier to take with you. The headphones offer a significant level of noise reduction for travel, work and anywhere in between. There are two versions available: one for iPhone, iPad and iPod models and another for Samsung and Android devices.

Virgin Megastore, City Centre BD 139

NOMAD APPLE WATCH CHARGER

The Nomad Apple Watch Stand has a minimalist profile which could easily catch your eyes. The watch remains elevated while being charged and therefore you are able to have a comfortable interaction with it. This charging stand has been made with military grade aluminium, copper alloy and rubber materials.

Its cable routing is hidden on the backside. The alloy base ensures the dock stands perfectly wherever you keep it. This dock comes in space grey and silver color. It is compatible with both 38 and 42mm Apple Watch sizes.

Virgin Megastore, City Centre BD 23

KIBA SELF-EDITING CAMERA

Kiba is a device that has been touted to be the world’s first interactive self-editing video camera. Kiba is also the very first camera you can talk to where it responds easily to voice commands such as “Kiba, record,” “Kiba, remember,” or “Kiba, selfie.” The Kiba is available for pre-orders on their website, where it will come with a year’s worth of free cloud storage and an easily attachable camera mount.

getkiba.com BD 75

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BUSINESS Market Place Gulf

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march 2016

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the BIG

hotel guide Your guide to the Kingdom’s hotel outlets

Sofitel Bahrain Zallaq thalaSSa Sea & Spa  Dining

Fiamma: Italian Restaurant

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

Opening Hours: Thursday - Saturday 12:30pm to 3:00 pm, Every night except, Sunday: 8:00pm to 11:00pm (Fiamma is closed on Sundays)

Saraya: All Day Dining / International

Exquisite buffets with flavors from across the world.

Available is breakfast, lunch and dinner and also a la carte and live cooking station.

Opening Times: Daily 6:30am to 10:30am, (11am on weekends) Lunch: 12:30pm to 3:30pm, Dinner: 7:00pm to 10:30pm

Wok: South East Asian Restaurant

The perfect combination of stones and wood in the décor to reflect an Asian feeling is defiantly there.

Opening Hours: Wednesday to Monday: 7:00pm to 11:00pm (Wok is closed on Tuesdays)

Tapas: Restaurant

It services a wide range of exciting tapas, and the best cocktails on the island. Tapas bar has a truly vibrant and lively atmosphere with its Cuban band.

Opening Hours: Daily: 11:30am to Midnight

La Mer: Seafood Restaurant

Sheraton hotel Bahrain 

Shopping

Alhilal Bookshop

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.

Al Safir Restaurant

Opening Hours: Daily: 9am to 9pm

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

For Information

Pashawat: Arabic Restaurant

Dining

Gastronomical buffets for breakfast lunch and dinner as well as superb á la carte options.

Opening Hours: Breakfast 6:30am - 10:30am Lunch 12:30pm – 3.30pm, Dinner 7:30pm – 11:30pm

Soie Chinese Restaurant

Alhilal Bookshop: +973 17 531 665

Spa & Salon

Image Spa & Leisure

Relax in the dramatic ambience with dark wood floors, oriental ornaments and lanterns.

Opening Hours: Daily: 6am to 10pm

Opening Hours: 7:00pm – 11:30pm (Closed on Saturdays)

Opening Hours: Daily: 7am to 10pm

Golestan Restaurant

Sheraton Health Club Sheraton Fitness

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

Opening Hours: Daily: 9am to 8:30pm

Opening Hours: Sunday to Thursday Lunch 12:30pm – 2:45pm, Dinner 7:30pm – 11:30pm Friday: Lunch 12:30pm – 3:45pm, Dinner 7:30pm – 11:30pm (Closed on Sundays)

Image Spa & Leisure: +973 17 524 570 Sheraton Fitness: +973 17 524 570 Sheraton Health Club: +973 17 533 533

For Information

It is open in the evenings and offers a delightful Lebanese cuisine. Guests will enjoy large varieties of Mezzah as well as delicious charcoal grilled specialties.

Opening Hours: Monday to Friday: 7:00pm to 1:30am (Closed on Saturdays and Sundays)

Spa & Salon

Thalassotherapy

(Call for Appointment)

nightlife

Amber Bar

Opening Hours: Daily: 6pm to 2am

Lagoon Pool Bar

nightlife

Opening Hours: Daily: 8am to 8pm

An Nada Lounge

Lobby Lounge Bar

Opening Hours: Daily: 7:00am – 10:00pm

Opening Hours: Happy Hour: 1:00pm to 7:00pm Daily 1:00pm – 1:00am

Opening Hours: Daily: 8am to Midnight

For Information & Reservations

For Information

Opening Hours: Daily: 11:30am to Midnight

Espressamente Illy

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

Al Safir: +973 17533533 ext 259 Soie Chinese Restaurant: +973 17 533 533 ext. 497 Golestan Restaurant: +973 17 533 533 ext. 375 Espressamente Illy: +973 17 533 533 ext. 1790

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An Nada Lounge: +973 17 533 533 ext. 293

Tapas BAR For Information & Reservations

Hotel: +973 1763 6363 - Concierge: +973 39349659

the K hotel  Dining Klouds

Enjoy an assortment of culinary delights with their special Themed Nights everyday of the week.

Opening Hours: Daily: 7pm to 11pm

Friday Brunch

Discover The K difference in Friday Brunch!

IS YOUR HOTEL LISTED ON THIS PAGE?

Opening Hours: Friday, 12:30pm to 4:30pm

The K lounge

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.

Opening Hours: Daily: 11am to 2am

Kenza Lounge

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

Opening Hours: Tuesday to Sunday: 7pm to 2am

Be included in Business In Gulf’s hotel guide and benefit from the exposure the magazine offers.

nightlife The K lounge

Opening Hours: Daily: 11am to 2am

Champions Sports Lounge Opening Hours: Daily: 11am to 2am For Information & Reservations

K Hotel: (973) 1736 0000 Klouds: (973) 1736 0000 ext. 4019 K Pool: (973) 1736 0000 or email banquet@thekhotel.com

the ritZ-Carlton, Bahrain hotel & Spa  Dining

Overlook Café

The perfect place to relax by the water and enjoy a variety of light lunch items, refreshments, beverages and cocktails with a tropical flair.

Opening Hours: Daily: 10am to 6pm

La Med

Casual dining in generous surroundings is brightened with natural sunshine and views of the turquoise blue waters of the Gulf.

Opening Hours: Continental and Arabic Breakfast: 7am to 10:30am, Lunch Buffet: Noon to 3:30pm, Lunch Express: Noon to 3:30pm, All Day Dining Menu: 3:30pm, Dinner: 7pm to 11:30pm, Friday Brunch: 12:30pm to 4pm

Plums

The specialty being premium beef and fresh, top quality seafood, it provides guests with the ultimate in dining pleasure.

Burlington Club

big@maxmediaco.com Tel: +973 17 402482 Fax: +973 17 402483

Mohd Sharif Hatam & Sons

The Ritz-Carlton has a dedicated cigar lounge with a cellar of premium malts, cognacs and vintage wines.

Opening hours: Saturday to Thursday 10am to 2pm – 4pm to 8pm

Opening Hours: Daily: Noon to 2am

For Information

The Lobby Lounge

The traditional high tea is served daily in the Lobby Lounge and boasts all the luxurious delicacies that you would expect.

Opening Hours: Daily: 8am to Midnight

The Ritz Gourmet Lounge

Chopard Boutique: +973 17 580 667 Mohd Sharif Hatam & Sons: +973 17 580 889

Spa & Salon

Elie & Jean Beauty Center Gents Saloon

Experience authentic chic ambience like in a Parisian along with homemade pastries and richly decorated desserts.

Opening hours: Saturday to Thursday: 9:30am to 8pm, Friday: 10am to 7pm

Opening Hours: Daily: 7am to Midnight

Sports Club & Spa (Membership only)

For Information & Reservations Hotel: +973 1758 0000

Opening hours: Daily: 5:00am to 10:30pm

Shopping

For Information

Chopard Boutique

Elie & Jean Beauty Center - Gents Saloon: +973 17 580 798

Opening hours: Daily: 7am to Midnight

Opening Hours: Dinner: 7pm to 11:30pm

Primavera

Primavera, the ever popular Italian restaurant offers a very exciting menu.

Opening Hours: Lunch: Noon to 3pm Dinner: 7PM to Midnight

Nirvana

Nirvana brings royal flavors to The Ritz-Carlton for a dining adventure rarely enjoyed outside of India.

Opening Hours: Lunch Noon to 3pm Dinner 7pm to 11:30pm

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Gulf hotel  Dining Al Waha

Dinners are spoilt for choice with an extensive array of buffet fare featuring local and international dishes, as well as an impressive variety of Bahraini hummus.

Opening Hours: Breakfast 6:00am – 10:30am Lunch 12:00pm – 3:30pm, Dinner 7:00pm – 11:00pm Friday Brunch: 12:30pm - 4:00pm

China Garden

The restaurant, which is designed in a modern oriental style, offers a varied selection of food influenced by distinct Chinese regions creating Cantonese, Szechuan and Peking specialties.

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

Sato

It is favored by Japanese Embassy staff who are said to love its peaceful Zen-like surroundings and exquisite features, including teppanyaki rooms and an authentic robatayaki grill and a Sushi bar with a smoking section.

Opening Hours: Lunch 12:00pm – 3:00pm Dinner 7:00pm – 11:00pm

Takht Jamsheed

Taking inspiration from Persia’s royal palace of Takht Jamsheed, the Gulf Hotel’s chic restaurant offers a fine dining experience fit for a king.

Opening Hours: Tuesday to Sunday Lunch 12:00pm – 3:00pm, Dinner 7:00pm – 11:00pm (Closed on Mondays)

Zahle

The menu boasts an extensive selection of hot and cold mezze, grilled meat and regional Lebanese fare, such as beautifully presented shish kebab served in a golden box atop warm Arabic bread and burning coals.

Fusions

Opening Hours: Monday to Friday, Weekdays: 7:00pm – 1:00am, Weekends: 7:00pm – 2:00am Saturday Lunch 12:00pm -3:00pm Dinner 7:00pm – 2:00am

Opening Hours: Sunday to Friday 6pm – 12am (Closed on Saturday)

For Reservations

Fusions is a contemporary and stylish rooftop restaurant boasting unrivalled views over the hotel’s tropical gardens and Manama skyline.

La Pergola

Renowned for being one of Bahrain’s oldest Italian eateries, the intimate restaurant offers a fantastic Mediterranean ambience with a vaulted roof and striking wall murals depicting scenes of ancient Rome.

Opening Hours: Lunch 12:00pm – 3:00pm Dinner 7:00pm – 11:00pm

Margarita Mexicana

All dishes, including tortillas and guacamole, are freshly prepared at guests’ tables to guarantee that the menu and fine dining experience are as authentic as possible.

Opening Hours: Sunday to Friday 6:00pm – 12:00am (Closed on Saturdays)

Royal Thai

The restaurant is situated in a grand pagoda in the grounds of the hotel’s tropical gardens and provides scenic views overlooking the turquoise waters of the outdoor swimming pool.

Opening Hours: Tuesday to Sunday Lunch 12:00pm – 3:00pm, Dinner 7:00pm – 11:00pm (Closed on Mondays)

Al Waha: +973 1774 6425/26 China Garden: +973 1774 6423/24 - Fusions: +973 1771 3000 La Pergola: +973 1774 6419/20 Margarita Mexicana: +973 1774 6462 Royal Thai: +973 1774 6421/22 - Sato: +973 1774 6429/30 Takht Jamsheed: +973 1774 6431/32 Zahle: +973 1774 6417/18

nightlife

Sherlock Holmes Opening Hours: Daily: 12:00pm – 2:00am

Typhoon Bar and Lounge Opening Hours: Daily: 5:00pm – 1:00am Happy Hour: 5:00pm – 7:00pm

Vintage Wine Bar Opening Hours: Daily: 5:00pm – 1:00am For Reservations

Sherlock Holmes: +973 1771 2450 Typhoon Bar and Lounge: +973 17 746 395 Vintage Wine Bar: +973 1774 6461

the DoMain Bahrain hotel  Dining

Txoko

A playful and vibrant venue crowning the top floor of The Domain Hotel and Spa. Opening hours: Daily 4:00pm – 2:00am

Imari

Cosmopolitan Japanese restaurant and lounge Opening hours: Monday to Saturday 6:00pm – 12:00 am Sunday Closed

Le Sauvage

French Steakhouse , open grill kitchen Opening hours: Tuesday to Sunday 6:00pm – 12:00 am Monday Closed

Le Domain

Fresh, light and passionate cuisine from the south of France.

Opening hours: Tuesday to Sunday 6:00pm – 12:00 am Monday Closed

Figs & Olives

A casual duet eatery of both classic Italian and Lebanese comfort foods.

Opening hours: Daily 6:30 am – 10:00 pm

The Cigar Lounge

Refined and masculine social space with walk in humidor.

Opening hours: Daily 6:00 pm – 12:00 am For Information & Reservations Hotel: +973 16000 400, 16000 200, 16000 222, 16000 333.

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al Safir hotel  Dining

Yalla Yalla

In place of Savoy Café, Yalla Yalla offers lunch and dinner bufftets as well as an ala carte menu.

Opening Hours: Daily: 6:30am - Midnight

Bennigan’s

Enjoy tasty food and spirited conversation.

Opening Hours: Daily: 6am - 2am

Cucina Italiana

The place where Italian Food is served with style & passion.

Marriott eXeCutive apartMentS  Dining

SKYWALK CAFÉ

Find this contemporary yet cozy café, one of our favorite Bahrain restaurants, on the ground floor.

Enjoy international cuisine, and even keep connected with free Wireless Internet access available onsite.

Opening hours: daily, for breakfast, lunch and dinner For Reservations +973 17 363999

Opening Hours: Monday to Sunday 6:00am - 1:00am

Spa & Salon

Ann Beauty Salon

Come in and relax to soothing music as our therapists provide the perfect treatment.

For Information & Reservations Al Safir Hotel & Tower: +973 1782 7999 Email: alsafirh@batelco.com.bh Bennigan’s: +973 1781 3750 Website: bennigans.com.bh Cucina Italiana: +973 1700 1317 Website: cucinaitaliana.com.bh

raMee GranD hotel & Spa 

Opening hours: 10.00am – 11.00pm 7 days a week Health Club: 6.00am - 11.00pm Pool Bar: 10.00am – 6.00pm

Lemon Tree

For Information

Opening Hours: Breakfast: 6.30am – 10.30pm Lunch: 12.00 pm – 3.30pm, Dinner: 7.00pm – 11.30pm

Ibrida

Dining

Featuring a dynamic menu, the Lemon Tree is the place to enjoy our signature casual dining, delicious breakfasts, Friday family brunches, scrumptious dinners and those all-day quick nibbles.

For Reservations

Lemon Tree: +973 17111999

Ruka

novotel al Dana reSort  Dining

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.

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

Zytoun

Mediterranean Grill buffet restaurant serving a variety of Mediterranean and international foods.

Opening hours: Daily: 6:30am - 11:00pm

nightlife

Le Bellevue

A relaxed yet elegant bar offering one of the most stunning views of the sea and city skyline. Light live music in the evenings.

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

Pool Bar

Pool bar is open on weekends during DecemberFebruary and every day from March 1 until November.

(Closed during Ramadan).

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

Hotel: +973 1729 8008

Ruka aims to present itself as the region’s most luxurious Japanese restaurant/lounge. With breathtaking views of the Bahrain from the 24th floor, the vast azure Arabic Gulf & the infinite cerulean skyline, Ruka’s connotation to its name certainly holds true to its very core.

Reborn: +973 17 111980

nightlife

Ramee Grand’s very own club and steak-house is the heart of Bahrain’s biggest nightlife entertainment and has steadily become the perfect venue for the after-work crowd to unwind or for weekend revelers to dance the night away, while sipping on specialty drinks prepared by our expert mixologist.

Opening Hours: Club: 8.00pm – 2.00am Restaurant: 7.00pm - 11.30pm For Information

Ibrida: +973 17 111972

Opening Hours: Daily: 12.30pm – 3.00pm and 6.00pm -11:30pm For Reservations

Ruka: +973 17111971

Rasoi

Rasoi takes you on a culinary journey with its extensive buffet display, open exhibition kitchen and live cooking areas. Soothing music from a live ghazal band while you dine creates the perfect atmosphere for our guests to relish the sophisticated blend of flavors, which celebrate the vibrancy, of Indian cuisine.

Opening Hours: Daily: 12.30p.m - 3.00p.m and 6.30p.m - 11.00p.m For Reservations

Rasoi: +973 17111973

Spa & Salon

Reborn

The Spa at the Ramee Grand Hotel & Spa is 5,000 square feet of pure serenity. Inspired by wellness techniques from around the globe, our spa features 13 treatment rooms with a unique selection of facials, massages & treatments designed specifically for women, men & couples.

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iBiS Seef ManaMa 

MerCure GranD hotel Seef 

SEEF RESTAURANT

NEYRAN RESTAURANT

Dining

Enjoy a wide range of succulent dishes from around the globe in a casual and tranquil setting. The a la carte menu is available throughout the day and our chef’s special is freshly prepared daily. Whether you’re looking to grab a quick bite or to have a more relaxed sumptuous meal, the restaurant is the perfect choice to satisfy those yearnings.

Opening Hours: 4 AM to 11 PM daily, 7 days a week Open for breakfast, lunch and dinner.

Breakfast timings: Intercontinental breakfast is from 4:30 AM – 6:30 AM Breakfast Buffet is from: 6:30 AM – 10:30 AM Intercontinental breakfast is from: 10:30 AM – 12 PM Lunch: 12 - 3:30 PM Dinner: 7 – 11 PM Come try out our special Combo offer for lunch & dinner! Revel in one of our culinary delights for your main course from the menu. Add BD 1 for a delicious salad and soft drink.

SEEF CAFÉ

The ideal place to meet with family and friends and enjoy a delightful array of cold and hot beverages, mocktails, light snacks, and sweets, while watching your favorite sports team play on our big screen TV. Opening Hours: 24 hours a day, 7 days a week For information & reservations:

+973 17386020 or e-mail H6303-RE@accor.com

Dining

Specializing in flavors from Europe with hints of Asian, Middle Eastern and Mediterranean cuisines, Neyran’s menu presents a reflection of striking aromas and essences. Guests can start or end their day with a meal from our extensive deluxe buffet for breakfast, lunch or dinner whilst our a la carte menu provides limitless choices anytime of the day in general surroundings brightened with natural sunshine.

Opening hours: 06:30 - 23:00, every day

CASA BAR & TERRACE

Shades of Oak and yellow surroundings, brightened with natural sunshine, Casa Bar provides that chic and stylish setting with stylish décor and the comfiest furnishings all in a Moroccan style. Casa Bar’s cigar collection epitomizes graciousness with a menu that has been created to complement the tastes of aficionados who will find the humidor stocked with some of the finest premium cigars. Don’t miss out on Casa Terrace, on the mezzanine level, where you can enjoy the finest open-air hospitality with a beautiful view of Manama and the Seef skyline. Unwind with live entertainment, a wide variety of shishas, light meals and sandwiches...with your favorite drink!

Opening hours: 14:00 - 02:00, every day.

SAMA POOL & BAR

Marvel at the panoramic city and the sea views, the endless skyline framed against the beautiful sunsets from Bahrain’s highest roof top at Sama Pool Bar. This urban oasis is an unmatched visual feast and the perfect place to enjoy an evening of barbecued grill or gather with a group of friends over light snacks and beverages. The ‘sky’ high experience is completed as you dive into the clear blue water of the pool, with the open-air pool deck a refreshing relief from the city’s buzz throughout the day. The Sama Pool Bar is also a coveted venue for pool parties, family barbecues, farewell gatherings, weekend treats, corporate events, anniversaries or for that special event to celebrate with your friends and family.

Opening hours: 10:30 - 19:00, every day.

the DraGon hotel anD reSort  Dining

MUJU RESTAURANT AND LOUNGE

MUJU’s contemporary style and timeless sophistication blends with a warm and inviting ambiance that combine to make the ideal venue for lunch, dinner or cocktails.

MUJU’s exquisite international menu has a wide variety of delicacies for even the most discerning of palates.

Whether for lunch or dinner, its timeless classics and seasonal specials are a treat to the taste buds. With its warm ambiance, breath-taking sea views and culinary masterpieces, MUJU restaurant and lounge is an indulgence to your senses. Laze away an afternoon or watch the sunset, sipping cocktails while enjoying an appetizing selection of treats from the lounge menu.

Opening hours: Everyday 12pm till 5am

YAMIN JANA MEDITERRANEAN SEAFRONT

RESTAURANT Treat yourself to a refreshingly different dining experience at Yamin Jana, a Mediterranean-Style seafront lounge with an Arabic twist. Allow yourself to be transported all over the Mediterranean when sampling tapas in true Spanish style, as well as authentic Lebanese mezze. The beverage selection is as vast as the Mediterranean, with great beverages and an amazing variety of different shisha flavors. Yamin Jana seats 140 guests on a beautiful al fresco wooden deck. Watch the evening come alive when the whole of Amwaj and all its lights breathe life into the lagoon in front of the Dragon Hotel & Resort.

Opening hours: 11am to 2 am every day.

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For Reservations

+973 17 58 44 00 H5685@accor.com/H5685-RE@accor.com

CORNERS

Corners is the first pub to open in Amwaj Islands. A place to socialize and unwind whilst enjoying the latest in live sports, bands and DJs including resident DJ. With a diverse selection of food, including traditional pub grub as well as International classics to treat the taste buds, Corners is your ultimate Gastropub.

Opening hours: 2pm to 2am For Reservations

+973 1603 1111/ +973 1603 3833 fo@dragonresorthotel.com

SWiSS-Belhotel  Dining

SWISS-CAFÉ RESTAURANT

al areen palaCe & Spa  Dining

RIMAL RESTAURANT

Rimal offers all-day dining in a light and airy setting that provides a spectacular view of the resort. Catering to Middle Eastern and global tastes, guests can indulge in a sumptuous breakfast buffet or select from an extensive a la carte menu.

Opening hours: daily Breakfast served daily: 6:30am - 10:30 am Last Order: 11:00 pm

SAFFRON RESTAURANT

Resplendent in majestic shades of gold and maroon, with a beautiful high ceiling, traditional Middle Eastern accents and a spectacular view of the resort’s grand outdoor pool, this signature dining venue introduces a new menu inspired by modern Bahraini dishes, combining elements of enticing European and Khaleeji fusion.

Opening hours: daily For lunch: 11:30 am-3:00 pm For dinner: 6:30 pm - 11:00 pm

KEIZO RESTAURANT

Keizo offers guests surprising signature dishes from traditional Far East cuisines contemporarily prepared and elegantly presented. Highly experienced chef and multi-talented sushi chef all make up this exceptional dining venue.

Opening hours: Thursday, Friday and Saturday For lunch: 11:30 am-3:00 pm Open daily for dinner: 6:30 pm - 11:00 pm Closed on Sunday

An all-day dining restaurant located on the 10th floor, with a panoramic terrace overlooking the city. The a la carte menus, as well as a wide variety of buffets, are available throughout the day. The restaurant is now offering a special Fondue from 7 - 11 PM daily, until March 31st.

Opening hours: 6:30 AM - 11:30 PM, everyday Business Lunch buffet: 12:30 PM - 3:00 PM, Saturday to Thursday (7 BD net per person including soft drinks and mineral water) International Dinnerbuffet: 7:00 PM - 11:00 PM, Saturday to Thursday (8 BD net per person including soft drinks) Arabic Dinnerbuffet: 7.00 PM - 11.00 PM, Thursday and Friday (8 BD net per per person including soft drinks) Friday Seafood Lunch: 12.30 PM - 3.00 PM (Net BD 12 per person including soft drinks)

CAFECCINO

Lobby Café serving a variety of salads, sandwiches, pastries, hot and cold beverages in a casual ambience.

Opening hours: 24 hours, everyday

B28 bar & lounge

This trendy bar, located on the 28th floor with panoramic view, is a stunning venue to relax and enjoy cocktails with friends and colleagues. Enjoy live music with Olga from 8:30 PM onwards.

Opening hours: 4:00 PM - 2:00 AM, Sunday to Thursday & 1:00 PM - 2:00 AM, Friday

CroWne plaZa Bahrain 

Floor 27

SPICES

The incomparable hall, overlooking the Seef area is the place to host any type of events.

Opening hours: 24 hours, everyday For Information and Reservations

+973 66310041 reservationsbse@swiss-belhotel.com

Indulge in delicious pastries, freshly baked cakes and our special selection of tea and coffee. Senses Lounge is the perfect place to relax and re-charge your senses.

Opening hours: From 9:00 am - 10:00 pm

A must for seafood lovers, who can choose from our extensive a la carte menu or our market place selection of fresh fish which is delivered daily from local Bahraini fisherman.

Opening hours: daily for lunch and dinner

+973 17 84 50 00/+973 17 84 50 01 alareen@alareenpalace.com

Silk’s restaurant

Asian Fusion cuisine Open from 6.00am to 10.30am for breakfast, from 12.30pm to 4.00pm for lunch, and from 7.00pm to 11.00pm for dinner.

Thursdays from 7.00pm to 11.00pm (Thursday Night Out)at BD27 net Mondays from 7.00pm to 11.00pm (Monday Seafood Night) at BD 27 net Friday from 12.30pm to 4.00pm (Award-Winning Friday Brunch) at BD31 net

The Gallery

French brasserie Open from 7.00am to midnight.

Rimal Spa Open daily from 10.00am to 10.00pm 12 luxurious treatment rooms

LA MOSAIQUE

WAVES SEAFOOD RESTAURANT

For Reservations

Dining

Spices Indian Restaurant ensures the best Indian food available, as well as the highest quality possible service. Spices has many exciting signature dishes that are perfect for all and set us apart from the others.

Opening hours: 12.00 to 23.00 The spacious, elegant and classic La Mosaique Restaurant is open 24 hours a day, serving a choice of international buffets and a la carte menus. This restaurant is suitable for all, from family meals out, to meetings, with our facilities being able to cater for all. La Mosaique really does have something too suit all tastes, along with great atmosphere and fantastic service!

SENSES LOUNGE

MövenpiCK hotel Bahrain 

Dining

The Gym & Wellness Open daily from 6.00am to 10.00pm Tennis Court Infinity pool Cybex equipment

Flamingo Bar & Lounge

THE HARVESTERS PUB AND TERRACE

Serves the best pub grub in town and is the perfect place to meet up after work with friends or colleagues. There is live entertainment from our band every night, and you can also catch the latest sporting action of one of the many screens.

Weekdays open from 2.00pm to 2.00am Weekends open from 12.00pm to 2.00am Daily happy hour from 2.00pm to 9.00pm Live band performance daily except Saturdays from 8.45pm 12.30am

CAPPUCCINO CAFÉ

For Reservations

TRACKS SPORTS BAR

Silk’s Restaurant: +973 17460017

Coffee shop is located in the lobby area, and serves freshly brewed tea, coffee and pastries throughout the day. Hold your meeting here with colleagues, or simply sit and enjoy the surroundings.

A great place to socialize with friends and colleagues and watch all the world’s best sporting events everyday on big screen. Come and enjoy Tracks’ relaxed and friendly atmosphere, play pool or darts, listen to great music while having a drink and a fabulous snack from our menu.

Opening hours: daily from 3pm to 1am For Reservations

+973 17531122 cp@cp-bahrain.com

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Powered february by 2016 76

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S E U IN T N O C S IE R E S Y E OUR ONGOINNGDBWENETHLAVE A CHAT WITH THE P ROU U O R G S N O S THIS TIME AIR & A Z E IR L OF A R O T C E .

A D Z E G IR IN L G A A L N A A IS M A F , S IE N OF COMPA

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AID "KEEP THE DRIVE, DON’THBEEBAOFR x, TO THINK OUT OF T AND BE INSPIRED BY MENTORSRIE E LEARN FROM EVERY ExPEFRONMC YOU GO THROUGH AND T." EVERY ONE YOU MEE

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So let’s start with a little background history. Did you join the family business right out of university, or did you work somewhere else before?

Yes, I did, because at the time of graduation from university, my father had just left his successful law office to join my grandfather in the family business. Therefore, being the only son I felt an obligation to join and assist my father and grandfather at that time. It proved to be a very valuable experience because we were both able to learn a lot from the experiences of my grandfather.

Your command of English seems to be quite good. Did you go somewhere abroad for your studies?

As my mother is Irish, we spoke English at home and I also had a diverse education growing up. I studied in a number of different schooling systems, which included both private and public schools, and completed my secondary education from Bahrain School, which is part of DODS (American Department of Defence Schools).

I also attended university in the U.S. where I graduated with a Bachelor of Arts and Science degree from Boston College.

Growing up, did you always know that you’d be a part of the business one day, or did you have any other secret ambitions?

Being an only son there was always an unspoken expectation of me joining the family business. My long-term plan was always to join but I was also interested in pursuing a law degree. At the time of my graduation, I had different opportunities available to me, from continuing my education and obtaining a law degree to working in a bank, but the opportunity to join the family business at that time was very tempting due to the growth in the business and the knowledge and experience I could gain by working alongside my grandfather before his retirement. Looking back now, I believe I made the right decision as my passion is in property development, even though I am still very interested in law and political science.

What is your current role in the group, and what are some your responsibilities?

I am currently a shareholder and the managing director of Alireza & Sons Group of companies. My responsibilities range from overlooking the property development and real estate division, as well as our other divisions such as Global Travel & Tours and our joint venture with UTS-Alireza which mainly deals with industrial chemicals and services in the oil and gas industry.

Who founded the group of companies and when?

The group was founded by my late grandfather Mr. Ali Abbas Alireza in the late 1930’s after he left his family business in Jeddah, Saudi Arabia and moved to Bahrain to set up his own business, which at the time was focused on trading, but eventually branched out to real estate development and property management.

What sectors is the group involved in today?

Real estate development (commercial, residential and hospitality), property management, food services (Korean Bakery), travel services through Global Travel and Tours and industrial services through our joint venture UTS-Alireza.

Let’s say I just won 1 million dinars in a lottery, and being the responsible person that I am, I want to invest it in real estate. According to your expert opinion, what is currently the best real estate project to invest in?

I think globally and diversely ……I would recommend you wait a few months before investing in this sector as I see some good opportunities deals in the market through acquisition of residential buildings that will give you good yields between 8-9%.

The recent economic downturn seems to have affected everyone pretty badly. How has the recent increase in petrol prices and removal of meat subsidies affected your hospitality part of the business?

It is not only Bahrain that has been affected by the drop in oil prices but the whole region. Therefore, these governments have made changes to the subsidies on the goods and services.

And as you have rightly stated this will affect people’s spending habits and disposable income. For the hospitality industry in Bahrain specifically, the main source of business comes from visitors from Saudi Arabia, therefore the less disposable income they have, the less they will spend in this sector. The increase in fuel, electricity and other government services will also increase the direct expenses on the industry and it will inevitably reduce profits.

In your career, what one achievement in particular are you most proud of?

We recently developed a five star hotel, Ramee Grand Hotel and Spa, in the Seef area. This was both a challenging and

rewarding project as it was the first time we had built and developed a project of this size and complexity. I enjoyed working with many different architects, interior designers and hotel consultants to develop this wonderful project.

Our research has also shown that you’re affiliated with the Entrepreneur’s Organization (EO), a global network for prominent business people.

What was your role in the EO? Well, I have been a member of this organization for the past 10 years and have held many roles from Forum Chair, President, Forum Director and currently I hold an international position in the organization, which is Forum Content Sub-committee chair.

What three things would you never leave the house without?

Phone, car keys and kisses from my kids and wife.

Do you have any morning rituals that you follow to help you start the day on a good note?

Not really, I wake up pray and have a light breakfast.

I’d imagine your job might get pretty stressful at times. How do you like to wind down after a long day at the office?

Go home and enjoy time with family and friends.

What’s the last book you read?

I read for pleasure and my favourite author is Jeffery Archer, so I read his latest book “Mightier Than the Sword”.

Lastly, what advice would you give to aspiring young entrepreneurs hoping to start their own business one day?

Keep the drive, don’t be afraid to think out of the box, be inspired by mentors and learn from every experience you go through and from every one you meet.

An important lesson I have learnt from being a member in the EO Organization is that all entrepreneurs, no matter where he/she is starting a business around the world, face the same challenges, such as funding, recruitment, regulation, etc.

And the most important attributes of all successful entrepreneurs are: drive, patience and persistence. Any new business venture will face challenges; therefore any aspiring entrepreneur should be willing to overcome them no matter how difficult or impossible these challenges seem to be.

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Quoted “Societies cannot move forward without law, and our constitution is the cornerstone of the law and our National Assembly is its umbrella and fortress.”

King Hamad bin Isa Al Khalifa

“Define an objective and find a mentor, learn as much as you can. Adopt high standards, cultivate a professional mindset and don’t be afraid to be viewed as decisive.”

“I think privatization is picking up and will grow.

Saudi Arabia has just announced privatising of public education.

Economic development is taking place because of private initiatives, just as much as government in the Gulf.”

Sofyan Almoayed, Managaing Director, Khalid Almoayed & Sons

Shaikha Al Bahar, Deputy CEO, Kuwait National Bank

“Innovation must be at the heart of every business to be able to tackle future business complexities, business model evolutions and the speed of decision-making.”

Michael Korbacher, Director, Google for Work 80 88

february march 2016 2012

“Indeed, Africa is emerging as an inspiring hub of innovation for social media in the banking sector, enabling unbanked individuals in Africa to access risk averse financing through Islamic banking.”

Dr. Anindya Ghose, Professor at NYU Stern School of Business

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