Gulf Insider Nov 2012 by Arabian Magazines

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Issue 94

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November 2012 more inside...

Cover Story

Bahrain Automotive Review

Contents

Picking Up Speed in 2012

10 Bahrain

Marketview Q3 2012

Business

Market Opportunity

28. Management Snooze and You Lose

Qatar

Real Estate

Dome CafĂŠ

Spinning a Food Business 180 Degrees

30. Business

ICT Advancements

46. Art

Soul of Damascus

Risk Management

Ron Kaufman

Enterprise

One on One

48. Technology

Innovative Tablets & Smart Phones

50. Last Word Big Mistakes

“Make your top managers rich and they will make you rich.” - Robert H. Johnson Gulf Financial Insider

GulfInsider Publishers Nicholas & Rebecca Cooksey Editor in Chief Nicholas Cooksey Editor Redia Castillo Assistant Editor Arlene O’Neill

Letter from the Editor... Gulf Insider has a selection of topics to discuss this month before you all get busy with holiday shopping, after all, there are only two more months left to the New Year! Picking up from where we left off last time, we review mixed messages in Bahrain’s office and residential market in the third quarter. We also take a look at Qatar’s residential real estate. The successful Dome Café’s Director speaks with us during an exclusive and inspirational interview, highlighting the restaurant’s teething problems and how issues were tackled head on. Another motivational read is Ron Kaufman’s meeting where he shares expert advice on uplifting customer service and building service cultures. Apart from our regular car reviews, Gulf Insider has featured a special on cars and the automotive industry in Bahrain, looking at its performance compared to last year. Automotive fans are in for a treat with lots to read from Lexus, BMW, Mercedes, Hyundai and much more! We hope that you’ll enjoy this issue and as always, your feedback is important to us. You may send your thoughts and comments to gulfinsider@ArabianMagazines.com

The Gulf Insider Team

Editorial Contributors Jill Boggis Zaid I. Hamed Paul Yates Sam Yacoub Raed Muti Godwin D’Cruz Graeme Newport Kareem Shamma Layout Designs Dhanraj S Admin & Finance Nikesh Pola Business Development Manager Redia Castillo Printed at Awal Press, Kingdom of Bahrain. Distribution Bahrain Al Hilal Corporation, Tel. +973 1748 0800 UAE Jashanmals, Tel. +971 4341 9757 Published by:

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Issue 94

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A crucial topic was discussed in October’s Last Word, humour in the workplace. It’s important for us to realize that things don’t always go smoothly in the workplace. We should take ourselves lightly as the author mentioned. We can’t be immersed in work 24/7, not only does our work stress trouble those around us, but also affects our health in forms of stress-related illnesses. If you crack a good joke every now and then, who knows, maybe you’ll light up a smile on a co-worker who is having a bad day. Hamza, Bahrain

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I enjoyed reading about Nick’s trip to the Boeing factory in Seattle to collect Cathay Pacific’s new airliner. The most we hear about and experience is sitting next to the pilot in a cockpit, however, Nick’s adventure sounded much more exciting! He mentioned he was awed by the advanced technology and resources that are utilized in making these huge vehicles. It’s an interesting point because we usually don’t ponder about the plane’s manufacturing process and hard labour involved as we snuggle in our comfy seats. Good read! Saba, Dubai

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Heavenly Sri Lanka

I had no idea I can get multiple re-entry visas to Sri Lanka! After reading about the Dutch Bay Resorts and their signature vacation villas, I look forward to arranging my next family holiday at Dutch Bay Islands. Saving up on multiple reentry visas is a good catch for someone who tags along four kids on holidays! Sami, Riffa

Uplifting Service Culture

Attending Ron Kaufmann’s workshop last month was quite a refreshing management crash course. I’m glad I got to learn a few new things about maintaining a reputable service culture. These facets are crucial in a customer service oriented workplace and it’s important that Bahrain hosts such events often. It gives an opportunity for Bahraini senior level workers to learn about different work cultures which can be implemented in their organizations. Saeed, Manama

Real Estate Market Overview

Investing in Bahrain

Economic Development Board

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Summer Splash

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Strategy 2016 CEO Mohammed Ali Al Qaed

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Gulf Insider November 2012

If your photos of Bahrain and the region are good enough, they could be published in Gulf Insider/Areej/Bahrain Confidential magazines. Each month we publish the most impressive images we receive and give full credit to the photographer. Images must be at least 1mb and can be e-mailed to submissions@ArabianMagazines.com with the subject ‘PHOTO’.

Business News Enterprises to participate in Career Expo 2012

Tamkeen and Al Zayani Investments Sign new Training and Employment agreement Thirty Bahrainis are bound to benefit from training at the National Institute for Industrial Training. Tamkeen and Al Zayani Investments have signed an agreement to train and provide employment for 30 beneficiaries in three different automotive maintenance fields: Mechanical and Electrical, Body work and Repair as well as Refurbishment and Painting for its three motors subsidiaries; EuroMotors, First Motors & Zayani Motors. The one year training program will be conducted at the National Institute for Industrial Training. It targets Bahrainis between the ages of 18 and 25 with high school Diplomas and an interest in the automotive industry. The training will apply both theory and practice through academic and on-the-job training. So far, about 23,500 Bahrainis have benefited from Tamkeen’s Human Development programmes, and more than 2,200 graduates from these programmes have been employed in several sectors.

INVITA Goes Regional Invita, established in Bahrain in 2006, is a fully owned subsidiary of BBK Bank. It is a leading Business Process Outsourcing (BPO) organization in the region and has set to expand its business in the GCC. Invita recently signed a Joint Venture Shareholding Agreement with Kuwaiti based National Technology Enterprises Company, a fully owned subsidiary of Kuwait Investment Authority. This agreement brings together Invita’s expertise in providing multimedia Contact Center and NTEC’s reach in setting up a BPO company to serve Kuwaiti businesses and organizations. Invita’s seasoned team of professionals with in-depth knowledge of the industry and sufficient experience in customizing solutions is confident in bringing up this relationship to a higher level with overall enhanced customer experience and providing a competitive edge in using the latest technology available.

Left to Right - Mr. Abou Amarah, Mr. Meerza (NTEC), Mr. Malik (Invita) & Mr. Bhalla (General Manager, Invita Bahrain) 8

Gulf Insider November 2012

Career Expo 2012 will be held at the Bahrain International Exhibition Centre from 6th to 8th November, Under the Patronage of His Excellency the Deputy Prime Minister, Shaikh Khalid bin Abdulla Al Khalifa and in cooperation with the National Society for the Support of Education and Training. Career Expo is an educational, academic, and professional annual event that will be held for the 10th year running. It is popular among many youth groups such as school and university students and job seekers. The expo offers information about jobs available in the labour market, required qualifications and advice on how and where to prepare for these jobs. Career Expo also provides networking among individuals and specialists in a number of economic, financial, academic, professional, and service sectors. Many national companies, universities and organisations have confirmed their participation and sponsorship in the exhibition, including Tamkeen, AlAhlia University, Y.K. AlMoayyed & Sons Group, Gulf Aviation Academy, Arab Ship Repair Yard (ASRY), Gulf Petrochemical Industries Co (GPIC), and Sabre Travel Network Middle East. For more information contact the National Society for the Support of Education and Training, Tel: +973 1755 6411 or email infosset2011@gmail.com

Business News

Tamkeen to Launch Employability Skills Project Tamkeen signed an agreement with Talent Partners Bahrain (Talent2) - an international HR development and advisory firm - to set up a system infrastructure for the “employability skills’ project. The new project aims to equip jobseekers (excluding university graduates or higher) with essential skills required in the workplace, focusing mainly on competencies such as numeracy, language and communication, information and communication, working with others and problem solving. The initiative is the first of its kind in the Kingdom of Bahrain and seeks to empower around 5,000 Bahraini jobseekers with foundational skills to enter the job market. Other Tamkeen supported training courses will also be provided if needed. While Talent2 will be working on infrastructure, Tamkeen will invite training providers to present their capabilities for the program.

Standard Chartered New Appointment

Mr. Mahmood Al-Kooheji shaking hands with Mr. Daniel Robinson

Standard Chartered Bank Launches First Islamic Euro Nostro Account Standard Chartered Bank, under Saadiq, its global Islamic banking arm has launched the industry’s first Islamic Euro Nostro Account. A Nostro account is established in a foreign country for the purpose of carrying out transactions. Islamic banks across the world will now be able to earn Shariah-compliant profits on their account balances at Standard Chartered Bank’s Germany Branch, in Frankfurt. Bank Alfalah Limited, a leading bank in Pakistan was the first to sign an agreement with Standard Chartered Bank for Islamic Euro Nostro Account at the recent “Bankers Conference 2012” held in Istanbul, Turkey. The Saadiq EUR Nostro Accounts will be available to clients globally, across the SCB network. The facility allows financial institutions to earn profits on available EUR balances in their accounts and provides Shariah-Compliant account reporting statements, as well as commercial and treasury payment capabilities. The bank is advised by an independent committee of the world’s most renowned Shariah scholars – Dr. Abdul Sattar Abu Ghuddah, Sheikh Nizam Yaquby and Dr. Mohamed Ali Elgari.

Standard Chartered Bank Bahrain has appointed Hussam AlFaqir as Head of Origination and Client Coverage and Co-Head of Wholesale Banking. Hussam was previously Head of Large Local Corporates with Standard Chartered in Dubai. Under his leadership the Large Local Corporates business has witnessed great progress. In his new role, he will be responsible for developing and executing Bahrain’s Wholesale Banking strategy with a focus on deepening client relationships. Hussam joined Standard Chartered in early 2009 and has 17 years of banking experience, encompassing consumer banking and wholesale banking most of which was in the UAE. Prior to joining the Bank, he worked for several local and multinational banks.

Lightspeed offers six months of free internet and more! Lightspeed Communications, a subsidiary of Orange Group and Bahrain’s first alternative fixed-line telecommunications operator is offering new Office and Premium residential subscribers six months of free internet. The offer also provides small to medium businesses and home owners with unlimited downloads, free calls to landlines, four hours free to mobiles and 50 per cent off international calls. Lightspeed is also offering the Galaxy Tab 2 (10.1”) for BD 10 when customers sign up for a new Office broadband package. Gulf Insider November 2012

Bahrain Real Estate

Bahrain MarketView Q3 2102 MIXED MESSAGES in Office and Residential Real Estate in Bahrain

Overview

The summer holiday season and Ramadan have generated modest activity levels in Bahraini real estate during the third quarter of the year â&#x20AC;&#x201C; as Bahrain was declared the most economically free nation in the Middle East/North Africa region by the Fraser Institute. The country was placed ahead of the United States and Japan on the index which measures the degree to which policies and institutions support economic freedom. Earlier in 2012, Bahrain was ranked first by the Heritage Foundation. During the quarter, the National Assembly unveiled plans for investing the $10 billion GCC fund allocated to Bahrain following the social unrest in 2011. Projects to be included in the spending programme are primarily focused on social and economic infrastructure encompassing electricity, roads, water, schools, hospitals, dry docks and stadia. The strategy is focused on spending within the Bahrain economy to encourage job and wealth creation and to improve infrastructure in anticipation of stronger economic conditions. During the boom years 2005 to 2008, infrastructure struggled to keep pace and this fund represents an opportunity to expect and meet needs of the next growth phase. Despite plans for significant government expenditure, in macroeconomic terms, Bahrainâ&#x20AC;&#x2122;s problems are certainly not over. Relatively low levels of FDI are still a concern and GDP has fallen by 1.3 per cent in the second quarter compared to

Gulf Insider November 2012

Real Estate Bahrain

the first quarter, although 4.3 per cent up compared to the second quarter of 2011. In the tourism sector, visitors to Bahrain have significantly increased. In the first six months of 2012, over four million people crossed the causeway from Saudi Arabia into Bahrain with over 230,000 tourists in the Kingdom during the Eid season in mid- August. In addition, a minimum of 33 cruise liner visits to Bahrain have been scheduled between November 2012 and April 2013, this number may rise to 60 as well.

Office Market

Meanwhile, the office market was very quiet in Q3, the combined result of summer and Ramadan with general slow pace in the sector. However, financial and Sharia-compliant insurance sectors are displaying interest in space located within Seef District; this usually compromises space in Diplomatic Area or on Government Avenue. Spatial requirements have gone back to the lower end of the spectrum as occupiers have become highly sensitive to rental rates and are seeking fitted offices in order to minimise capital expenses. Therefore, newer buildings being offered on the traditional ‘shell and core’ basis are deeply unattractive to the market and a stand-off remains between potential tenants and landlords over the capital expenditure required to occupy available spaces. Historically, office occupiers in Bahrain were focused on price and parking but now the list of priorities has shuffled to location in Seef District, fitted-out space, other incentives (typically rent free periods), parking and access. Presently, the only large spatial requests in the market are ministry relocations/consolidations while the oil and gas sectors that were driving demand earlier have now been satisfied. The potential for office sales on a strata title basis remains virtually non-existent and the expectations of investors seeking to purchase commercial properties for a cash income vary significantly from those of sellers. In broad terms, the office market’s performance is exceptionally weak and has reached a bottom point beyond which landlords are unwilling to go. Incentives have become more

The office market’s performance is exceptionally weak and has reached a bottom point beyond which landlords are unwilling to go. rampant with rent free periods now ranging between three and six months although the muddled issue of fit-out is often difficult to resolve. Rental rates for the highest quality local Class A stock remain around BD8/ m²/month while bottom rates in the category remain unmoved at around BD4/m²/month. At the peak of the market in 2008, BD4/m²/month would have been considered the bottom end of Class B rental rates, an indication of how far the market has dropped during this period.

Residential Market

Although the residential leasing market should have been at its quietest during the summer months, activity picked up sharply in the last month of the quarter, particularly in the apartment sector. The leasing market for villas both inside and outside compounds saw little activity during the quarter and the level differences in business between apartments and villas reveals an emerging characteristic of professional expatriates entering the Kingdom. Increasingly, expatriate professionals of ‘bachelor’ status are arriving, a possible reflection of the perceived security situation in the Kingdom arising from reports of social unrest that have received widespread international attention. The rapidly growing hydrocarbons sector is still generating employment opportunities in Bahrain for senior professional expatriates and in this sector at least, there is still some demand for family accommodation. However, the traditional areas for such accommodation  Gulf Insider November 2012

Bahrain Real Estate

In the apartment rental sector, rates at Amwaj islands remain firm with high occupancy. which are based in the north easterncorner of the Kingdom in and around the more troubled villages continue to suffer low levels of demand, occupancy and rental rates. Rental rates for villas in this corner of Bahrain have fallen significantly since their peak in late 2008 but appear to have bottomed out. Rental rates and occupancy levels in emerging villa compound districts such as ‘New Janabiyah’, Hamala and Jasra have remained much firmer, benefitted by their isolation from trouble spots, their close proximity to the British School and easy access into and out of Manama to the east and Saudi Arabia to the west. In the apartment rental sector, rates at Amwaj islands remain firm with high occupancy. This area has become popular among the younger professional expatriate crowd but there are few new properties available and choices for new tenants are relatively limited and prices relatively high. The most popular locations for apartment tenant enquiries are currently Reef Island and Juffair, the first for proximity to the commercial office and retail district of Seef together with the availability of new properties, and the second for the selection of competitively priced, brand new properties that are available. Amongst the more price-sensitive expatriate population, Adliya and Mahooz, which lie on the southern outskirts of Manama, remain reasonably popular with a wide selection of albeit ageing stock at modest prices in an area characterised as safe, with little disruption or civil unrest. The residential sales sector appears to be attracting the first indications of renewed interest from investors with a number of enquiries received from potential buyers seeking apartments in premium projects and locations. Local mortgage providers have also reported that sales at completed villa projects in secure areas such as Riffa Views, have 12

Gulf Insider November 2012

picked up and sales prices have actually risen by between 10per cent and 20per cent compared to a year ago in this project in particular. However, the sales sector has some baggage; many uncompleted apartment projects are creating a poor impression with respect to the kind of protections afforded by the state to off-plan buyers who have, in a number of cases, been left high and dry. High profile project failures such as Marina West, Villamar and Amwaj Gateway continue to attract press attention and it is reasonably safe to assume that the appeal of offplan buying in the Kingdom has been somewhat tarnished by the ongoing failure to resolve the legitimate concerns of unsatisfied buyers in half-finished projects. The high-income gated villa community at Riffa Views has recently established its own homeowners panel in order to open the door for greater participation in the management of common areas in the short term and a fully fledged owners association in the longer term. The topic of homeowner responsibilities, input and representation has proved a thorny issue in the region over the past few years with much fall out in many of the apartment projects in Dubai in particular. It is a learning process for all involved. Social and affordable housing for

nationals remains a pressing concern for the Government and in response to this there are numerous ‘micro’-scale residential projects springing up around the Kingdom. Despite the Government’s attempts to divert as much of the US$10 billion aid package to the problem of housing as it can, the overall numbers present severe difficulties. There remain over 50,000 households on the social housing waiting list while many thousands more are in desperate need of ‘affordable housing’. Attempts to meet demand through the provision of smaller units, apartments, and fast building techniques and so on have all been met with resistance from the local low-income communities and it is quite possible that managing expectations over the next few years will be more important than actually trying to meet demand head-on. GFI

This article is an edited extract for Gulf Insider of the full report by the CBRE EMEA Global Research Team, part of CBRE Global Research and Consulting – a network of preeminent researchers and consultants who collaborate to provide real estate market research, econometric forecasting and consulting solutions to real estate investors and occupiers around the globe.

Business Market Opportunity

Emerging $10 Trillion Consumer Market To Fully Participate in the Emerging $10 Trillion Consumer Market, the West Should Embrace China and India - Not Distrust or Ignore Them, Says Boston Consulting Group.

he West risks squandering a spectacular $10 trillion market opportunity if countries and companies fail to develop enduring commercial ties with these nations’ newly affluent consumers, according to a new book by The Boston Consulting Group (BCG). Chinese and Indian consumers are expected to spend a combined total of $64 trillion on goods and services between 2010 and 2020, propelling a new wave of growth in the global economy, say the authors of The $10 Trillion Prize: Captivating the Newly Affluent in China and India. By 2020, these consumers will be spending a total of nearly $10 trillion annually, three times the amount they spent in 2010. “We are at a turning point in history where relative wealth will shift from the West to China and India, but absolute wealth, including in the West, should increase,” said Michael J. Silverstein, a coauthor of the book and a senior partner at BCG. “It is not a zero-sum game. But Western businesses and individuals wishing to gain their share need to act now. They must choose to be contenders, and remake their dreams for a 14

Gulf Insider November 2012

Market Opportunity Business

new world in which China and India play a much larger role—but where the West can still prosper. That’s the real lesson of The $10 Trillion Prize.” In the book, which is being published by Harvard Business Review Press, the authors present a detailed analysis of the future spending habits of China’s and India’s consumers. The middle class in the two countries is expected to reach one billion by 2020, with Chinese consumers born in 2009 predicted to spend 38 times more than those born in 1960. In India, the proportion of middleclass people is expected to grow from 28 percent in 2010 to 45 percent in 2020. The book is intended to serve as a playbook for “captivating” or winning over these newly affluent consumers. The authors highlight a number of strategies that have been successfully deployed by companies such as Kraft, Yum! Brands, PepsiCo, Gucci, LVMH, BMW, and Pernod Ricard. Among the key lessons and concepts in the book are the following:

 Paisa Vasool: This Hindi phrase - which

means “money’s worth” - is used by consumers when they feel that a product offers them the perfect mix of quality and value. The authors use it to describe an essential strategy whereby companies establish the price that consumers are willing to pay for a product - however low - and then restructure their business so that the product can be manufactured and marketed in an affordable way. They think that this strategy will be adopted in the U.S. and European markets as well, as companies fight aggressively for the attention of middle-class consumers suffering a big drop in their discretionary spending power.

 The Boomerang Effect: This term describes the impact or second-order consequences of the rising demand for everything from food and water to housing, luxury goods, transport, and education: namely, price volatility, inflation in supply-constrained commodities, scarcity of resources, and hypercompetition.  The Triple Crown: This phrase relates

to how companies can succeed in China, in India, and back home as they rethink

Chinese and Indian consumers are expected to spend a combined total of $64 trillion on goods and services between 2010 and 2020. how they do business everywhere in the face of new competition from fastglobalizing “challenger” companies in China and India.

 The Next-but-One Billion: The “next billion” is a familiar concept. But there is another group that should not be ignored, because they could provide a second or third wave of growth over the next ten years or more. There are some 665 million people living below the poverty line in China and India - the so-called “left-behinds.” But because of their sheer number (roughly equivalent to all the people in the U.S. and Western Europe), the multiplier effect of modest income growth will translate into consumer markets worth hundreds of millions of dollars.  The Accelerator Mindset: This term describes one of the defining characteristics of the top entrepreneurs in China and India. They are ambitious, audacious, aggressive if necessary, and adaptive. For them, value creation in fast-growing economies derives from confidence and comfort with ambiguity, backed by investment, talent, and fast cycles - and not from preprogrammed business plans and projections to two decimal places. The research in the book combines data from BCG’s global survey of 24,000 consumers - conducted by BCG’s Center for Consumer and Customer Insight - as well as extensive one-on-one interviews with consumers and business leaders. GFI The $10 Trillion Prize: Captivating the Newly Affluent in China and India is by Michael J. Silverstein, Abheek Singhi, Carol Liao, and David Michael. Gulf Insider November 2012

Feature Enterprise Risk Management

ERM helps spread this culture of risk awareness and transparency whereby key individuals communicate and share matters of importance for the betterment of the organization, and the community at large.

Enterprising the Government Risk in the Arab World

Enterprise Risk Management Program for the Governments of the Arab Gulf.

t a time when the Arab Gulf Countries (AGC) continue to grow their economies, large government entities are embarking on hundreds of projects and initiatives with the goal of achieving a greater model of excellence. One of the major challenges that hinder these organizations is monitoring all the uncertainties and risks embedded in their diverse operations. Enterprise Risk Management (ERM) is a relatively modern practice that is beginning to help these 16

Gulf Insider November 2012

complex organizations to successfully navigate through these uncertainties. ERM is meant to continuously capture, analyze, and report key enterprise risks, which would enable top management to effectively leverage one complete source of only the most critical risk related information requiring their attention. During the 1980s and 1990s, the wave of technological advancements laid the foundation for a 21st century defined by globalization. Corporations, more international, and governments, more

integrated, are equally more exposed to uncertainty and turbulence. Beyond general public interest, government organizations now strive for valuecreation amongst a broader and more diverse base of constituents and stakeholders. Nowadays, more pressure is placed on public sector executives to achieve strategic objectives with a greater balance of risk and reward. In the last 20 years, AGC governments have taken aggressive measures to stimulate their economies. For instance,

Enterprise Risk Management Feature

the UAE economy, the second largest in the Arab Gulf after Saudi Arabia, experienced spectacular growth with gross domestic product (GDP) expanding by 80per cent from $33.65 billion to $60.71 billion between 1990 and 2000 . This of course impacts the public sector significantly through large investments in infrastructure, telecommunications, energy, real estate, and tourism. With the resulting load of concurrent projects and initiatives, leaders are continuously losing focus. As a result of this extreme growth, government entities around the AGC region are suffering from frequent restructuring, project overload, and general underperformance. These drastic changes in the load that organizations are expected to handle have forced internal auditors to change their approach from a typical tick-marking compliance role to a valuedriven risk function. However, internal auditors focus on internal events, specific controls, and one-dimensional departmental risks. Around these lines, it is not clear who is responsible for monitoring other type of risks: thirdparty, geo-political, environmental, and other external-type of events. Moreover, who is looking at risk from a strategic perspective? At Lehman Brothers, UBS, Enron, Parmalat, WorldCom and others, the answer may remain unknown, or simply be ‘none’ or ‘no one’. The ongoing political instability in Africa and the Middle East, both natural and man-made environmental disasters virtually everywhere, and even threats of bankruptcy plaguing several European countries are all recent examples of the elevated need for real risk management. ERM is a management tool used to identify, measure, respond to, monitor, and report the risks that are most critical. ERM considers the risks within the context of the country’s strategy and governmental priorities using one language while inducing a culture of riskawareness. Risk identification is vital to managing risk, but because a government entity may face thousands of specific risks, this alone is not entirely helpful. Differentiating what truly matters from what does not is a key success factor, and as such, ERM adds tremendous value. In an increasingly complex world,

ERM is a management tool used to identify, measure, respond to, monitor, and report the risks that are most critical. governments are relying on such tools and practices to stay focused on ‘the’ most important issues. Take the events of November 2010 in Saudi Arabia as an example. The torrential rains that engulfed Jeddah killed 108 people and caused 2 billion dollars worth of damages . Although the root causes could not be avoided, the consequences if previously identified, calculated, and prepared for may have lessened the impact. In this example, ERM would have helped better align top priorities to those risks which were most important (i.e. health and safety, infrastructure protection) and empowered officials to think more critically about various “what if” scenarios. Unfortunately, implementing ERM is not as easy as simply developing the program; it can become a cultural challenge, especially in government entities where both the organizational hierarchy and the spectrum of services is so vast. Not every person may welcome the idea of highlighting risks that lay within

his scope of responsibilities. According to the Society for Human Resource Management (SHRM), nearly 20per cent of sampled employees believed that their jobs were at risk during 2009. Given the workplace circumstances, private as well as public sector employees may not be as incentivized to contribute to a risk transparent culture. In today’s world, risk is the collective responsibility of every member in the organization. ERM helps spread this culture of risk awareness and transparency whereby key individuals communicate and share matters of importance for the betterment of the organization, and the community at large. ERM is not a magical solution. Designing, developing, and implementing an ERM program in the public sector will be a long exercise. Changing the risk culture, educating top and middle management, and embedding risk oriented thinking in every business decision may take a number of years before it is fully accomplished. With an increased pace of operations across AGC government entities, implementing an ERM program will be challenging. However, through proven case studies, it is evident that a number of leading public sector entities have already embraced ERM, many of which are already seeing and extracting its full value. GFI

Shady K. Hallab is specialized in Enterprise Risk Management and working for one of the leading consulting firms in the Gulf region. Article edited by Angela Bryant Patel, senior advisor on enterprise risk management matters in North America. Gulf Insider November 2012

Qatar Real Estate

Qatar Residential Property Rates Gain Traction

Demand for one and two-bedroom apartments pushes rental rates up 8per cent, villa rents up 4per cent on limited supply, sales prices stable.

lthough on average, only marginal rental increases were witnessed across Qatar’s residential locations, strong demand for one and two-bedroom apartments pushed their rental rates up by 8per cent compared with Q1, according to the Qatar Q2 2012 report from leading property management company Asteco. “Demand for one-and two-bedroom apartments is now beginning to outstrip supply in various locations, particularly in the Diplomatic District and the Pearl-Qatar, both offering good quality accommodation, something tenants from mature overseas markets, will not compromise on,” commented Jed Wolfe, Managing Director, Asteco Qatar. Rental growth for the remainder of the year may be limited, as a significant amount of apartments are scheduled to complete by the year end, but Wolfe remained upbeat. “If demand continues to grow at this pace, the market could acquire a healthy supply and demand balance particularly in the one- and two-bedroom category,” he added. The highest average rental rate for either a one-or two-bedroom apartment at the Pearl-Qatar in Q2 was QAR9,750 and QAR13,000 per month respectively. The lowest rents were found in Najma where one-and two-bedroom apartments averaged QAR3,625 per month and 18

Gulf Insider November 2012

That demand predominantly came from individual Qatari investors using property as an alternative to holding cash reserves. QAR5,125 per month, respectively. Overall average villa rental rates were also up 4per cent due once again to supply and demand dynamics. The most expensive area, West Bay Lagoon, averaged QAR23,500 per month for a four-bedroom villa, while in Al Khraytiyat a similar property costs QAR9,750 per month. “The most modern, high quality and well serviced compounds, are now developing waiting lists for prospective tenants, such is the demand,” added Wolfe. The residential sales market witnessed no material change in Q2, enquiry levels remained constant, but with a marked increase for one-and two-bedroom apartments, following the rental trend.

That demand predominantly came from individual Qatari investors using property as an alternative to holding cash reserves. “The smaller unit sizes also allow investors to limit their risk, by depositing limited equity, when using a mortgage to finance the purchase,” said Wolfe. One major news story that surfaced recently was that United Development Company (UDC) the developer of the Pearl-Qatar, announced that it planned a reduction in the master community service charge of around 33per cent. “This reduction is due to take effect imminently and when combined with the possibility that Qtel could acquire the full communications network to offer voice, broadband internet and TV entertainment, will have a positive effect on investors through lower operational costs and added-value for tenants,” said Wolfe. Rental rates for offices remained static with no significant movement since the first quarter of the year. However continued supply through to 2013 will still outstrip improved demand especially from companies involved with infrastructure projects. Currently fully fitted offices under 500 square metres in good locations are most sought after. West Bay continues to lead the market, commanding QAR195 per square metre per month. GFI

Feature Telecom

Incumbent Telecom Operators Need To Reinvent Themselves To Survive The optimization of the monolithic telecom incumbent has come to an end in a world of new competitors pulling from all directions.

ncumbent telecom operators need to transform themselves and adopt a new, decentralized operating model that addresses current challenges and anticipates future ones, according to the findings of Boston Consulting Group’s latest report Facing Up to the Future: A New Operating Model for Telcos. According to the report, over the last decade, telcos have come under financial pressure due to several developments: tough competition, erosion of revenues due to so-called over-the-top, or OTT, services and the need to invest billions of dollars building next-generation

Gulf Insider November 2012

networks. As such European operators have been forced to cut dividends. Also the Middle East region is affected, as internet telephony is ever more eating into the valuable revenues from international calling, while at the same time billions are being invested into new fiber and mobile networks. Traditional telco operating models that were shaped in an era of governmentowned monoliths are showing signs of severe strain. Hermann Riedl, Partner in BCG’s telecoms team in the Middle East, says: “If incumbent telcos are to survive in this new landscape, they have no choice but to reinvent themselves

within the next three to five years. Only a comprehensive commitment to a new operating model can do that.”

A Modular Model

The predicament keeping telecom managers awake at night is easy to state but hard to solve: How can they respond to nimble, specialized competitors attacking simultaneously on several fronts? Meeting today’s varied challenges calls for agility – but former state monopolists are hamstrung by complexity. BCG therefore advocates a modular model to operate successfully

Telecom Feature

If incumbent telcos are to survive in this new landscape, they have no choice but to reinvent themselves within the next three to five years. on the telecoms markets of the future. Four major blocks, each its own business dynamics, have been identified:

 Network Owner: “This is much like the real estate business, where deep local knowledge pays off,” says BCG’s Hermann Riedl. Much as property companies tap their familiarity with terrain and traffic to acquire and develop the space they lease out to retailers, network owners can draw upon theirs to develop infrastructure that they will lease out to service providers.  Network Operator: Unlike network ownership, network operation is an activity that calls for scale. Some of the most important decisions awaiting incumbent telcos will concern which network operations should be outsourced and which kept in-house.  Service Provider: This module has the characteristics of a retail business: By tailoring services for specific segments – whether defined by price, level of service, ethnicity of the customer base, or other parameters – best practice operators are gaining market share while improving price realization.  Digital Services Unit: As services from Facebook, Skype, Google, Amazon and others capture a growing share of the telecom ecosystem, it is crucial for operators to find a way to participate in them more fully. An effective digital unit that works at ‘internet clock speed’ is a telecom operator’s best means of claiming a piece of the action. In the Middle East, for example, Etisalat has recently announced the creation of a new business unit to participate from growth opportunities in these segments. Top Management must embrace the

idea of running a portfolio of businesses, granting units a degree of autonomy while requiring them to be competitive within their subsectors. The stovepipe IT structures that still predominate must be supplanted by systems based on open standards. A large workforce transformation – involving staff reductions and outsourcing, as well as recruitment of new talent – will be unavoidable.

Clarity at Last

Breaking the telco into distinct operational blocks brings two important points into focus. First is how different the blocks are; strategically, operationally and financially. The second is that the new operating model offers a solution to the excessive complexity that’s at the root of so many telco problems. If each of the blocks can also be endowed with some operational freedom, competitiveness and the financial performance of the company can improve. Benefits BCG has observed include:  Shorter innovation cycles: Telcos using the new model have cut the time to introduce new services from nine to three months.  Better targeted investments: Detailed geographic targeting of network rollouts increase return on capital by more than 20 percent.  Lower costs: The new model could cut operating expenses by 30 to 40 percent for most telcos.

Getting There

Most telcos will probably be more successful if they use a gradual approach based on this framework. But the clock is ticking. Hermann Riedl concludes: “The upheaval that telcos face is comparable to the dramatic shifts we have seen elsewhere in the technology sector, with the waning of the PC era and the rise of cloud computing. Telcos will need to radically change the way they run their business in the coming decade. Those that can transform themselves most quickly will be the winners in terms of value creation.” GFI

A copy of the report can be downloaded at www.bcgperspectives.com

Gulf Insider November 2012

Feature Dome Cafe

ulf Insider met Shaikh Hamad Bin Khalifa Al Khalifa, a successful entrepreneur overseeing various types of businesses and a culinary enthusiast who brought up a food business from losses into profit. During this interview, he shares his passion for cooking and his strategy on how he turned his food and beverage business around 180 degrees.

Tell us about your childhood and interest in cooking.

Spinning a Food Business 180 Degrees An Exclusive Interview with Shaikh Hamad Bin Khalifa Al Khalifa, Director of Dome Café. By Redia Castillo

Gulf Insider November 2012

I spent my childhood in Bahrain and while growing up, I developed an interest in the kitchen. Since I was a child, whenever my father hosted big parties, especially during Ramadan when a lot of food is cooked, I used to be stuck in the kitchen, observing the cook on how he was preparing the food. So I quickly picked up tips on how to cook and gained a bit of a passion for it.

What makes you most happy?

Spending valuable time with my family and of course, cooking and managing my businesses are the top activities that make me happy. I also try to spend quality time travelling and usually take lots of short trips during the year.

What ignited the spark in you to launch Dome Café? Did you face any challenges initially? Dome Café started as a franchise in Australia. We bought the franchise in 2006 and started operations in Bahrain from 2007. We faced many difficulties setting up the first branch at Juffair between 2006 and 2008. The location was previously a three-bedroom apartment and gym that we converted into a café, which is much more difficult than building a new one. I thank our director Ali Jawahery for his efforts in building the store and for facing all those difficulties head on. It took us a year and a half to get approvals. The municipal council’s concern at that time was the lack of parking space in the area. In any case, Dome Café finally opened in 2008. The first two years of operations were extremely disappointing; our losses were high and they were getting higher. I was not directly involved with the business back then.

Dome Cafe Feature

It took us two years of losses to learn a lesson, we interfered and committed one full year to turn things around 180 degrees. One of the challenges was that the kitchen was not producing the quality of food expected by clients and customers. Our costs are high, our menu was expensive and the way that we were producing food was not of the highest quality that we were aiming for.

Is this your first business? What makes it unique from other businesses that you are involved with?

This is not my first business. In fact this was never intended to be one of my businesses. However, it is a pleasure managing the company. It is one of the smaller businesses I run, but I enjoy working on it the most because cooking is one of my favourite hobbies.

What are some of the crucial steps you took to grow your business? After two years of losses, the directors got involved. We took Mohammed Sartaj Alam who gave us the comfort that we can change our situation. I went to the kitchen and it took me one minute to identify the cause of the problem. I found out that we were not producing 100 per cent fresh food. Most of our foods were processed like in a normal café and I was certain that it will not work here, especially if we’re aiming for a high-end café.

In any case, I realized we need to create a massive change with our menus and with how we work. The difficulty in making these changes is that we could not change the identity. We have to create the same food with much better quality and fresher ingredients. We had to maintain the mandated Dome Café menu and make it better which is even more difficult. With the help of my

The toughest thing in business is that you can’t always reach 100 per cent and you can’t satisfy your customers completely. team in the kitchen, we modified a few things in terms of equipment, processes and resources which took us one year to complete.

I was in the kitchen for one year, thrice to four times a week for at least two hours. We worked dish by dish, trying to improve the quality and recipe. Once we improved each dish, we would serve it to our customers and ask them to fill out feedback cards, after which we would engineer the dish 100 per cent until it received the most positive remarks. Our sales doubled when we implemented this strategy and our business turned 180 degrees. Using my travel and food experience, we started proposing new dishes to our franchisers.For example, adding Chicken Piccata to the menu was initially denied, but I remained adamant and made sure it was included. The dish is one of our current top sellers. Usually, one is not allowed to alter dishes in a franchising food business, but we received complete support from our franchiser to localize Dome Café’s menu. With that in mind, we took an approach whereby we improved our menus on a yearly basis, based on guest comments and suggestions. We cater to a mix of clients. Our top selling dishes vary per branch which is why each branch has a menu catered to the client base in that area. Gulf Insider November 2012



Feature Dome Cafe

from other restaurants?

Dome is well known for its breakfast menu. Nonetheless, I believe the whole menu is excellent. We are distinguished from the rest by our atmosphere of friendliness and the fact that we cater to customers 24 hours around the clock. If somebody comes in for coffee in the morning, the customer can sit down with a newspaper and relax first then order a healthy breakfast once he’s hungry. We serve a whole lot under one roof, catering to everyone’s needs by having the most extensive menu in the industry. Although the food can be considered pricey, , we are committed to serving fresh food for 24 hours and that actually gives us our edge.

Please tell us more about Dome Café’s ambience. What is the toughest feedback you’ve ever received and what mistakes have you learned from?

The toughest thing in business is that you can’t always reach 100 per cent and you can’t satisfy your customers completely. So I pressure my team to get as close as possible to that target. It is a struggle everyday because although we are working with high quality food, sometimes things go wrong and food freshness can be affected. For example, some customers might be disappointed if the dish they requested is unavailable that day. It’s a constant struggle in the end. Here’s one advice for someone who wants to start a food and restaurant business, don’t get involved unless you are 100 per cent focused on it and will run it as a major business entity.

What advice can you give to entrepreneurs starting out their business today? What skills do they need to become successful entrepreneurs?

Go with your gut feelings. If you think you have it in you and you really want to do it, give your 100 per cent and go ahead. But you have to know that unless you provide a product or service that is exceptional in its own way… you will not succeed. You have to have something exceptional in Bahrain’s market. If it

Gulf Insider November 2012

was a business that began 15 years ago, it would have worked for you because there weren’t many choices back then. But customers are swamped by many choices nowadays. Therefore, your service or product has to be new, unique and appealing to the customer.

Don’t get involved unless you are 100 per cent focused on it and will run it as a major business entity. What are your plans for expanding Dome Café?

We already have the Al Moayyed Tower branch and we will open two more branches this year, one will be in Riffa. We’re also looking into expanding in Qatar quite soon.

People remember restaurants because of their special cuisine or menus. What is Dome Café’s specialty and what separates it

The interior and ambience is designed as an old European café. Our furniture is made of typical pure leather and solid wood imported from Australia. We brought in the most expensive kitchen combined with furniture and walls that are made of solid oak. The kitchen equipment is all HACCP approved from American National Standard Association and imported from the US. Basically, the cost of one Dome Café branch is equivalent to ten high end coffee shops. It’s an expensive concept. We spent a huge amount fitting out the place.

Any last thoughts?

Basically, it’s ignorant to think that a food business is just plug and play. It’s not about buying a franchise and expecting everything to work out fine, unless you’re working with a top brand such as McDonald’s. We brought up Dome Café the hard way. We kept trying for years, we didn’t leave the situation unmanaged. It took us two years of losses to learn a lesson, we interfered and committed one full year to turn things around 180 degrees. Believe me,you need to know what your customer wants. Bahrain has a competitive food and beverage market and you need to be on top of things. We thank our customers for their loyalty throughout our tenure and for believing that we can provide exceptional service to them. GFI

! ay To d st er gi Re

Presenting

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Build an uplifting service culture for sustainable competitive advantage.

The Service Leadership Workshopâ&#x201E;˘ Sunday, 7 October 2012, Crowne Plaza Bahrain Fees: BD 320 (individual) 1 Complimentary Ticket with every 5 participants.

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Feature Ron Kaufman

One on One with Ron Kaufman

Gulf Insider interviews Founder and Chairman of Up! Your Service, Ron Kaufman, best-selling author and leading speaker and consultant for uplifting customer service and building service cultures.

on Kaufman is an American leadership educator and motivational speaker based in Singapore, where he was first invited by the government and Singapore Airlines to create and launch a national service quality training organization in 1990. Sought after by various companies globally, the international expert was invited by Bahrain Institute of Banking and Finance to speak at an executivelevel workshop on service leadership at Bahrain’s Crowne Plaza Hotel last month. After landing and arriving at the hotel, Ron lent us over an hour out of his 48 hours scheduled stay in Bahrain to speak about his ideals and work approach. Despite of just getting off a plane, Ron was full of energy and life when he sat down to speak with us. He is an enthusiastic motivational speaker and a perfectionist, which is probably one of the reasons why he always evaluates the conference or presentation hall he’s scheduled to speak at. No matter what, Ron visits the hall before the presentation day and follows a long checklist, testing microphones, speakers, projectors and any other equipment he will be using there. He also evaluates and changes seating arrangements if he feels it’s needed. Ron was approached by the

Gulf Insider November 2012

Singaporean government more than 20 years ago when their base manufacturing industry was being threatened by China’s development as well as that of other countries in the region. “The government realized it was time to change their business model and invited me to begin by improving Singapore Airline’s service culture. Over time, SIA built a fantastic reputation for its service and maintained it,” Ron explained. He usually refers to positive stories from the airline’s history during his speeches and training programs as a company that delivers great service. He details how SIA manages to be profitable every year, frequently winning international awards for top service and in-flight quality. He explained that this is because SIA focuses on clear mission statements and core values, where employees participate in continuous training and pursue career development, receiving rewards and recognition for their efforts. SIA also practices consistent internal and external communication, maintaining connections with customers. Like many companies he’s worked with, Ron is still connected with SIA and remains a consultant for them. Ron has a strict policy about the kind of companies he offers consultancy and training to and he only works with organizations provided their top

Common weakness amongst companies is that CEOs are recruited based on management, administrative and accounting expertise rather than service skills. management is fully engaged in the process too. He explained a common weakness amongst companies is that CEOs are recruited based on management, administrative and accounting expertise rather than service skills. He mentioned good service is not just “smile and be nice”; it’s about creating and gaining measurable competitive advantages over competitors. After a 25 years experience of helping leaders transform their service cultures, Ron shares dynamic case studies and insights in his book, Uplifting Service , which is on the New York Times Best Sellers List. He details a proven path to service transformation, including rationale, strategy, and action steps to build a sustainable service culture

Ron Kaufman Feature

outlined through models like the Six Levels of Service and 12 Building Blocks of Service Culture (Read more on side). Ron said he is proud of the book because it features the essence of his philosophy. When jokingly asked why he would be hired if everything is available in the book, he laughed and said that companies value his presence in monitoring its programs and improvement. Meanwhile a presence Ron values most is his wife Jen, an equal business partner in charge of organization and work behind the scenes. She always travels with him and Ron credits her with being absolutely essential to his success. Meanwhile sitting in at the interview was Ron’s Business Development Manager, Shyam Kumar. GFI

His latest book, Uplifting Service, is available on www.amazon.com Copyright, Ron Kaufman

The Six Levels of Customer Service Figure out the level of your current service!

 Criminal - violates even minimum expectations, the

kind of service that your customers remember never to use again.

 Basic - the point of frustration that can turn into anger

- but when it’s over the customer is not disappointed enough to complain.

 Expected - the average, the customer might come back to you, but only if no better options exist.

 Desired - they’ll do business with your

organization again because you do things for them just the way they like it.

 Surprising - like an unexpected gift. It gives your customers more than they expected and they’ll come back for more.  Unbelievable - the level of service your customers can’t forget, the legendary treatment they will tell all their friends about.

The 12 Building Blocks of Service Culture

These are categories of culture-building activities that must be continuously aligned and improved to build and reinforce a superior service culture. Common Service Language Enables clear communication and supports the delivery of superior internal and external service Engaging Service Vision Each person knows how the vision applies to their work and what action to take to make the vision real. Service Staff Recruitment Recruiting people who support your organization’s vision and retaining talent. New Staff Orientation Welcoming new team members and inspiring them to contribute to service culture. Service Communications To surround everyone with relevant service information, timely customer feedback, uplifting success stories, and current challenges and objectives. Service Recognition and Rewards Incentives, acknowledgement, prizes, promotions and praise all focus attention and encourage greater service results. Voice of the Customer Effective customer contact and feedback systems capture current comments, compliments and complaints. Service Measures and Metrics Measuring what matters focuses attention and leads to positive results. Service Improvement Process Engage team members with workshops, initiatives, contests and suggestion programs. Service Recovery and Guarantees Effective service recovery and guarantees will turn upset customers into loyal advocates and team members into true believers. Service Benchmarking Discover and apply best practices of leading organizations inside and outside your industry. Service Role Modeling Do your leaders, managers and front line staff consistently provide superior service to customers and to each other?

Gulf Insider November 2012

Feature Management

“Snooze and you lose” Three symptoms of ‘sleep-working’ and how to create a wide awake workplace.

ill Boggis, an experienced organisational development consultant with a focus on talent management, explains the phenomena of sleep-working symptoms and how to avoid employees from falling asleep on the job. No. 1 - There is a culture of ‘clock watching’ and of people waiting for 5 pm when they just can’t get to that lift fast enough It’s 3:30 pm and the energy is draining out of your workplace. Instead of pushing to get a few things completed, people are starting to wind down. “Too late to start that today”, “Didn’t hear back from them so I can’t do my part”. Initiative is already a thing of the past. This same scenario repeats itself in companies across Bahrain every 28

Gulf Insider November 2012

day and occurs when people are not making a direct connection between their own efforts and a larger plan/vision. As a manager, if you feel it is hard to increase your employees’ motivation and productivity, then I believe you get a handle on this quickly before snoozing becomes contagious and people are unwilling to wake up.

 Set clear and actionable goals. People

need to understand that their work contributes to important goals. But they’ll never know that until it is communicated clear and consistently. Your workers need to understand that they are the key to accomplishing that goal.

 Rewards and incentives for the whole

team and clear benchmarks that can be measured so that everyone knows how close they are to reaching their goals.

By Jill Boggis, Organizational Development Consultant  Keeping your workers informed; not in the dark. Your staff are not “just workers” they are your key to business success, but you need to start treating them like that to see the productivity and results you want. If you’re noticing “clock watcher syndrome,” don’t blame it on the workers. It’s a sign that they have not received clear goals or real incentives to meet from you. It can also mean that you are not involving them in being responsible for the results of your business. The good news is that when employees are engaged and know they are adding value (and getting recognition for that value) their work shines out of them. When people achieve success and learn new skills at work, they are happy to put in the time and effort needed.

Management Feature

No.2- Your organization has too many emails and you can see that their purpose is to ‘prove others wrong’ or to ‘cover backs’ It is too easy to hit the ‘send button’ rather than pick up the phone or talk face to face. We all experience this – we receive a cc email along with 10 others – and sometimes in anger we do the same and copy the whole project team to show we are ‘right’ (and that someone else on the team is ‘wrong’). Email has its place but if you start to see an increase in ‘back covering’ communication or in people who sit next to each other sending emails to and fro about simple things you need to take action. Time is being wasted, relationships are being damaged and people are focused on ‘point scoring’, not on achieving tasks.

 Change the culture – be clear that this working method is not tolerated by you. Set new communication standards and encourage people to discuss things – simple structure at meetings, regular follow up about items discussed in person makes a huge difference.  Quickly get people back in real contact with each other! They will realize the potential of in-person contact once they wake up to the power of straight talking and how a well run meeting with action points being tracked can help complete tasks.  Create a team ethos that is based on transparency and encouragement. When people expect to get blamed they behave defensively. You need to role model a different way of communicating, a way of encouraging accountability and at the same time being constructive about how people are tackling their tasks and problems. Spend time with your employees and help them understand differences in communication style – help them learn this by being a good communicator yourself– teach employees to ask questions and listen carefully in order to understand each other completely. As a leader this is the heart of your role – your team needs to work well together and a culture of blame hinders their success. Things will change once people are more curious and are encouraged

to talk on the phone or to get together (efficiently) in well organized meetings. You will notice decreased email traffic and an increase in better conversations as your employees create better solutions together. No. 3 - some people are ‘overstretched’ because some people are ‘understretched’ “I am working 10 hours a day, my team doesn’t care and my manager let’s this happen, what can I do? I can’t really get rid of anyone!” People who face this every day might give up and accept the work culture as it is. This unfair and can’t work in the long term. I see this in Bahrain more often – some employees are working twice

If your company has a small number of people doing the work of large numbers of others then you have an unsustainable workplace. as hard as others because they enjoy yielding results and have a strong sense of responsibility. They genuinely are at a loss as to how to delegate people who don’t want to get things done and where there are no consequences for poor performance. This is a crucial issue because it causes hardworking staff members to burn out or leave. If your company has a small number of people doing the work of large numbers of others then you have an unsustainable workplace. You will be responsible for an organization that cannot be woken – even with the loudest of alarms.



Use performance management regularly – You need to have great conversations all year about the business, clients and achievements. Find ways to support those who are working hard with your time, your ideas and deliver workers

with the support and resources that they need.

 Reward people’s performance –some

people are only wide-awake about performance once a year when it’s time to decide on pay raises and bonuses. Make sure that they are thinking about results all year long, so that you both know the score and there are no surprises.



If your performance management process is unfair change it. You need to incentivize and support the right behaviors – do this in visible ways that attract hardworking employees. Change the culture so significantly that it becomes too stimulating to sleep – too noisy to snooze – and too hard to hide. Use performance management techniques and tools to support your hardworking staff effectively. You can wake people up to the power of having productive and regular conversations about performance – and this starts with managers understanding how to be skillful and efficient about this – soon you won’t be able to stop people discussing your business and their clients. There are many other symptoms of a snooze culture – and you will know which ones your organization has – the main way of making a change is to do this yourself – to focus on contact, communication and pace – getting things done today rather than waiting until tomorrow. Ultimately you want to walk into your workplace and find that the place is wideawake, buzzing with ideas and productive people. Everyone is awake to the fact that they make a huge difference – every single day. Sleep-working needs to be an unattractive option in your workplace – people who want to continue to hit the snooze button need to find somewhere less exciting to work. GFI

Jill is also qualified to administer a range of psychometric instruments, is an accredited NLP Master practitioner. She has a master’s degree in Change Agent Skills and Strategies from the University of Surrey, UK. Visit www.insidechange.org, Jill Boggiss, Tel. +973 3604 4100

Gulf Insider November 2012

Business Ict Advancements

LEADING BUSINESS GROWTH THROUGH

ICT ADVANCEMENTS

he Bahrain ICT industry is gearing up for the third edition of “MEET ICT”, the major regional Information and Computer Technology event that will bring together a wide range of local, regional and international professionals and companies from across the ICT spectrum under one roof with the theme of “Leading Business Growth Through ICT Advancements.” MEET ICT Bahrain 2012 will be held under the patronage of H.E. Kamal bin Ahmed Mohammed, the Minister of Transportation atThe Bahrain International Exhibition and Convention Centre from 10th to 12th December. Previously held at The Crowne Plaza Hotel, the new location for the 2012 event reflects the growth throughout the ICT industry and the expanded MEET ICT agenda. The event will comprise a two day Conference, three one day Workshops, a CIOs Round-Table, a number of Business Matching sessions and a three day Exhibition, involving over 450 delegates, more than 50 exhibitors and nearly 40 international ‘industry expert’ speakers. Subjects include current ‘hot’ topics such as Cloud Computing, CyberSecurity, Mobility, e-Learning and Social Networking. The Strategic Partner to MEET ICT Bahrain 2012 is The Kingdom of Bahrain eGovernment Authority and the Authority’s CEO, Mr Mohammed AlQaed said that “Events like MEET ICT

Gulf Insider November 2012

highlight the role of Bahrain in the Region of assisting ICT capacity building and bringing together top IT and ICT providers as well as renowned international leaders and experts from the field on one platform. Such an initiative follows the eGovernment’s mission in establishing a forum for various stake-holders to continuously share knowledge.” Mr Ubaydli, Chairman of the MEET ICT Bahrain 2012 Steering Committee, commented that “MEET ICT will reach out to the international audience, which will not only help delegates from the MENA Region to share in the experiences of their international counter-parts, but also allow international companies to benefit from taking part in the Region’s ICT development.” MEET ICT Bahrain 2012 will include a number of Business Matching Sessions which will allow local companies and individuals to meet international organizations on a ‘one on one’ basis. This will allow Bahraini companies to develop their international ICT business relationships, share knowledge and encourage the establishment of new international ICT companies and joint ventures in Bahrain. As a significant part of the support for MEET ICT Bahrain 2012, Tamkeen will be providing financial assistance for Bahraini delegates to the Conference and Bahrain based exhibitors in the Trade Expo, funding a large percentage of the related conference fees or exhibitor stand costs.

MEET ICT Bahrain 2012 will include a number of Business Matching Sessions which will allow local companies and individuals to meet international organizations on a ‘one on one’ basis. MEET ICT Bahrain 2012 is being organized by Gulf Future Business, an established Bahraini business services group, with the Kingdom of Bahrain eGovernment Authority as its Strategic Partner; the Bahrain ICT Suppliers’ Trade Association, the Bahrain Internet Society and Tamkeen as Partners; Batelco as Diamond Sponsor; and AlAyam Newspapers and Arabian Magazines as Media Sponsors. GFI

For more information about the event or to register as a participant, please visit the event website: www.meetict. com, or contact the event organiser on info@meetict.com

Bahrain Automotive Review Picking up speed for the remainder of 2012

Sponsored by

Gulf Insider met with Bahrain’s top automotive dealerships to represent and capture a glimpse of the industry’s annual performance and market predictions for the coming year. A review of Bahrain’s automotive industry depicts improvement in the market with 2011 YTD sales figures from January to August being 16,135 units & YTD for 2012 at 27,547 units; a successful year on year growth of 70.73 per cent. These figures include passenger vehicles, SUV, family vans and light commercial vehicles. In 2011, total vehicle sales were 29,471 and increased in the fourth quarter. So far, the sales figures in 2012 are 27,547. Based on this continuous trend, the total sales by the end of the year would be 42,141 units; an overall growth of 43 per cent from last year.

Gulf Insider November 2012

Bahrain Automotive Review EK Kanoo

Exhilaration meets innovation T he new GS inherits Lexus’ distinctive inverted trapezoid upper grille and combines this with a bottom wide lower grille. The chrome plated rings around the fog lights expresses the high quality of Lexus and the side mirrors with LED side turn signal lamps are moved higher instead of being at the bottom of the windows. The side design of the new GS combines sufficient interior space that suits a Grand Touring Sedan with styling that evokes anticipation of dynamic driving performance and a rear shape that is drawn to yield aerodynamic benefit.

the outset, the new GS package was developed according to the concept of “Exterior Minimum / Interior Maximum”. The exterior dimensions have not increased on the account of the enlarged interior space. The front seats can be adjusted to 18 positions. A high end Mark Levinson audio system offers optimum enjoyment while the large 12.3 inch display provides precise focus for visibility and ease of use through a Remote Touch Interface that has also been enhanced. LED lights and a premium analog clock are also used to create an interior ambience befitting a luxury sedan.

Interior

GS Features

For the interior, Lexus designers created a space that evokes a sense of excitement and anticipation of driving at the moment one opens the door. From

Gulf Insider November 2012

The new GS features include a new air conditioning system that is compatible with S-FLOW (Energy Saving Airflow Control). Also featured is a nanoe system

Lexus designers created a space that evokes a sense of excitement and anticipation of driving at the moment one opens the door.

EK Kanoo Bahrain Automotive Review

which discharges mildly acidic nanoe ions that are gentle on the skin and hair, and help fill the cabin with fresh air. The new GS is powered by highly responsive 2.5 L and 3.5 L V6 engines which yield enormous 207 HP and 312 HP respectively, with the help of a super intelligent 6 speed automatic transmission and paddle shifters. The driver can also choose from four driving modes. A Blind Spot monitor system alerts the driver of approaching and Head-up Display projects information on the windshield glass, making this model futuristic and unique. A luxury look is expressed with 18 inch aluminum wheels and a rich variety of eleven body colours, including the new and exclusive Sonic Silver and High Saturated Crimson Red. There are five interior colours to choose from, such as the new Topaz Brown and the Saddle Tan. Meanwhile, the F SPORT upgrade adopts an exclusive exterior and interior to express aggressive sportiness. It includes 19 inch wheels and the Lexus Dynamic Handling System that computes optimum steering angles for all four wheels in order to achieve responsiveness and stability. The F SPORT is featured in an exclusively new Garnet color, adding a sporty touch to the interior.

Everybody is welcome to explore the new GS and see how Exhilaration meets Innovation at the Lexus Showroom in Sitra.

Zaid I. Hamed - Manager, Marketing & Communication

Hopes are high for the automotive sector to flourish in first half of the year and expect to stabilize by mid-year 2013.

Lexus regains No.1 top selling luxury brand in Bahrain

K Kanoo has been in business for over 60 years of successful commercial operations in the Kingdom of Bahrain . The company is universally acknowledged as one of the countryâ&#x20AC;&#x2122;s automotive pioneers synonymous with providing quality products and services. EK Kanoo has been the sole distributor for Toyota in Bahrain since 1966. Toyota and Lexus have the biggest market share and highest units in operations (UIO). The Toyota Plaza, New Lexus Showroom, Toyota Showroom, new body shop centers, new parts outlets are part of the EK Kanoo growth. The automotive market has shown great growth compared to last year. The market grew by almost 42 per cent and Bahrain has seen a lot of aggressive advertising and numbers from brands who want to obtain a larger market share or at least gain back the loss in 2011. For Toyota and Lexus, EK Kanoo are pleased to have regained the number one top selling luxury brand with Lexus. By the end of this year Lexus will have had 5 new car launches, LX, RX, GS, ES and LS that will show the new Face of Lexus, the New Face of Luxury. Hopes are high for the automotive sector to flourish in first half of the year and expect to stabilize by mid-year 2013. GFI Gulf Insider November 2012

Bahrain Automotive Review Euro Motors

BMW 7 Series The new refined BMW 7 Series brings new levels of comfort, luxury and power to Bahrain.

uro Motors, the BMW Group importer in Bahrain has welcomed the new and refined 7 Series model to its showrooms. This model is set to strengthen its leading position as the most dynamic and innovative luxury sedan in the premium automotive segment. Bahrain is an important market in the region for BMW 7 Series sales. This flagship model is consistently amongst BMW’s best-sellers across the GCC

markets, so the new refined 7 Series, which offers improved levels of luxury, comfort and power is expected to further amplify BMW’s 7 Series success story. A number of subtle but significant design and technology modifications have been made to give the car a stronger presence on the road and provide an even more luxurious and powerful driving experience. Luxury is defined by a number of distinctive exterior design modifications

which enhance the car’s sophisticated and elegant appearance. The most eyecatching exterior feature is the new Adaptive LED headlights featuring hallmark BMW corona rings and a smart accent strip, which projects a distinctive appearance both day and night. The exterior changes have also been enhanced with a new front and rear bumper, new kidney grille and indicators integrated into the lower section of the exterior mirrors.

Tailored to the Middle East market the on board iDrive control system has an Arabic interface and navigation system.

Gulf Insider November 2012

Euro Motors Bahrain Automotive Review

Enhanced Features

Top-class materials, quality workmanship and outstanding practicality enhance the levels of comfort in the interior. The driver and front passenger can relax into newly designed leather seats offering optimum lateral support and unbeatable long-distance comfort. Individual seats are also available as an option for the rear and can be adapted to passengers’ needs. An optional Rear Seat Entertainment package comes with a new 9.2-inch flat screen monitor to ensure a refreshing diversion for extended journeys, while the new 1,200watt Bang & Olufsen High End Surround Sound System delivers unrivalled sound quality. A class-leader in advanced technology, BMW’s ConnectedDrive enhanced features give the driver and passengers information and services to help make their driving experience safer and more comfortable. Tailored to the Middle

East market the on board iDrive control system has an Arabic interface and navigation system. So whether you are looking for nearby hotels, need to receive or write emails, or want to plan your leisure activities, all these functions are provided with a male Arabic voice, and with an option to switch to English. In the cockpit, the all-new multifunctional instrument display behind the steering wheel meets all of the driver’s needs. Using extended black-panel technology, BMW opens up a whole new range of display options through the 10.25-inch screen, including instruments that use different colours and graphics depending on the driving mode selected, and provides situationspecific information such as status and function displays. The Control Display in the centre of the instrument panel has also benefited from visual and technical improvements and now uses highresolution 3D graphics.

Safety

To further enhance the ride comfort of the BMW 7 Series, all models will be fitted with air suspension and an upgraded chassis that gives added comfort for both front and rear passengers. In addition, there is a range of new and comprehensively revised engines mated to an eight-speed automatic transmission. Alongside the flagship BMW 760Li with its 12-cylinder engine and the entry-level BMW 730i engine, Middle East customers can also choose from the new six-cylinder in-line engine powering the BMW 740Li and the new V8 engine in the 750Li. Technology such as Auto Start-Stop function, Brake Energy Regeneration and the second-generation Driving Experience Control switch with ECO PRO mode and coasting function help raise the bar in terms of performance and efficiency.

Innovations at Euro Motors

Gulf Insider met with Paul Yates, General Manager at Euro Motors who informed us that they have introduced a new night shift for employees in the BMW Service Centre. He went on to explain that the new shift’s purpose is not for clients who’d like to bring in their cars at night but rather to enable Euro Motors to complete internal jobs in their main house fleet. This frees up work hours during the day for BMW customers, decreasing wait time. The company is also taking onboard 20 service apprentices through Bahrain’s National Institute for Industrial Training, NIIT. The ‘apprenticeship’ program is conducted by the NIIT, its purpose being to train selected Bahraini graduates to a level which leads to full time employment within the highly skilled labour force of Euro Motors. Euro Motors currently has three trainees within its after-sales team and this number is expected to rise to more than 15 in the future. Paul Yates added that he anticipates good times ahead for Bahrain which is why Euro Motors is showing confidence in the Kingdom with substantial investments. GFI

Gulf Insider November 2012

Bahrain Automotive Review Behbehani Brothers

2013 Chrysler 200 Sedan Designed With Purpose

he 2013 Chrysler 200 sedan delivers exceptional value without compromise. With a sophisticated design, high-quality craftsmanship, technology that keeps passengers entertained and connected, the peace of mind having every available safety feature as standard equipment and a choice of powertrains that offers exceptional power. The 2013 Chrysler 200’s exterior design highlights a sculpted front fascia,

clean surfaces and sleek lines. Distinctive features like the Chrysler brand grille with the signature Chrysler winged badge, LED accent light pipe above the headlamps, projector fog lamps and LED tail lamps round out the vehicle resulting in a design that’s elegant and refined.

Interior

The beautifully crafted interior wraps the driver and passengers in a level of

quality materials, craftsmanship and content that is world-class. Comfortable seating, “soft touch” armrests and instrument panel and premium interior finishes for touch points are not only pleasing to the touch, but also to the eye. The 2013 Chrysler 200 is offered with the proven 2.4-litre World Gas Engine mated to a six-speed automatic

The 2013 Chrysler 200 is offered with the proven 2.4litre World Gas Engine mated to a six-speed automatic transmission. transmission for an exceptionally fun and fuel-efficient driving experience. The 2.4litre I-4 engine produces 173 horsepower (129 kW) and 166 lb.-ft. (225 N•m) of torque. The available 3.6-litre Pentastar V6

Gulf Insider November 2012

Behbehani Brothers Bahrain Automotive Review

Our outlook for 2013 continues to be very positive with further model introductions and excellent offers available. engine, one of Ward’s “10 Best Engines”, provides an even more exhilarating driving experience that offers customers the best of both worlds - exceptional V6 horsepower and fuel economy. The new 3.6-litre Pentastar V6 engine is mated to the 62TE six-speed automatic transmission and produces 283 horsepower (211 kW) and 260 lb.-ft. (353 Nm) of torque.

Features

The 2013 Chrysler 200 features standard equipment that includes (depending on model) advanced multistage air bags, four-wheel anti-lock disc brakes, electronic stability control, electronic traction control, illuminated, keyless entry, security alarm, speed control, bi-functional halogen projector automatic headlamps, CD/DVD of 40GB hard drive with 28GB of available storage, Uconnect® touch screen radio and hands free phone, iPod® connector, fog lamps, steering wheel mounted audio controls, 60/40 folding rear seat, 17-inch aluminum wheels or 18-inch polished aluminium wheels, remote start, eight-way power driver’s seat, Electronic Vehicle Information Centre (EVIC) and trip computer, six speakers, and tyre-pressure monitor display. The 2013 Chrysler 200 is uniquely positioned as an exciting alternative for customers that want style and substance, all at a surprising value.

Sam Yacoub, Brand Manager

history of Behbehani Brothers Brand Manager Sam Yacoub shares the history of Behbehani Brothers w.l.l. and where it stands today.

he company was established close to 60 years back, in 1952, as a general trading business by the Behbehani and Shirazi families. The Automotive division began in 1957 with Volkswagen Cars and has grown since then to include Porsche, Jeep, Audi, Dodge and Chrysler and finally the Fiat and Alfa Romeo brands. In 2006 the Automotive division moved to its current locations in Sitra where Behbehani are able to represent and support the brand’s and customers’ expectations. The Used Car Centre at Al Esker has been received very well in the market. Along with a centralized Body Repair Centre, each brand has its own dedicated Sales and Aftersales facilities. Behbehani’s main site also has a purpose-built Training Centre, which is affiliated with the Institute of Motor Industry in the UK and allows the company to provide technical training to their staff. These facilities are also frequently used by their brands to provide regional training. Behbehani Brothers has grown to become one of the Premier Automotive businesses in Bahrain. With regards to Behbehani’s performance he explained that “all our brands perform in the upper quartile of Market Share when compared to the performance of other brands in the GCC markets. We work closely with our principles and had some very exciting model’s entering the market during 2012 so we have high expectations that our market share will continue to grow. Our outlook for 2013 continues to be very positive with further model introductions and excellent offers available.” Mr. Yacoub also said that, “We are proud that we have sold all our 2012 models by September and we are one of the few companies that only have the 2013 models available.” The company offers the best price guaranteed on the island and a professional sales team that is happy to help and assist. GFI

Please visit or contact Behbehani Brothers in Sitra Tel: +973 1745 9955 Gulf Insider November 2012

Bahrain Automotive Review First Motors

Hyundai Sante Fe 2013 Nick Cooksey drives the new Hyundai Santa Fe in Oman.

yundai invited me to Oman to take their new Santa Fe 2013 for a spin. I was excited and looked forward to my trip especially as I find Oman to be one of GCC’s most beautiful countries. The Santa Fe was introduced in 2001, and their most recent 2013 model which I drove is the third generation and was developed over a period of three and a half years. The first exterior features to catch my eye were the beautiful lines that are enhanced by a cool looking, chromeaccented grill and rather attractive rectangular head lamps. The Sante Fe is an off-road vehicle with a wide balanced look. Innovations included in Hyundai Santa Fe’s Fully Loaded version are air vented seats; which provide a cooling effect to passengers’ backs and posteriors, similar to heated seats that provide warmth in cold climates. I assume this technology to become widely available in luxurious cars in the future, especially in hot climates. Another interesting feature is the

Gulf Insider November 2012

Driver Selectable Steering Mode that allows one to select from three operating modes and driving preferences Comfort, Normal and Sport. Each setting lets the driver change handling modes by tightening or loosening the steering wheel, creating a greater sense of control and satisfaction. I was impressed by an inviting pale

blue welcome light that switches on at the handle. I looked around and noticed that even though the Santa Fe is an off-road vehicle, its interior is more similar to an on-road, high-end car. I drove the SUV off-road and found the suspension to be excellent. The 3.4L Santa Fe comes with a wide

…the company is benchmarking its quality with the very best Japanese brands… panoramic sunroof and two additional seats that can be folded away for extra space. Doing away with the manual handbrake, the Santa Fe’s electronic parking brake turns on and off at the push of a button. Engine sizes are available in 2.4 with 197 BHP and the Fully Loaded version is 3.3 with 270 BHP. One can choose from 17” or 19” alloy wheels and 12 exterior colours. Add improved traction and cornering ability, dual driver seat memory, seven airbags (including a driver’s knee airbag) and ample storage space to that mix and you’ve got just the perfect serving for the Gulf customer, particularly those with families. An interesting safety characteristic is Hyundai’s use of EBD, Electronic Brake-force Distribution; it basically balances the vehicle depending on passenger and cargo weight being carried. EBD helps the driver maintain confident control in difficult braking situations. The seats are made of a stain resistant material with antibacterial properties that controls odours, an added advantage for families. Other specs include a proximity key with push button start, an 8 inch touchscreen with navigation system or a 4.3 inch touchscreen colour display with rearview camera and an ample 550 watts sound system. Hyundai is currently working on introducing a GDI engine to the Santa Fe generation. I found the Sante Fe 2013 competent and capable overall. Established in Korea and running since 1967, Hyundai is a new player in the global automotive industry and has gone from strength to strength since its inception. Hyundai’s volume sales are third in Bahrain and rank number two in much of the Middle East Region. I was told by Hyundai’s International Marketing Director that the company is benchmarking its quality with the very best Japanese brands and further, aiming to benchmark its brand image to the finest German brands. Hyundai claims to sell about 430,000 Santa Fe 2013 models per year globally. Hyundai strives to become a brand of choice, whereby customers would want to pick their desired type of car only out of the Hyundai range. However, this is for every driver to find out on his own, so arrange for a test ride soon! GFI

To arrange your own test drive contact First Motors. Tel. +973 1712 1121

Raed Muti, First Motor’s General Manager,

First Motors Tops Historical Sales

ulf Insider met with First Motor’s General Manager, Mr. Raed Muti who discussed the company’s history in Bahrain’s automotive market. First Motors is a part of Al Zayani Investments and acquired majority shares during April 2004 when it was established, the company has grown tremendously since then by 400 per cent. It is also an exclusive distributor for Hyundai in Bahrain. The dealer sells all model ranges from passenger vehicles and commercial vehicles. Their first luxury market segment includes the 2008 Hyundai Genesis and 2009 Centennial. First Motors showroom and service centre are in a state of the art facility, whereby service, sales and spare parts are offered under one roof. They also opened the first body shop in 2010 for all repairs and paint jobs for Hyundai cars and other brands, this was a big investment for First Motors.

It shows that this year things have gone back to the pre 2008 global recession era which is good sign for the country. They are the only dealers who offer a lifetime warranty program whereby the automobile warranty lives as long as the car even if it is sold and transferred to someone else. They also guarantee buy back of cars. A premium assurance program for luxury cars customers is also available. Raed explained that the company grew in 2011 more than 2010 despite the unrest. In 2012 First Motors reached figures even higher than 2008 which was their most successful year. “It shows that this year things have gone back to the pre 2008 global recession era which is good sign for the country. We have surpassed 2008 within nine months this year and we still have the remaining months to sell.” This year, First Motors is emphasizing on “Experience Hyundai” where customers can come and experience the car and take a test drive. Next year they will promote new programs such as Rent-to-Own.

Gulf Insider November 2012

Bahrain Automotive Review Ahmed Zayani & Sons

Jeep Patriot

he new Jeep® Patriot is an affordable compact sportutility vehicle (SUV) that offers consumers segment-leading capability along with new aggressive exterior styling, new interior features and improved ride-and-handling characteristics.

Jeep Patriot’s classic exterior styling and capability are enhanced with new front and rear fascias, a body-color grille and an increased 4x4 ride height. Ride-and-handling is refined courtesy of upgraded steering and suspension systems. Interior enhancements round out the new features, and include

Jeep Patriot is built for maximum cargo volume, rugged driving conditions and excellent utility. significantly refined touch points such as soft front-door trim panels; new center armrest; steering wheel with integrated controls; new cloth interior with premium cloth bucket seats in the front and standard speed control on all models. Jeep Patriot is built for maximum cargo volume, rugged driving conditions and excellent utility. Classic Jeep design cues include new 17-inch aluminum wheels and all-terrain tires housed inside signature Jeep trapezoidal wheel openings. Jeep Patriot’s high beltline completes the vehicle’s protective side profile.

Gulf Insider November 2012

Ahmed Zayani & Sons Bahrain Automotive Review

...there is greater opportunity and growth prospect as well as facing major hurdles and challenges – yet to come!

High Hope and Mixed Concerns

by Ahmed Zayani & Sons

The Ahmed Zayani & Sons showroom at Zinj on Sh. Salman Highway.

Segment-leading Capability

The Jeep Patriot offers customers segment-leading capability with features such as low-range mode which generates a bestin-class 19:1 crawl ratio, brake traction control, 19-inch water fording capability, Hill-descent Control, 4x4 Lock shift-on-the-fly which sends 50 percent of torque to front and rear wheels, and a maximum tow rating of 2,000 lbs. The Jeep Patriot also boasts an upgraded suspension, with higher spring and damping rates, added rebound springs. The Jeep Patriot is equipped with Freedom Drive I - a full-time, active four-wheel-drive system with lock mode designed to give drivers year-round assurance with the ability to handle rough weather and low-traction conditions. Jeep Patriot’s power-train is designed to deliver worldclass performance, featuring a standard 2.4-litre World Engine that produces 172HP and 165 lb.-ft. of torque. Patriot’s CVT2 improves vehicle performance replacing the traditional automatic transmission. The Jeep is loaded with 30 standard safety and security features. GFI

At a promotional offer of BD8,600. Visit the ZINJ showroom on Sh. Salman Highway or call Tel: +973 1723 8822 / 36848944.

hmed Zayani & Sons is committed to its policy of creating “Customers for Life”, built around five core values – to be welcoming, friendly, trustworthy, inspiring and innovative. The company currently represents the following brands, Bentley, Mr. Godwin D’Cruz Chrysler, Jeep, Dodge, Sales and Marketing Ram and Skoda. Manager Sales and Marketing Manager Mr. Godwin D’Cruz shared his views about the Bahrain Automotive Market and said that it has been vibrant since the start of 2012, especially with new models being launched by various automotive dealers in the 2nd and 3rd quarter. “Automotive Business has improved but at a snail’s pace and not to everyone’s expectations. However, there is always the need for a car in the family. But the need depends on the buyer’s personal perspective who has become very ‘price conscious’ in the current scenario, we define this as a ‘discount market’. He has high hopes for 2013 although with some concern for the automotive sector. He said that “with almost 29,000 units registered as per August 2012 Traffic Reports, the estimated registered cars on road by the year’s end will be about 35,000.” Mr. D’Cruz mentioned that Bahrain is known to have the highest rate of car ownership, 500,000 cars for 1.2 million people as published in GDN. This is a serious issue when it comes to infrastructure and road and construction network which has to cater to the need of increasing vehicles on the road. He expects major changes for 2013 in terms of new strategies and backup plans and for that Bahrain has to gear up on a war-footing to face the challenges – be it economic or financial. However with almost all the world-renowned car brands at an arms distance on this island, there is greater opportunity and growth prospect as well as facing major hurdles and challenges – yet to come! GFI

Gulf Insider November 2012

Bahrain Automotive Review Al Haddad Motors

2012 E-Class sales on track for record year

ercedes-Benz Cars Middle East and Levant has announced a regional milestone of over 15,000 sales for the latest generation E-Class, which has achieved exponential popularity since its 2009 Middle East launch. It’s currently on track for a record year, with year to date 2012 sales up 19 per cent in 2011. Lead by the V6 engine E 300 sedan - representing 54 per cent of all sales since 2009 - E-Class enjoys wide appeal due to its availability in sedan, coupé or cabriolet variants, and represents an understated statement of success for ‘high flyers‘ the world over. The brand’s values of comfort, safety and reliability have all been ingrained into the core of the current W212 model series. The luxury executive car’s characteristics also appeal to leading hotel and airline fleets, most recently signing contracts with Emirates Airlines First Class passenger chauffer service. Assistance systems are available to customers, including the standard-fitted ATTENTION ASSIST system, which monitors more than 70 parameters to determine a driver’s level of concentration, enabling it to warn the motorist in time if he or she is suffering

Gulf Insider November 2012

from fatigue. Just as unique is the optional Adaptive High-Beam Assist. The E-Class was declared the “2011 Value Champion” as a result of an assessment carried out by Auto Bild magazine and EurotaxSchwacke. The E-Class Coupé is the most sought-after coupé in the executive car segment - athletic, striking and passionate. With its classic coupé side aspect, the new two-door car is a particularly sporty interpretation of the E-Class’s dynamic design. Meanwhile, the E-Class Cabriolet makes an emphatic statement in the luxury convertible segment. Clear lines and distinctive forms are prevalent in the E-Class Cabriolet. When driving with the roof closed, the soft top looks sleek and effortless while with the roof down, the stunning lines of the car are accentuated further, giving the passengers a truly regal feel. The sporty and elegant interior impresses with particularly high-grade materials and first-class workmanship. Luxurious comfort and an intuitive interior layout mirror the exterior’s attractive features perfectly helping to make the E-Class Cabriolet one of the most eloquent open air cars available. GFI

Al Haddad Motors Al Haddad Motors completes 56 years of success this year, as it was one of the first showrooms that opened back in 1956. The current showroom and service center is located in Tubli. Mr. Graeme Newport The showroom General Manager underwent a Al Haddad Motors major facelift in 1999 with the Mercedes-Benz Corporate Identity and since then Al Haddad Motors has maintained its corporate identity accordingly. The company employs over 170 dedicated and experienced staff members that ensure word class customer service to their loyal customers. Al Haddad Motors is a full service Mercedes-Benz operation that sells new and used passenger cars, commercial vehicles, and genuine spare parts and lifestyle accessories, managed by the worldwide standards of Mercedes-Benz. As compared to last year the business is gradually improving and Mercedes-Benz officials hope 2012 will be a better year than 2011. As the market is improving day by day the company is expecting a better future ahead for the automotive industry in Bahrain.

Y.K. Almoayyed & Sons Bahrain Automotive Review

Nissan Altima 2013 Nick Cooksey tries Nissan’s latest Sedan in Dubai.

ast month I visited Dubai to try out the new Nissan Altima. The first improvement and major change I noticed over the previous model was Altima’s use of Xtronic CVT technology, or to give it it’s full title; Continuously Variable Transmission. What this means is doing away with conventional gears – yes really (Google “CVT” if you want to understand the principles of how it works). In practice, the CVT offers noticeably smoother acceleration and better fuel economy. Like anything new, for many it takes a bit of getting used to as people generally don’t like change. I heard several motoring journalists being critical of CVT without really articulating what they thought was wrong with it, but I found myself appreciating it the more I drove the Altima and wouldn’t be surprised if more car companies adopt similar technologies in the future. When compared with the previous model you notice the new Altima is now lower, longer, and wider. Also noticeable is the attractive new, chrome accented grill. The car is 4mm lower, 34mm longer and 35mm wider, and this all helps to make it a better looking car. As for the interior, Nissan claims they follow a “Class Above” policy. This means that the interior they use is of a quality they would usually use for the car in the next class above. Another interesting feature that Nissan is proud of is its “spaceship inspired”, ‘zero-gravity’ seats. In order to prevent fatigue, Nissan

has designed and introduced a front seat shape that offers support from the pelvis to the chest with seat cushions that accommodate your body according to its pressure points. The engineers basically aimed to reduce fatigue caused by long commutes and replicate the weightlessness of space, allowing the driver to sit in a more relaxed posture. The Altima comes in engine sizes of 4-cylinder 2.5L and V6 3.5L, with five grades you can choose from. Some of the basic features include 4-wheel antilock braking system, EBD or Electronic Brake Force Distribution and remote keyless entry with a 60m range, a first for a mid-size sedan. Other specs include VDC, or Vehicle Dynamic Control which offers stability control in unexpected corners, and TCS which is traction control system. Higher grade models offer features such as 5-inch LCD display for audio, Xenon head lamps, LED tail lamps,

sunroof, Bluetooth® phone system with steering wheel mounted buttons, 17” aluminum wheels, 8-way powered driver’s seat, dual zone climate control, and the best of Bose®, a nine speakers audio system. There’s more to it…the Nissan Altima 2013’s safety features include rearview camera and driver assistance that signals blind spot and lane departure warnings, as well as moving object detection. One can choose from four interior fabric selections, eight exterior colours, while splash guards and body moldings are customized and sold separately. I would say the new Altima is definitely offering improved performance and comfort. It is competent but doesn’t pretend to be a sports car, though there is a “DS” version for sportier drivers and the 3.5L comes with Paddle Shifts. Nissan claims that the sedan is particularly fuel-efficient and that its cost of ownership is 20 per cent less than their competitors’. The Nissan Altima 2013 offers something new to its customers, and it’s worth a test drive just to experience the CVT technology for yourself. GFI

To arrange your own test drive contact Y.K. Almoayyed & Sons Tel.+973 17 732 732 Launch offer BD7995. You are also cordially invited to the all new Altima launch at Bahrain City Centre on 8th of November 2012.

Gulf Insider November 2012

Bahrain Automotive Review National Motor Company

2013 Cadillac Escalade Gulf Insider takes the new big Caddi for a spin…

his new truck-based luxury is all about chromed splendour, roomy leather interiors and a powerful, vortex charged engine with decent suspension, creating a smooth ride. Upon getting the chance to take the Cadillac Escalade for a spin, I quickly discovered that it offers the acceleration and responsiveness of a smaller luxury vehicle and has the most comfortable, lavishly chosen interiors available in any SUV that I know of. With all that and huge 22-inch wheels, this super-size ride has become an American luxury icon and potentially seems quite perfect for GCC drivers. The Cadillac Escalade has an incredibly strong, responsive engine so you can almost forget about all that weight (about 2700 kg). It gives you the confidence of driving in all moods; sport, luxury or off road, once you’re behind the wheel. I was taken aback by the truck’s amazing engine and power. A huge, thirsty 6.2-

liter V-8 makes 403 horsepower and 620 kg/m of torque, revving the Escalade to 96 kph in a quick 6.5 seconds. This is usually faster than some sport sedans. The engine’s cylinder deactivation technology can deactivate up to four cylinders. A responsive six-speed automatic transmission compliments the engine’s power. However, you’ll hear the engine’s brash, growling tone - unusual for a luxury vehicle. GM’s admirable and innovative Magnetic Ride Control gets this monster vehicle to behave, a feature offered on most of the Escalade range. This helps the car monitor the road and instantly align to it. The Escalade corners with an energy and responsiveness that catches you unawares. Its towing capacity is 3670 kg for the all-wheel-drive model and an immense 3760 kg for the rear-wheel-drive alternate, that’s the weight of about four to five jet skis.

The Escalade comes across as a hulky truck from the outside, but it’s a different story inside. I was awed by the poweractuated running boards or automatic side steps which extend when any door is opened. The interior is spacious, comfortable and seats up to eight people, a good option for big families. The rear TVs can keep kids entertained with a Bose 5.1 Digital Surround Sound system which gives you clear, perfect sound. The seats are liberally sized and supportive and there is abundant elbow and shoulder room, providing sufficient comfort for all-day trips. Tri-zone climate controls allow the driver and front and rear passengers to set their preferred temperatures. There’s a special treat for front seat passengers who have access to 14way seat adjustments and hot/cool seatback and cushion temperature controls. The engine can be started and interior temperatures adjusted using the Adaptive Remote Start. Moreover, the driver’s seat includes memory settings for two drivers. To assist safe driving, a rearview camera automatically switches on when the vehicle is put into reverse and Side Blind Zone Alerts use radar to warn of blind spot obstructions. Other features include an eight-inch touch-screen navigation system with real-time traffic and a security system made of an enhanced set of anti-theft measures. GFI

To arrange your own test drive contact National Motor Company at +973 17 457 212

Gulf Insider November 2012

Mohammed Jalal & Sons Bahrain Automotive Jaguar Review Cars

JAGUAR F-TYPE UNVEILED

he F-TYPE is an all-new, twoseater, Jaguar sports car. It is a front-engined and rear-wheel drive, engineered to deliver pure dynamic driving reward and stunning performance Visually, the F-TYPE’s exterior demonstrates a new sports car design language, with cleaner lines delivered through the discreet use of technology such as deployable spoiler and door handles. While the F-TYPE’s interior features a driver-focused philosophy, with engaging controls encased in dramatic architecture. Unique technical grains tailor the trim materials, further differentiating the dual-cockpit cabin. Three models will be available – F-TYPE, F-TYPE S and the F-TYPE V8 S. They are powered respectively by Jaguar’s new

3.0-litre V6 supercharged petrol engine in 340PS and 380PS outputs and its 5.0litre V8 supercharged petrol producing 495PS. The range-topping F-TYPE V8S will reach 0 to 100km in 4.3 seconds and has a top speed of 300 kph. The 380PS V6 F-TYPE S will reach 0 to 100km/h in 4.9 seconds and has a top speed of 275 kph, the equivalent figures for the 340PS V6 F-TYPE are 5.3 seconds and 260 kph. All engines drive through an eightspeed ‘Quickshift’ transmission, a centrally mounted SportShift selector offering full manual sequential control, as do the steering wheel-mounted paddles. Both the S models have a limited-slip differential – the V6’s mechanical and the V8’s electronic – to maximise traction and driver reward.

The S models also have an ‘Active exhaust’ system and an optional Configurable Dynamics programme. This allows the driver to tailor a number of the dynamic features to personal taste and includes lap timer and G-meter functionality. The F-TYPE is constructed around the fourth generation of Jaguar’s acclaimed lightweight aluminium architecture using industry-first technology. Torsional and lateral stiffness have been prioritised to maximise handling agility. The steering, brakes, powertrain have also been optimised for immediacy of response to driver inputs. All-aluminium double wishbone front and rear suspension systems provide precise body control, with adaptive damping adding a further layer of dynamic capability. GFI

Suzuki: Driven by DZire

ohammed Jalal & Sons, distributor of Suzuki, have launched the DZire in Bahrain market with a special deal starting at BD4,800. As consumers spend longer hours commuting ever for short distances, they want higher standards of comfort that ensure minimum driving and travelling fatigue. The new SuzukiDZire with its trim and compact exteriors and elegant design enhancements addresses these needs perfectly. With its new features that are more stylishly placed, it is also more pleasant to interact with. It’s a beautiful fusion of dynamism and elegance. Suzuki also offers lower service charges , maintenance costs, free insurance and free registration. Value for money is one of the key factors that are offered to its existing and would-be customers. GFI

For more information, visit the Suzuki showroom in Khamis or contact Tel: +973 1725 2606, 39157872 or 39813081 Gulf Insider November 2012

Art Photography

Soul of Damascus

Friends

In 2009, Kareem Shamma took a special four day holiday to visit Damascus, Syria. His photography depicts the colours and innocence at the heart of an ancient city.

Faces of Damascus

areem Shamma, CEO of Doha Festival City is a British national of Palestinian origin. A Civil Engineer by profession, he graduated from the University of London with a Masters in Concrete Structures. Kareem has lived and worked in Bahrain for more than 20 years and is currently situated in Doha, Qatar for his next project. He developed a love for photography about seven years ago, researching the work of famous photographers such as Henri Cartier-Bresson and Ansel Adams. “I’m not a tech expert,” Kareem said, “I don’t digitally manipulate my images. At the most, I use Picassa to play around with the light, contrasting, saturating and cropping the photo. My aim is to keep an eye out and capture quirkiness.” He wants to inspire his viewers and drive an emotional response from them. Using a Nikon D60 SLR, Kareem captures Damascus’s beauty in its purest forms, with its old souks dating back hundreds of years, the food, patterns and textiles, and the old city’s stunning architecture. “Damascus is not a museum, but a living city. People should know there’s a soul to this place and not just victims of a war torn nation” he explained. GFI

Gulf Insider November 2012

These are of the people of Damascus, who combine dignity, humanity and humour in equal measure in their daily lives.

Hammam Socks on

Siesta

Photography Art

Structures

Lamp

 Lamps of Syria, shot from below against their usually decorative ceilings.  There

are visually stimulating architectural features around every corner of the old city of Damascus… from the huge gateways of the Old Walled City to little alleys.

Domes

Gateway

Every Alley Tells a Story

Food & Texture

Gulf Insider November 2012

Technology Tablets and Smart Phones

Tech picKs Innovative Tablets & Smart Phones

For all those on-the-go, multitasking creative types…here are the latest gadget finds coming your way, waiting to be picked up! Create On the Go with Modbook Pro

The Modbook Pro returns as touchscreen MacBook display without its keyboard. The touchscreen has 512 stylus sensitive pressure points and the base model has a 2.5GHz Intel Core i5, 4GB of RAM and 64GB of Sanshara solid-state drive. Durable and scratch-resistant, the Modbook Pro’s etched ForceGlass™ screen offers a pencil-to-paper feel for a natural drawing and writing experience Users can easily prop up the Modbook Pro on any side up to 50 degrees and its 3D-GripFeet™ will prevent the machine from slipping. The Modbook Pro has a crisp 13.3-inch (diagonal) display with a native 1280 by 800 pixel resolution. The Modbook Pro is the only tablet computer that can boot into both OS X and Windows 7, unlocking the whole world of available software on either platform: Adobe® Photoshop®, Encore® and Premiere® Pro; Autodesk® Sketchbook® Pro and AutoCAD®; Apple Aperture® and Logic® Pro; Corel® Painter™; and numerous others.

ZTE V98 Windows 8 Tablet

ZTE’s new Windows 8 tablet, the V98, is a 10.1 inch slab of gorgeous, professional looks coupled with a techie feel. The V98 will sport a 1,366×768 LCD display on an aluminum chassis with a sleek beveled edge. Weighing less than 700grams and 8.9mm thick, the ZTE V98 won’t be a hassle on your backpack and will fit snuggly in one’s eager hand. The insides hold an Intel Z2760 processor, 2GB RAM, 64GB ROM and 32GB internal storage which can be boosted with the microSD card slot. Also featured is an 8 megapixel rear camera and 2 megapixel up front. Other features include tri-band UMTS, quad-band GSM radios, GPS, Bluetooth 4.0, and Wi-Fi.

Gulf Insider November 2012

Be Creative, Be Expressive

The new Samsung GALAXY Note II enables unique experiences in personalized and expressive content creation, making it the ultimate smartphone for on-the-go creativity. The GALAXY Note II features a 5.5” HD Super AMOLED screen, providing breathtaking visuals and crystal clear detail. Air View allows users to hover with the S Pen over any content and preview it without having to open it. The Popup Note feature opens an S Note instantly as a pop-up window anywhere on the screen, even during calls. Users can also share their experiences with others quickly and easily using Screen Recorder where users can record a whole sequence of actions taken on their screen — a demonstration of how to use an application, for example. The GALAXY Note II comes with an 8 megapixel rear-facing and a 1.9 megapixel front-facing camera with HD video recording.

Last Word Big Mistakes

The Top 13 business

(and life) mistakes made by ambitious executives If you don’t make mistakes, you’re not working on hard enough problems. And that’s a big mistake. -Frank Wilczek, 2004 Nobel Prize winner in physics.

ere are the slipups you will make on your road to both business success and living a better life. Don’t get frustrated by these mistakes. It’s all part of the process. Just recognize them for what they are and work on changing them. 1. Losing sight of dreams and falling into work for work’s sake Every- one does it, but many get stuck and never get out. 2. Micromanaging and e-mailing to fill time 3. Handling problems your staff or coworkers can handle 4. Helping staff or co-workers with the same problem more than once, or with non-crisis problems 5. Chasing customers, particularly unqualified prospects, when you should be focusing and devoting more time on your key clients and prospects 6. Answering pointless e-mails or correspondence that will not result in a sale or that can be answered by a FAQ or auto-responder

Gulf Insider November 2012

7. Working where you live, sleep, or should relax Separate your environments-designate a single space for work and solely work -or you will never be able to escape it. 8. Not performing a thorough 80/20 analysis every two to four weeks for your business (and personal life). 9. Striving for endless perfection rather than great or simply good enough - Recognize that this is often just another work for the sake of work excuse. Most endeavors are like learning to speak a foreign language: to be correct 95%-of the time requires six months of concentrated effort, whereas to be correct 98% of the time requires 20-30 years. Focus on great for a few things and good enough for the rest. Perfection is a good ideal and direction to have, but recognize it for what it is: an impossible destination. 10. Blowing minutiae and small problems out of proportion as an excuse to work on easier and nonessential endeavors that will not take you closer to your goals. 11. Making non-time-sensitive issues urgent in order to justify work Focus on life out-side of your bank

accounts, as scary as that void can be in the initial stages. If you cannot find meaning in your life, it is your responsibility as a human being to create it, whether that is fulfilling dreams or finding work that gives you purpose and self-worth, ideally a combination of both. 12.Viewing one product, job, or project as the end-all and be-all of your existence Life is too short to waste, but it is also too long to be a pessimist. Whatever you’re doing now is just a stepping-stone to the next project or adventure. Any rut you get into is one you can get yourself out of. Doubts are no more than a signal for action of some type. When in doubt or overwhelmed, take a break and 80/20 both business and personal activities and relationships. 13. Ignoring the social rewards of life Surround yourself with smiling, positive people who have absolutely nothing to do with work. Do not live your life alone. Happiness shared in the form of friendships and love is happiness multiplied. GFI

2013 Lexus GS 350

CREATIVE AMAZING

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