Robust Rak Issue: 13

Issue: 13│November-December 2015 facebook.com/RobustRak www.robustrak.com Strategic SME Partner

THE VOICE OF RAK BUSINESS COMMUNITY

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ETISALAT EXPANDS FOOTPRINT IN THE UAE

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WORLD RENOWNED CERAMICS MANUFACTURER

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BLURRED LINES BETWEEN BUSINESS & LEISURE Haitham Mattar, CEO, RAK Tourism Development Authority shares his vision of building Ras Al Khaimah as a world-class destination for business and leisure.

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contents November - December 2015

08 RAK Industry Updates

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Latest news and its impact on the business community of Ras Al Khaimah.

14 Etisalat expands footprint in the UAE

New business kiosk in Ras Al Khaimah free trade zone serves the growing SMB community

16 Blurred lines between Business & Leisure

Haitham Mattar, CEO of Ras Al Khaimah Tourism Development Authority (TDA) in conversation with Robust RAK shares his vision of building Ras Al Khaimah as a world-class destination for business and leisure.

20 Al-Futtaim options make auto payment easier

The SME Department at Al-Futtaim Motors shares the launch of three Toyota Business Centers dedicated to serve SME customers across the UAE.

22 World renowned ceramics manufacturer

In an interview with Robust RAK, Abdallah Massaad, CEO of RAK Ceramics shares his successful journey at RAK Ceramics - a global hi-tech manufacturer of premium ceramics brand.

28 Keeping business out of the danger zone A large portion of SMEs fail within the first year of operation due to an inability to access finance. They find it very difficult to get financing from banks and other conventional sources, and face a rejection rate as high as 90%.

30 Outsource innovation for a

34 Leadership: Good vs Great

From becoming a good to a great leader in today’s environment requires something more than commonly accepted leadership skills. Adapting and taking action in a quick, clever and astute manner, to be agile, is more relevant than ever.

Power-Pull strategy

In today’s changing market environment, business leaders in the region need to incorporate an innovation driven culture into their companies and strategies.

32 Robust corporate culture – a success enabler

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There is a strong and a winning corporate culture in large companies; yet it is often more important for SMEs. An individual's bad behaviour, or a whole department's embedded outlook, can disturb the entire business.

36 Is insurance part of your

finance strategy?

Today insurance is often seen as an unnecessary expense or it is purchased as a compliance

contents November - December 2015

requirement. Having in place the right insurance can provide a reliable source of capital to the business.

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38 Why a customercentric work culture is a must for every organisation?

Customer satisfaction management is a must for every business to survive in the long run. But do we have the tools to track feedback from our consumers?

40 Dissatisfaction motivates growth.

Or is it vice versa?

Never be satisfied with what you have achieved in life. Being dissatisfied at all times is a route to grow and attain much more.

For many, dissatisfaction acts as a motivator.

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43 Corporate Gadgets

For top executives, it’s all about style. In this section, we feature some new arrivals in the market that will elevate their power quotient.

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Earth Holding

P.O. Box: 10044, Ras Al Khaimah, UAE Tel: 07 - 2282555 Fax: 07 - 2264447 www.earthholding.com

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Publisher & CEO Shantanu A.P. Editor Jinal Chheda Asst. Editor Audrey Fernandes Strategic Advisor Badal Saboo Expert Contributors Abed Shaheen Craig Moore Russell Purushothaman Mark Fisher Sachin Thombare Salma El-Shurafa & Veronique Ademar Simon Hodges Art Director Aneesh Varghese Web Developer Raj Shekar Reddy Designer Retheesh Viswanath Project Coordinator Khushbu Ranjan Distribution Department Jerry P. Sam Editorial Enquiries & Contributions

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EDITOR’S NOTE The UAE is acknowledged as the magnet for new business start-ups in the region. In addition to strong historic ties in the Arab world, its geographic advantage as regional hub, a welldeveloped infrastructure and its business friendly policies, the country also inspires dynamism and entrepreneurship in business. Even as we await the windfall that will be Expo 2020, the country has recognized that a robust manufacturing sector is essential to growing substantially and sustainably over the long run. Growth in the manufacturing sector is also imperative if the UAE intends to position itself so as to benefit from a revision of global trade flows and the ongoing shift of economic power from the west to the east.

According to government estimates, contribution of the manufacturing sector to overall GDP was at 11 per cent in 2014 and plans are in place to increase this number to 25 per cent in the next 15 years. These plans include a UAE law allowing full company ownership to expatriates if their manufacturing business is unique and adds value to the UAE economy. This is expected to result in large capital investments and a spurt in manufacturing activity in the country.

The real winner of the manufacturing focus where the sector has really taken off is the Emirate of Ras Al Khaimah. RAK, as it is fondly called, has today become a central point for several key manufacturing businesses. A well-known example here is RAK Ceramics, a brand that combines hi-tech with global scale to deliver a well-regarded customer experience.

The industrial infrastructure in RAK that has resulted from the vision and commitment of HH Sheikh Saud Bin Saqr Al Qasimi gives the Emirate an economic advantage and a roadmap for the manufacturing sector to develop further. The sector has contributed fundamentally to the growing influence and stature of RAK and is focused upon by the government as a means of achieving sustainable growth.

As a special edition for Ras Al Khaimah manufacturing sector, we have spoken with Abdallah Massaad, CEO of RAK Ceramics, who shared his views on manufacturing and an interview with Haitham Mattar, CEO, Ras Al Khaimah Tourism Development Authority. This issue also carries information and industry views on sales & marketing, corporate governance, finance and leadership.

We hope that you will find the November-December 2015 issue of Robust RAK to be a definitive voice of the Emirate.

Happy Reading!

Jinal Chheda Editor Robust RAK Disclaimer

SPI Publishing has endeavoured to bring out a publication that is reliable and informative. This is true to the best of our knowledge. The opinions presented are those of individual writers and not necessarily endorsed by SPI Publishing. The content in this magazine is protected by copyright law and is copyright to SPI Publishing unless credited otherwise, and may not be copied, reproduced or republished for any commercial purpose or financial gain.

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Robust RAK November-December 2015

RAK Industry Updates

‘WOMEN ACHIEVE’ initiative signs RAK FTZ A

mCham Abu Dhabi announces that Ras Al Khaimah Free Trade Zone Authority has become the latest signatory of WOMEN ACHIEVE, an innovative program established by its Women in Business Committee that promotes the professional advancement of women. The program was developed to encourage companies and organizations to give women more opportunities to advance their careers by offering them positions of greater responsibility and leadership.

Ras Al Khaimah Free Trade Zone Authority is now the 40th organization that has joined an expanding list of leading companies that support the WOMEN ACHIEVE initiative including Accenture, AECOM, Al Noor Hospitals Group, AMIDEAST, Bechtel, BrandMoxie, Boeing, Cleveland Clinic Abu Dhabi, ExxonMobil, Global Advocates & Legal Consultants, Institute of Management Accountants Middle East, Lockheed Martin Global Inc., Mubadala GE Capital, New York

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Institute of Technology, Northrop Grumman, Olgoonik Global Security, Parsons, Raytheon, Squire Patton Boggs LLP, and others. As a supporter of the WOMEN ACHIEVE program, Ras Al Khaimah Free Trade Zone Authority reassures its commitment to provide a work environment that is favourable to women’s development by empowering women to refine their leadership skills and flourish in their respective jobs and areas of expertise. Moreover, Ras Al Khaimah Free Trade Zone Authority pledges to provide greater opportunities for women’s participation in training and career advancement.

“Nowadays, women play an increasingly stronger role in business, the military and government. We believe in women’s significant role in building greater economies, and helping achieve development and sustainability in the country. Thus, we always seek ways to empower and encourage them to participate fully in business and economic life across all sectors,” said Aysha Sulaiman,

Director of Human Resources & Development, Ras Al Khaimah Free Trade Zone (RAK FTZ). “RAK FTZ has always been proactive in developing its female employees to lead important positions and projects in the organization. More than 50% of managerial and leadership positions are currently held by women. Moreover, RAK FTZ conducts many programs throughout the year for its female employees to boost their power in the business field.”

Robert S. Harward, Chairman of AmCham Abu Dhabi, commented,

“We are delighted to have Ras Al Khaimah Free Trade Zone Authority sign WOMEN ACHIEVE. AmCham Abu Dhabi is proud to support innovative initiatives, such as WOMEN ACHIEVE, that foster positive change in the business community and realize the full capacity of talent available to grow industry.”

Established in January 2013, WOMEN ACHIEVE emphasizes seven key ideals, which direct companies towards acquiring a supportive work environment for the professional advancement of women. These ideals include encouraging women to grow through training, shadowing, coaching, mentorship and internship programs, as well as considering female candidates for new opportunities and the support of ‘rising stars’ into leadership positions. WOMEN ACHIEVE also encourages the induction of women to serve on boards of various organizations and advocates the importance of fair remuneration for female employees.

Participation in WOMEN ACHIEVE is open to entities of all sizes. Companies that are interested can elect to become signatories by contacting AmCham Abu Dhabi. In addition, WOMEN ACHIEVE signatories receive a certificate of acknowledgement from AmCham Abu Dhabi for their support and are eligible to use the WOMEN ACHIEVE seal on their communication collateral.

November-Decmber 2015 Robust RAK

RAK Industry Updates

RAK FTZ – China trade & investment grows

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is Highness Sheikh Ahmad Bin Saqr Al Qasimi, Chairman of Ras Al Khaimah Free Trade Zone (RAK FTZ), led a free zone delegation to China to further strengthen the existing trade and investment cooperation between the UAE and China.

Ramy Jallad, Acting CEO, RAK FTZ, has also joined the Chairman in carrying out a series of follow-up meetings and investment seminars in the cities of Guangzhou, Shenzhen and Foshan. All of these cities were recently visited by the free zone delegation during its second trip to China last May 2015.

“RAK FTZ is the perfect gateway for China’s initiative of establishing the economic belt and maritime Silk Road of the 21st Century.

Chinese investors can successfully

enhance overseas investments and enter the key global markets by using RAK FTZ as a regional trading and re-export hub,” said HH Sheikh Ahmad. “RAK FTZ eliminates the burden from taxes and customs duty, as well as provide access to major logistical centres. This makes it easy to transport goods from China to the UAE, and then onwards Europe, Africa, and the rest of the Middle East.”

At present, numerous Chinese companies are taking advantage of the free zone’s 100 per cent company ownership, fully customisable business infrastructure, cost-effective business set-up, and reliable client support. Among them is Li Jie International Trading FZC, a purchasing company that deals

with the procurement of nonferrous metal residue and scrap.

“Partnering with RAK FTZ places us in a very good position to serve the global market, and it provides us with ideal facilities and business solutions at a very effective cost,” said Liming Jin, General Manager of Li Jie International Trading FZC.

Prior to the free zone’s return to China, RAK FTZ received a prominent Chinese delegation that consisted of more than 40 Chinese Business Council members as well as Chinese diplomats. The two-day meeting, from 27-28 August, was made possible with the support of RAK Chamber of Commerce, RAK Tourism Development Authority, and Al Marjan LLC.

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Robust RAK November-December 2015

RAK Industry Updates

RAK EGA and SAP TDI host graduation ceremony R as Al Khaimah e-Government Authority (EGA) and SAP Training and Development Institute (SAP TDI) hosted the graduation ceremony of the first cohort of SAP’s Young Professional Program (YPP) in Ras Al Khaimah.

Following the outstanding program outcome, EGA is looking forward to host a second track of SAP’s Young Professional Program with technical certifications in SAP Human Capital Management (HCM), SAP Business Process Integration (BPI), SAP Analytics as well as SAP HANA.

The first cohort of young professionals was selected from the most talented local Emirati university graduates across the UAE. Over the course of the threemonth-long intensive training schedule the participants gained certifications in SAP Customer Relationship Management (CRM) along with SAP Business Process Integration and SAP Project Management. Following successful completion of the program, the graduates joined EGA on an

internship as SAP CRM Consultants to help them develop their skills further and eventually join the EGA team as permanent employees. The talents are currently supporting the SAP CRM and Case Management enhancement efforts in Civil Courts and Municipality Departments.

The aim of SAP’s Young Professional Program is to enable unemployed UAE national university graduates to gain SAP Associate Level Certifications that ultimately will support them to develop their career within the technology sector. The program provides government as well as private sector companies well shaped talents with essential business, technology, and leadership skills. “We estimate that with the appropriate support and mentorship provided by senior consultants within our Authority, our partnership with SAP’s Young Professional Program promises to be a great investment by providing us capable in-house local talent to support the Government Resources

Ramy Jallad is Acting CEO of RAKIA T he Board of Directors of Ras Al Khaimah Investment Authority (RAKIA) has appointed Mr. Ramy Jallad as Acting Chief Executive Officer (CEO), replacing Mr. Rino Sabatino who has resigned from his role as CEO of RAKIA. Mr. Jallad will continue in his role as the Acting CEO of RAK FTZ.

Mr. Jallad brings a wealth of experience operating free zone authorities across the UAE. He has also held leadership roles in government and private enterprises both locally and internationally in a career spanning over two decades.

“We are pleased to appoint Mr. Ramy Jallad as the Acting CEO

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of Ras Al Khaimah Investment Authority, while still retaining the position of Acting CEO for Ras Al Khaimah Free Trade Zone,” said His Highness Sheikh Ahmad Bin Saqr Al Qasimi, Chairman of RAKIA and RAK FTZ. “Ras Al Khaimah Investment Authority now follows the board’s and CEO’s mandate to ensure that it operates in the most efficient manner to best service its customers and grow its contribution to the economy of Ras Al Khaimah. We believe that Mr. Jallad has the right combination of skills and experience to assume the day-to-day management of the organization and provide the leadership necessary to fully develop its potential.”

Project.” said Eng. Ahmed Saeed Al Sayyah, EGA General Manager.

The recruitment for the second cohort has already begun and the training program will start end of September 2015. The certification topics SAP HCM, SAP BPI as well as SAP HANA were chosen in order to support the implementation of the SAP HCM project, a highly important and strategic IT project delivered by EGA in collaboration with Ras Al Khaimah HR Department. The project is planned to be implemented through 16 local departments in January 2016, which is right on time to provide a stimulating internship to graduates of SAP’s Young Professional Program. Participants can expect a highly innovative and exciting training program, as they will be certified, amongst others, on SAP’s latest database management system, SAP HANA, which is a powerful in-memory platform built to deliver unprecedented insight and to modernize IT landscapes.

Mr. Jallad has assured the RAKIA’s clients that, during this period, they will continue to enjoy high-quality business experience and support services that they are used to. “I am honoured to take the leadership of Ras Al Khaimah Investment Authority as its Acting Chief Executive Officer and will continue to pursue the its growth and development,” Mr. Jallad said.

“Our day-to-day operations will continue as usual and we will seek to attract new clients from all over the world as well as strengthen the relationships we have with the more than 7,000 companies that call RAKIA their investment home.”

His Highness Sheikh Ahmad Bin Saqr Al Qasimi said “Mr. Sabatino’s contribution to RAKIA is highly acknowledged and appreciated. I wish him the best of success in his future career.”

November-Decmber 2015 Robust RAK

RAK Industry Updates

RAKBANK posts AED 716 million half yearly profit T he National Bank of Ras al Khaimah (RAKBANK) announced a consolidated net profit of AED 716.2 million for the half-year ended 30 June 2015.

The Group’s total income grew by 12.2% to AED 1.9 billion during the half-year compared to the same period last year as a result of an increase of 12.9% in net interest income and 9.8% in non-interest income.

Operating expenses inched up by 3.0% during the first six months of the year compared to the previous year. However cost-to-income ratio dropped to 40.0% from 43.6% as the Bank continues to grow its income base and focus on cost optimisation.

The consolidated operating profit before provision for impairment jumped by 19.2% to AED 1.1 billion while the total impairment charge for the half year stood at AED 426.9 million compared to AED 258.4 million in the first half of 2014.

“Despite rising competition in the UAE banking market, the Group continues to record further improvement in year-on-year operating income and expense

ratios,” said Peter England, RAKBANK Chief Executive Officer.

“Gross loans and advances increased by 16.0% year-on-year to AED 27.7 billion by the end of the first half of 2015 across most of the Bank’s Retail and Business Banking portfolios. SME and commercial lending under our Business Banking segment, which has been a focus for the Bank since early 2014, recorded a jump of 115.0% in gross loans and advances yearon-year. As a result of this growth in overall lending volumes, our impairment charge was higher than what we saw in the previous year however our non-performing loans remained steady at 2.7%,” explained England. Total assets grew by AED 3.2 billion compared to 31 December 2014 mainly as a result of strong growth in gross loans and advances which were up by AED 1.9 billion to AED 27.7 billion and the consolidation of RAK Insurance amounting to AED 615.8 million. Total assets stood at AED 38.1 billion on 30 June 2015.

Customer deposits grew by AED 1.4 billion to AED 26.1 billion during the first half of 2015 compared to 31 December 2014.

The Bank’s capital adequacy ratio as per Basel II requirement at the end of the quarter is 23.7%, comprising entirely of Tier 1 capital. This is against a current minimum total capital ratio of 12.0% prescribed by the Central Bank in the UAE. At the end of the quarter, the regulatory liquid assets ratio was 18.6% and advances to stable resources ratio was 87.7%. Total shareholder’s equity totalled AED 7 billion including six months’ profit.

“Looking ahead, we will continue to aggressively grow the bank’s top line in the second half of the year while strengthening our branch and ATM network across the country and launching additional digital banking solutions,” added England. The Bank is constantly working to find new ways to improve the customer experience through innovation, service excellence, and customer convenience. During the quarter, RAKBANK was recognized by The Asian Banker as Best Mobile Banking Initiative in the Middle East for 2014 for MobileCash cardless cash withdrawal solution and Best SME Bank in the Middle East.

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Robust RAK November-December 2015

RAK Industry Updates

AED 75 million Al Ghail water project approved

T

he Al Ghail district of Ras Al Khaimah will receive uninterrupted water following the commissioning of a 55-km water transmission line this week by Utico, the leading independent utilities provider in the GCC.

The pipeline, built at a total cost of AED 75 million, is considered as a challenging engineering feat due to the difficult terrain and the huge cost and challenge for pumping water from the sea to the city point at an elevation of 290 metres (965 feet).

The project has started to provide much-needed water to an estimated 50,000 residents, farmlands and enterprises of the Al Ghail district and will support growth in the region.

Mr. Richard Menezes, Utico’s Managing Director, said that the project has a peak capacity

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of around 7 million gallons of desalinated water per day with the expansion possibility of another 10 MGD. “The commissioning of the project marks another milestone in the development of Ras Al Khaimah and will have a significant social and economic impact on

the region. The construction of the water infrastructure for Al Ghail was not an easy task but we achieved this without a single lost time incident,� he added.

The water supply line project also includes distribution network of another 60 km. The entire project includes storage tanks, pumping stations and bowser points and related works. Al Ghail city has about 50,000 inhabitants, farmlands and Al Ghail Industrial City, one of the fastest growing industrial parks in the country and is owned by the Ras Al Khaimah Industrial Authority (RAKIA).

Utico as a full service provider provides water and power below government tariffs and does not have any government subsidies or government capital. It is a pro-consumer, environmentally friendly service provider which keeps pro-active sustainability as part of its growth philosophy.

The pipeline was laid according to the instructions of the RAK Government and included crossing 12 hillsides and sand dunes as well as co-ordination and permits from the Federal Electricity and Water Authority (FEWA), TRANSCO, Ministry of Defence, Etisalat, RAKGas, among others, who cooperated to the utmost extent to enable the successful completion of this transmission line.

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Robust RAK November-December 2015

Disruptive Innovation

Etisalat expands footprint in the UAE New business kiosk in Ras Al Khaimah free trade zone serves the growing SMB community.

T

oday Ras Al Khaimah (RAK) is one of the fastest developing emirate attracting SMEs across the country and the region to RAK Free Trade Zone (FTZ) the premium free trade zone and investment hub.

To tap this opportunity and work with the growing breed of SMBs, Etisalat recently opened its first business kiosk in RAK FTZ to serve the unique requirements of this community.

SMBs constitute 95 percent of registered businesses and contribute 60 percent to UAE’s overall GDP. The government are working actively to empower young entrepreneurs by sharpening their capabilities and skills.

The long term vision is to promote the spirit and culture of entrepreneurship by including these SMBs as a crucial part of the economy. Therefore the aim is attract new businesses and startups to set up in the UAE and make this region as their business hub.

Free zones in the UAE are keen to assist investors to set up their businesses enabling them to explore business-friendly services, transparency, clear laws and regulations, 100 per cent tax exemption and company ownership, highest-quality business facilities, strategic location, effective communication facilities and easy access to airport and sea ports.

RAK FTZ was established in the year 2000 with a vision to become a universal brand as a premium free trade zone and investment hub. The special zone has no trade barriers such as taxes, tariffs and quotas in order to facilitate international business. RAK FTZ was named Best Emerging Free

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Trade Zone and is considered one of the fastest growing free trade zones in the region.

The free zone has become home to many investors due to its worldclass investment structure and cost effective environment. RAK FTZ aims to provide competitive and customised free-zone business services by offering an investor the ease of doing business at affordable prices and cost effective lease rates.

Etisalat the leading telecom operator in the UAE and the largest corporations in the GCC recently opened a kiosk to serve the business community at RAK FTZ. The kiosk would aim to provide all-in-one business solutions and become a one-stop shop for all services and queries.

Imran Cheema, Director of Client Relations, RAK FTZ said: “The free zone’s objective is to provide businesses including SMEs a highly competitive global environment through digitisation and innovation. RAK FTZ attracts businesses across the country and region to provide technology and services to help them grow their business to the next level. The Etisalat’ s business kiosk, located on the Ground Floor of Business Centre 2, allows our clients explore wide-range of products and services such as, mobile post-paid and prepaid plans, data plans, broadband internet and fixed voice connectivity including free latest devices and high end office equipments at zero upfront cost.”

Etisalat’s new programme ‘Hello Business’ is targeted at SMBs based in free zones like RAK and across the country. It is designed specifically to help them set up and get their business moving

fast. It’s ideal whether a company has a single branch or a national franchise, the programme offers for businesses new to the UAE market to save on their outgoings and get a streamlined, express service that’s easily tailored to individual needs. The other advantages of the programme include a personalised visit by a trained and authorised Etisalat representative to your premises within 24 hours upon request, value-for-money offerings for mobile and office products and services for new businesses in the UAE, an expert information kit to enable your business to set up its operations faster and efficiently, a welcome call to ensure hasslefree subscription to Etisalat’s SMB services and 24x7x365 access to Etisalat’s state-of-the-art SMB call centre - 800 5800. This is also the region’s first dedicated 24/7 customer care centre serving over 300,000 SMBs. Etisalat is always committed to equip and empower businesses with the necessary IT and telecom essentials. The business kiosk will target RAK FTZ customers with the key objective of helping them to increase their business productivity improving efficiency, effectiveness and most importantly profitability in business. Etisalat also organised a roadshow recently to create awareness about its kiosk delivering exclusive business to the RAK FTZ business community.

Presently Etisalat has a strong presence outside the RAK FTZ with 6 business and service centers across the emirate at RAK BC, Manar Mall, Al Hamra mall, Al Safeer outlet, Ghalilah and Digdaga.

November-Decmber 2015 Robust RAK

Disruptive Innovation

www.robustrak.com

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Robust RAK November-December 2015

RAK Tourism

Blurred lines between Business & Leisure

Haitham Mattar, CEO of Ras Al Khaimah Tourism Development Authority (TDA) in conversation with Robust RAK shares his vision of building Ras Al Khaimah as a world-class destination for business and leisure.

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November-Decmber 2015 Robust RAK

RAK Tourism

Q: Tell us more about the beauty

and cultural heritage of Ras Al Khaimah?

Ras Al Khaimah is quickly becoming a destination of choice for both local and international visitors. With white sand beaches, desert dunes, rich cultural and historical sites and wildlife, Jebel Al Jais is the tallest mountain in UAE.

In actual fact Ras Al Khaimah is the richest emirate in terms of history and cultural heritage.

Ras Al Khaimah has a history dating back to the Bronze Age which makes it one of the few places in the world that has been continuously settled for over 7,000 years. There are 18 historic fortifications, castles and towers still standing in Ras Al Khaimah.

Al Jazirah Al Hamra is a fishing village just outside of Ras Al Khaimah city which dates back 200 years. This is an area that we’re looking at restoring for a tourist site with the support of the Ras Al Khaimah government.

Al Wahhabiyyah is one of the oldest art forms of Ras Al Khaimah and is only performed in the emirate. The songs during this performance are divided into three sections. This folkdance is usually performed on special occasions, feast days and at wedding parties.

I would recommend that history enthusiasts visit the National Museum of Ras Al Khaimah which has on display some traditional weapons that belong to the ruling family as well as archaeological displays showing the earliest settlers in the area. We see huge demand from travellers looking for the chance to get to the heart of a destination’s history so this is a huge opportunity and Ras Al Khaimah is fully able to deliver this experience.

Q: When we think of UAE, it’s all about Dubai, so how is this emirate focusing on tourism?

Located just 45-minutes from Dubai International Airport, Ras Al Khaimah offers a distinct sense of escapism from the fast-paced metropolitans of other emirates.

Ras Al Khaimah has a variety of hotel offerings, including

international brand names, such as Waldorf Astoria, Banyan Tree, Rotana and Hilton. The diversity of our hotel portfolio is a major part of destination’s appeal, given it caters to a wide range of guest segments. Ras Al Khaimah has something to offer all travellers from families to adventure-seekers and those looking to get to the heart of our Arabian culture, history and heritage.

Q: With Dubai Expo 2020, do you think tourism in Ras Al Khaimah will grow? If yes, then how do you imagine Ras Al Khaimah by 2020?

The big campaign to host Expo 2020 was a UAE-wide effort and hosting Expo 2020 itself will be a huge opportunity not just for Dubai but for the wider UAE and in fact the region. Between October 2020 and April 2021, more than 25 million visitors are expected to attend Expo 2020, 70% of which will be from outside the UAE – the largest number of international visitors in Expo history. Given that we are just a 45-minute drive from Dubai International Airport of course we see a huge opportunity to capitalise and attract these visitors for onward trips to Ras Al Khaimah.

Expo 2020 will run from 20 October 2020 through to 10 April 2021 which coincides with the UAE’s Golden Jubilee – another opportunity for all of the emirates

As the emirate continues with its ambitious expansion plans to meet bold new growth targets, we continue to diversify our rich offering and further develop Ras Al Khaimah as a choice for business and leisure

to come together and use this as a platform to engage a global audience and drive our vision, particularly along the themes of Expo 2020 - opportunity, mobility and sustainability.

What will Ras Al Khaimah look like by 2020? As the other emirates are also doing, we have plans in place which are in line with our growth strategy but also take into account the developments needed to serve the increasing numbers of visitors we expect between now and 2020 and beyond. These developments include not only hotels but infrastructure and attractions as well.

Q: Brief us on the highlights of tourism growth in Ras Al Khaimah for 2014-2015?

Ras Al Khaimah is providing new and exciting opportunities for tourism, investment and trade – we are enjoying impressive economic growth under the visionary guidance of His Highness Sheikh Saud Bin Saqr Al Qasimi, the Council Member and Ruler of Ras Al Khaimah and the emirate is reaping the success of the government’s ambitious and incredibly successful process of economic diversification, in which tourism plays a key role.

We have made major progress in achieving our goal of attracting 850,000 visitors in 2015 and ultimately one million visitors by the end of 2018 – with 730,000 guests choosing Ras Al Khaimah for their business and leisure trips throughout 2014. Continuing with this pace, visitor numbers have witnessed an eight per cent increase in H1 2015, compared to the same period in 2014, according to STR – with domestic travellers constituting a major proportion of demand, followed

by Germany, Russia, and the UK. We are optimistic this fastpaced momentum will continue throughout the remainder of the year and beyond.

Q: Why choose Ras Al Khaimah?

Recount the USPs that can and will make Ras Al Khaimah a hub for tourism? www.robustrak.com

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RAK Tourism the highest mountain in the UAE, which stands tall at 1,910 metres, and is ideal for both mountain climbing and mountain biking with impressive views from the summit!

Ras Al Khaimah is also renowned as a beach destination and offers 62km of white sandy beaches with clear blue water and water sports aplenty from banana boat rides and body boarding to wakeboarding and windsurfing.

Q: Is the emirate bringing in new investors for business? What are the advantages to choose Ras Al Khaimah as a base for business?

One of the main areas of development in Ras Al Khaimah is the flagship Al Marjan Island.

The island already boasts five hotels, with plans to offer 20 hotels by 2025. The development of four islands dedicated to luxury, lifestyle and families, will cater to multiple audiences.

Our aim is to build a man-made archipelago offering a wide variety of restaurants, shopping, entertainment, theme parks and numerous hotels.

With regards to hotels, our emirate currently boasts over 5,000 hotel rooms with plans to add a further 3,600 rooms by 2019, under leading hospitality brands such as Marriott, Accor, Crown Plaza and Anantara – ensuring we continue to offer a diverse range of accommodation options.

For example, the 225-room Anantara Mina Al Arab Ras Al

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Khaimah Resort, expected to open in 2018 will feature Maldivianstyle water villas. The resort will be located in a secluded and picturesque area of Mina Al Arab with a private beach and overlooking an eco-reserve with mangroves. The area around the eco reserve will not be developed to keep it unspoiled and will be home to an Eco-Learning Centre. With its peaceful location, overwater villas and ‘eco’ theme, the resort will provide a unique offering in the UAE market.

With a major hotel development in the pipeline, in addition to ongoing discussions with a number of global airways, Ras Al Khaimah is rapidly growing into a prime destination for tourism, investment and trade.

Beyond our hotel offering, the destination truly offers something for everyone from adventure seekers who can visit Jebel Jais,

Building on the strengths and achievements of 2014, we are in an extremely strong position to attract further investment into the emirate due to its unique offering natural attractions such as, rugged terrains, undisturbed beaches, archaeological sites, coastal areas and desert. Ras Al Khaimah’s close proximity to Dubai International Airport – the fifth busiest airport in the world by passenger traffic - is also a major asset.

Q: What is the mantra behind Ras Al Khaimah attracting tourism and business from all over the world? Which aspect would you attribute this success to? With tourism, what are the other core areas of focus to further develop the emirate?

As the emirate continues with its ambitious expansion plans to meet bold new growth targets we continue to diversify our rich offering through developing retail, dining, cruise, entertainment, and MICE facilities, to further build Ras Al Khaimah’s position as a worldclass destination for business and leisure.

We have a healthy pipeline of hotels and are in ongoing conversations with a number of airlines to improve airlift to the destination. This combined with our work to further develop tourist attractions and sites of interest all contribute to Ras Al Khaimah maintaining its position as an attractive and competitive destination for both business and leisure travellers.

Robust RAK November-December 2015

Auto Finance

Al-Futtaim options make auto payment easier

The SME Department at Al-Futtaim Motors shares the launch of three Toyota Business Centers dedicated to serve SME customers across the UAE. Al-Futtaim Motors, being the reputed automotive brand and customer’s choice, offers the strongest finance packages and flexible payment options to its customers.

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November-Decmber 2015 Robust RAK

Auto Finance

Q: Tell us more about Al-Futtaim Motors’ SME benefits?

Over the past four years, the SME business at Al-Futtaim Motors has grown by 120%. This, in large part, is due to our belief that the SME sector is one of the most vital and fastest growing sectors in the UAE. This year also marks some truly exceptional developments in our SME business, with the launch of three Toyota Business Centers, dedicated to service its SME customers in Abu Dhabi, Dubai, and Sharjah and the Northern Emirates. This means exclusive account management, faster enquiry response, vehicle registration support, dedicated delivery process, aftersales packages, leasing facilities, Total Cost of Ownership (TCO) approach and Fleet Management consultancy, ensuring Al-Futtaim Motors’ SME customers experience the company’s full range of Toyota Business Solutions.

No one else in the market comes close to providing such a thorough and dedicated customer approach to SMEs.

Q: What financial benefits do you offer customers?

Al-Futtaim Motors enjoys strong relationships with partner banks.

This, coupled with a strong Customer Profile and Strong Residual Values across our vehicle range, provides

concept of ‘Murabaha’?

We work closely with a large number of partner institutions to provide auto financing to our customers through Al-Futtaim Finance

our partners significant comfort in providing solutions such as 0% Down payment and flexible underwriting in line with customer credit worthiness, and extremely competitive market rates allow us to offer the strongest finance packages and offers across the UAE Automotive industry.

Q: As a car dealer, do you also help your customers with auto financing? What are the features and benefits for auto financing a car?

Through Al-Futtaim Finance we work closely with a large number of partner institutions to provide auto financing to our customers.

Q: Is auto-financing available for

new and the used cars as well?

Yes, financing is available on both new and used vehicles.

Q: What is the process and

documentation required to apply for the car loan? How long does the approval take?

The process differs between financial institutions, including the paperwork required and the time required to get approval. We recommend our customers go with the financial institution that best serves their needs, and our Sales team will provide guidance basis their knowledge of our Banking Partners Credit policy.

Q: Do you follow the Islamic

As we do not directly finance our customers, but instead support our customers obtain credit from partner banks - we observe and support the solutions provided to all customer types including Islamic and Conventional Auto facilities.

Q: Which banks and financial institutions has Al-Futtaim Motors tied up to provide car loans?

We have partnerships cross 14 banks – 6 Islamic and 8 conventional. 85% of all auto financing is provided by 6 banks (Dubai Islamic, Abu Dhabi Islamic, Emirates Islamic, National Bank of RAK, Emirates National Bank of Dubai and National Bank of Abu Dhabi), while our other partners operate in a more specialised capacity, financing specific industry or customer types.

Q: How does Al-Futtaim Motors customize the loan schemes for SMEs, given the fluctuating policies and economy?

We constantly look to create innovative customer value and service propositions through marketing campaigns that may run for a quarter or even monthly.

Q: Which are the various

payment modes accepted?

We accept all payment forms, including cash, debit, credit and certified cheques.

Q: Are there any financing restrictions imposed on certain vehicle categories like sports cars or luxury cars?

All credit facilities are arranged based on the customer and not the vehicle, meaning that all of our vehicles are available for financing based on the UAE Central bank Credit Policy and Norms. www.robustrak.com

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Robust RAK November-December 2015

Hi-tech Manufacturer

World renowned ceramics manufacturer In an interview with Robust RAK, Abdallah Massaad, CEO of RAK Ceramics shares his successful journey at RAK Ceramics - a global hi-tech manufacturer of premium ceramics brand. He says Ras Al Khaimah’s historical DNA is in manufacturing and this sector remains at the heart of RAK’s economic growth.

Q: As a CEO of a hi-tech

manufacturer ceramics, share with us your journey with RAK Ceramics?

RAK Ceramics was established in Ras Al Khaimah in 1989 by H.H. Sheikh Saud Bin Saqr Al Qasimi, member of the Supreme Council and Ruler of Ras Al Khaimah, who aspired to have the best machinery, latest technology, and to produce the best products possible for sale in the world.

Ceramics were an imported product in the region at that time, but every year we have added capacity and demand continues to grow. We became a leading player in the GCC region in 2000 and from 2000 to 2004 we invested heavily, expanding the company, and exporting to almost 120 countries by 2004. We now have a strong global client base and we continued investing further in customising products to meet the needs of specific markets. We always try to produce something unique, and this has made us one of the largest players in the field.

We are pioneers in many ways; we were the first company to produce antimicrobial and luminous tiles which are considered smart tiles. In 2005, we produced the largest porcelain slabs available at that time at 120x180cm, a breakthrough in the industry. We are continuing with our vision.

Most recently in 2015, we launched Maximus Mega Slab, a 135x305cm large format tile and are the only factory in the region with the capability to do this.

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Q: One of the most reputed brand, what are the products offered by RAK Ceramics? Do you provide any specialized high quality ceramic?

RAK Ceramics is a pioneer in introducing hi-tech innovations that are a breakthrough in the industry. A wide range of technologies are used at the our state-of-the- art plants some of which include continua+, HDD digital decoration, chroma, slim, anti-microbial, glow in the dark, double charge, roll feed and other advanced technologies.

Through its continued investment into new technologies, RAK Ceramics remains a pioneer in the industry. Recent new product launches include the imposing Maximus Mega Slab – standing at an impressive 135x305cm, produced using continua+ technology, it is the largest slab manufactured in the region.

Incorporating a “super-compactor” enables pressing of ceramic powders at a pressure of 450 kg/ cm2. Continua+ continuously feeds a bed of spray-dried powder and “instantly” transforms it into a firing-ready ceramic material.

Using a unique “on-the-move” cutting system, slabs of any size can be produced seamlessly and effortlessly. Completing the line is a COLORA HD 1808 high definition digital decorator using 8 colour inks to produce the very latest designs.

Q: What is the annual production capacity of each product? How

frequently you add new design pieces to RAK Ceramics portfolio?

RAK Ceramics is one of the largest ceramics manufacturers in the world, with an annual production capacity of 117 million square metres of tiles, 4.6 million pieces of sanitary ware, 24 million pieces of porcelain tableware and 600,000 pieces of faucets.

In ceramics we have more than 6,000 production models (tiles) and 32 design pieces (bath ware), with new designs being added every week to the portfolio.

Q: What is a success mantra

behind making of RAK Ceramics being one of the largest ceramics manufacturers in the world?

When RAK Ceramics was established in 1989, its management had realised the huge potential for the company as it capitalises on the unlimited resources of Ras Al Khaimah’s white clay. Opportunities for supplying building material in the UAE and Saudi were abundant in the 1990’s and exported products were limited which helped RAK Ceramics gain leverage within the building materials industry.

With high quality, a well executed sales and distribution strategy, RAK Ceramics gained a prominent position and started expanding regionally and globally. In the next few years RAK Ceramics is expecting major improvements and innovations in its corporate and production strategies. We are focusing on our "core businesses,"

November-Decmber 2015 Robust RAK

Hi-tech Manufacturer identified as tiles, sanitary ware, tableware and faucets, and at the same time scaling down "non-core businesses," such as joint ventures, construction companies, and less profitable overseas expansions.

The company's market priorities remain to be in the top three players in focus markets – GCC, India and Bangladesh, to be among the top five exporters to value markets –Europe and MENA, and to strengthen its presence in frontier markers—USA, Africa, South-East Asia and Russia.

Today RAK Ceramics is a truly global company with presence in 160 countries around the world and huge manufacturing capabilities producing up to 117 million square metres of tiles per year. Ultimately, our goal is to become a provider of holistic ceramics’ lifestyle solutions and be the most recognised brand in the world.

Q: How big is the distribution

network and how strong is its presence across the globe and especially in the UAE?

Abdallah Massaad, CEO, RAK Ceramics

RAK Ceramics’ distribution network spans 160 countries worldwide.

Over 70% of our capacity is based in the UAE, where 30% is sold domestically and 70% is exported, mainly to Saudi Arabia and Europe, making the UAE our export hub. We have plans to open regional offices all over the world and we recently opened our first regional office in Singapore.

The Singapore office will ensure that RAK Ceramics is strategically positioned to serve the Asia Pacific region, the fastest- growing region in the ceramic tiles market globally, both in terms of production and consumption. New opportunities continue to open up and in Iran we recently acquired the 20% minority share of RAK Iran, thereby making RAK Iran a wholly owned subsidiary of RAK Ceramics. Iran, the fourth largest tile producer country in the world after China, Brazil and India, has strong growth potential both domestically and as a platform for exports to Central Asia.

Q: What makes RAK Ceramics

different and unique from others? www.robustrak.com

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Hi-tech Manufacturer Ceramics has always been an essential commodity but has transformed significantly into a design-oriented product. The different uses of ceramic designs by designers, architects and developers alike have pushed ceramics to become fashionable rather than simply functional.

Additionally, advanced digital technologies, rising urbanisation and increased construction projects are considered key driving forces that have led to the development of unlimited flooring options ranging from basic aesthetics and functionality to eco-friendly, hitech, and designer-based ones in terms of appearance, feel, finish and touch.

At RAK Ceramics, we try to educate customers about the different types of ceramics and advise them on what best fits their needs. We also get feedback from them on what they would like to see in their houses and what inspires them. This twoway communication process and customer-focused approach helped us to grow into who we are today.

Q: How big is the manufacturing

unit of RAK Ceramics? Share with us the survival story of RAK Ceramics between 2008 and 2010?

At its headquarters in Ras Al Khaimah, RAK Ceramics has 12 state-of-the-art plants (10 tiles and 2 sanitary ware) as well as plants in Bangladesh and India. We also have plants in Iran and China. The company employs around 8,000 staff at its headquarters here in RAK and around 15,000 in total worldwide.

In 2008/2009, whilst many industrial companies struggled under the pressure of the financial crisis, RAK Ceramics successfully weathered the downturn through the strength of its balance sheet and sound investment decisions.

The company was not forced to lay off workforce or make any redundancies, on the contrary, RAK Ceramics continues from strength to strength as global markets recover and an increase in infrastructure investments and

construction is registered globally.

Q: What do you feel about the manufacturing sector in Ras Al Khaimah?

With the early realisation that its economy would not be an oil-based one, Ras Al Khaimah shifted focus to its alternative mineral assets and the development of its industrial and manufacturing sector. From the 1960s Ras Al Khaimah rock, aggregate and cement have been used to construct ports, runways and skyscrapers throughout the Gulf region and beyond, including the Burj Khalifa.

More recently real estate and tourism have significantly grown their contribution to the economy with a number of residential, commercial and hospitality projects completed, and more planned. 2013 saw the launch of Hilton’s flagship Waldorf Astoria hotel, while Al Marjan Island and Al Hamra Real Estate offer investment and lifestyle options.

However, manufacturing remains at the heart of RAK’s

November-Decmber 2015 Robust RAK

Hi-tech Manufacturer

economic growth. Significant international companies have chosen to make RAK their manufacturing home, from vehicle manufacturers such as Ashok Leyland and armoured specialists Streit, through to high-end glass producers such as French world leaders Saverglass. Leading the heavier end of industry is RAK Ceramics, now one of the world’s largest ceramics manufacturers.

In the 1980s, under HH Sheikh Saud’s direction, Julphar (Gulf Pharmaceutical Industries), the region’s first pharmaceutical company, was formed. Today it is one of the largest pharma companies in the MENA region.

Also, in 2012, Innovative Composite Engineering was established in the Industrial Free Zone to manufacture high-end composite products (aerospace, construction parts).

The emirate continues to capitalise on its existing manufacturing capabilities within RAK Free Trade Zone, which is considered the fastest growing in the region and a springboard to more economic diversification in the emirate. RAK FTZ customers come from over 100 countries and operate in more than 50 industry sectors.

Ras Al Khaimah’s historical DNA is in manufacturing and industry, and complements the different assets of Abu Dhabi and Dubai.

We feel that there is very exciting potential for continuing this trend and for more growth as the UAE’s economy continues to diversify.

Q: Share one of the cherished

achievements in your tenure as CEO of RAK Ceramics?

When I joined RAK Ceramics in 2005, it was an exciting time.

I was lucky to be surrounded by visionary entrepreneurs and was privileged to become part of a highly driven and ambitious team.

I witnessed the development and the vast growth of the ceramics industry in general and RAK Ceramics in particular which grew from manufacturing close to 1 million m2 of tiles in 1991 to a world-wide market leader, which has supplied 1 billion m2 worldwide.

One of my proudest achievements was to be part of the team who led RAK Ceramics through the downturn and financial crisis of 2008-9 and emerge unscathed. We have managed to maintain our global operations and keep the number of employees while other businesses were downsizing and laying off workers. We have positioned the

RAK Ceramics is one of the largest ceramics manufacturers in the world, with an annual production capacity of 117 million square metres of tiles, 4.6 million pieces of sanitaryware, 24 million pieces of porcelain tableware and 600,000 pieces of faucets

company at a very strong financial and operational level of strength and profitability, which made it so attractive to investors that in 2014, 30.6% of our shares were acquired by SAMENA Capital. That investment in RAK Ceramics’ future consolidates its reputation and allows the company to continue investing in new technologies.

Q: What message would you like to convey to the young entrepreneurs, starts-ups and SMEs?

Businesses today face many challenges. Trends rise and fall and innovation and technology continue to be key drivers in the success of any business. Here at RAK Ceramics we have seen a rise in some trends and a fall of others. RAK Ceramics has always managed to stay ahead of the game and provided its customers with cutting edge designs. I think we do need to continue our investment in innovations and new technologies.

As a leader in the business, your job is always to analyse the needs of the market and the changing tastes of consumers, then provide them with appropriate products.

I have learned, and continue to learn in my position, to invest in the company’s future and keep striving for more success especially in our business where competition is fierce and new developments in technology are always around the corner.

Q: Does Ras Al Khaimah have good infrastructural facilities to foster a thriving business community? What do you feel about the business community in this Emirate? How you rank RAK www.robustrak.com

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Hi-tech Manufacturer as a business hub in comparison to the other Emirates?

We are blessed to be based in a region that has developed at a phenomenal rate. The business infrastructure in Ras Al Khaimah itself has also grown rapidly in recent years, making it well connected to the rest of the UAE and international markets. RAK is served by five ports, amongst them the largest bulk carrier port in the Middle East. The international airport serves as a hub for low-cost carrier Air Arabia and will welcome daily direct flights from Qatar from this October. It also has a thriving cargo operation and has significant infrastructural development plans.

In the near future Ras Al Khaimah will be connected to the Gulf Rail Project giving more efficient access to its regional markets.

In terms of comparison, Ras Al Khaimah is extremely competitive and flexible in terms of its free zone offerings (RAK FTZ and RAKIA), which now host over 15,000 companies. There is a keen focus on new business from China and India. From RAK Ceramics’ own perspective raw materials are delivered directly to the port in RAK City. We are uniquely positioned to sell to the entire GCC

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with no barriers. Each of these factors contributes to our success.

Q: How does RAK Ceramics adhere to CSR activities?

We were the first ceramics company to produce a sustainability report based on the Global Reporting Initiative (GRI) framework. As a company, we do not just produce and sell, but we contribute to society. RAK Ceramics has more than 8,000 employees locally. We are committed to doing things in a sustainable way. In tiles, we were the first to produce RAK Slim, an environmentally friendly tile, which has the same finish and features of a standard

Today RAK Ceramics is a truly global company with presence in 160 countries around the world and huge manufacturing capabilities producing up to 117 million square metres of tiles per year

tile but consumes 50% less raw materials. We also work hard to make our manufacturing processes environmentally friendly and our factories are installed with water recycling and heat recovery systems. RAK Ceramics is a founding member of Emirates Green Building Council, which supports the development of sustainable buildings in the UAE. The UAE Ministry of Environment and Water (MoEW) awarded the company with the Environmental Performance Certificate (EPC) in recognition of its successful efforts to comply with environmental protection standards and regulations. RAK Ceramics was also honoured by the Emirates Securities and Commodities Authority (ESCA) for complying with good governance and transparency according to best international practices.

Q: Is RAK Ceramic, a technology driven company? If yes, then how?

We have always invested heavily in research, development and the latest technologies to ensure that we remain at the cutting edge of ceramics’ production in the region and to follow the UAE’s footsteps in technological innovation and diversification.

Being a technology leader means staying ahead of the curve, and to be competitive in the global marketplace, we must continue to drive innovation in our products.

For us at RAK Ceramics, innovation means cutting edge design and state-ofthe-art technology and we will continue to keep an open mind regarding the latest developments in ceramics. We possess a deep passion to become a lifestyle brand that is a first choice for everyone in the business. Innovation is what drives and inspires us and I believe it will ultimately help us to remain an industry leader.

Robust RAK November-December 2015

SME Finance

T Keeping business out of the danger zone

A large portion of SMEs fail within the first year of operation due to an inability to access finance. They find it very difficult to get financing from banks and other conventional sources, and face a rejection rate as high as 90%. In this article, Craig Moore explains how to manage risk in business.

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here are some 300,000 Small and Medium Enterprises that contribute more than 60% to the UAE’s GDP, providing more than 42% the jobs in the country, the Development Enterprises Company reported.

However, SMEs find it very difficult to get financing from banks and other conventional sources, and face a rejection rate as high as 90%. Business that do successfully get financing often face rigid terms, with some banks charging interest rates of up to 26% annually, undermining the chances of profitability.

Access to affordable funding can make the difference between expansion and bankruptcy, without which SMEs risk entering the dreaded danger zone. A large portion of SME failures we have seen arise from the inability to access finance. Cash remains king for them, as it is vital to enabling SMEs to grow, succeed and ultimately create jobs that grow the economy.

But things don’t have to be this way. Today, there are viable alternatives to traditional banking such as peerto-peer financing, a field that is rapidly becoming a mainstream solution for SMEs. Beehive, the UAE’s first online marketplace for peer-to-peer financing, has brought this proven financing concept that has seen huge success in the UK and USA, to the Gulf, focusing initially on the UAE. But while initial financing is a huge challenge, the ongoing cash flow problems of a business pose another danger for SMEs. Often, businesses spend their cash on expenses before even seeing any revenues from sales, leading to a liquidity gap. Even when a business is profitable, it can face cash flow timing issues that can prevent it from covering expenses such as salaries and rent. This can significantly hamper development and restrict the growth of an otherwise healthy and successful business.

In response to this need, Beehive recently launched its invoice financing service as a short term financing solution that allows businesses to get cash in advance on invoices from large companies. Invoice financing provides businesses with faster access to cost-effective sources of funds that can be a critical lifeline that boosts their working capital or cash flow.

November-Decmber 2015 Robust RAK

SME Finance Craig Moore – Founder & CEO of Beehive is responsible for overseeing the overall strategic direction and managing the day-to-day operations of Beehive.

There other danger zones, too, like failing to embrace technological innovations, losing touch with customers and failing to spot market changes, as well as failing to harness the human capital in the business.

There are technical solutions designed specifically for SMEs and managers rarely even have the time to explore the solutions that exist. Technology creates a more level playing field and is vital in helping SMEs compete with larger competitors.

It is essential that business owners “take time to save time” as it can help reduce costs, enable more efficient development, and bring products and services to market more quickly.

Human capital is another crucial enabler of any business which plays an indispensable role in steering a business’s path towards success

Some entrepreneurs tend to retreat into their own world once they launch a business, focusing on the day-to-day operations while forgetting to keep an eye on the market. This isolation often tends to be counterproductive; how can you turn your eyes and ears away from the very market in which you identified a potential opportunity and based your whole business model and proposition?

Keeping your pulse on the market and listening to your customers should be the focus of every business to remain relevant to its customers and to differentiate itself from competitors.

Human capital is another crucial enabler of any business which plays an indispensable role in steering a business’s path towards success. Hiring the right employees with relevant skills and ensuring their continuous development is a key driver for maintaining an SME’s competitive advantage.

Making the bad decisions when finding, training and retaining staff can be very costly, both from financial and morale perspectives.

It is therefore even more critical for SMEs to get it right as compared to larger corporates.

Small and medium-sized enterprises are a fundamental pillar of a robust, thriving economy. The SME sector in the UAE, a massive contributor to the UAE GDP, will play an increasingly significant role in driving the country’s advancement and sustainable growth towards the vision of being a leading nation on the global stage. However, SMEs will only be able to deliver on their potential if they are able to access the financial resources necessary to start, sustain and grow. www.robustrak.com

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Robust RAK November-December 2015

Innovation

Outsource innovation for a Power-Pull strategy

In today’s changing market environment, business leaders in the region need to incorporate an innovation driven culture into their companies and strategies. This model will allow companies to source innovation from industry outsiders like entrepreneurs and start-ups significantly more efficiently and cost-effectively than to generate it from within.

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I

f you look at the recent history of disruptive innovations, the powerful ideas that reshaped entire industries have almost always come from industry outsiders. Think Google Map Navigation Vs GPS devices, Uber Vs the taxi industry and the iPhone Vs personal computing (yes the iPhone didn’t just disrupt the telecom industry, it disrupted computing mobility), Instagram vs camera and film, Facebook money transfer vs remittance.

The list goes on.

Expertise is undoubtedly necessary for innovations, however in an age where growth is exponential rather than linear, as brilliantly described by Salim Ismail, Michael Malone and Yuri Van Geest in their “exponential organizations” book, we have to change the way we look at sourcing innovation. Traditionally, companies have looked inwards and focused on building innovation centers within the organization. This approach definitely helps to develop innovations incrementally. But this is no longer sufficient

November-Decmber 2015 Robust RAK

Innovation or efficient if companies want to achieve exponential growth.

There is overwhelming evidence that it is people working on the margins of their profession rather than insiders who are driving breakthrough business ideas. A case in point is Uber, which has reshaped the entire taxi industry by leveraging what John Hagel III described as the ‘Power of Pull’ in his book by the same name. ‘The Power of Pull’ is all about creating platforms that help people mobilize appropriate resources when the need arises. A traditional taxi company can own and employ a certain number of cars and drivers, while a company like Uber can pull cars and drivers when needed without owning any asset. Scalability is abundant when resources can be pulled on demand.

Aramex, Dubai-based global provider of logistics and transportation solutions, is another example of a company that has thrived by embracing this model.

While traditional industry players owned the aircraft they used to deliver packages, Aramex’s assetlight model has allowed it utilize available space with airlines as needed. This strategy has allowed it to avoid the significant costs required to own and maintain massive fleets across global markets and to also scale up and down as demand increases or decreases.

InfoFort is another example of looking outside for innovations.

When we wanted to further enhance our solutions and offer document management and workflow systems, we had to choose between developing these internally and looking outside.

We chose the latter path and researched and identified potential start-ups that we can partner with. We eventually ended up acquiring a majority stake in a well-established, fast growing and innovative start up in Turkey (CBK Soft) that had very advanced technology (envision document and workflow management).

This gave InfoFort immediate access to talent, new market, and technology. It also gave CBK Soft immediate access to 18 new markets where InfoFort operates, and the ability to accelerate

The 'Power of Pull' is all about creating platforms that help people mobilize appropriate resources when the need arises growth. Everybody is a winner.

Breakthrough models like these point to the need to change our approach to innovation. Rather than looking inwards, we need to pull innovation from the outside.

The people that are today finding radical solutions to business challenges are not necessarily experts. They are entrepreneurs and smart young individuals who are approaching challenges and opportunities from a different perspective.

These are the “crazy” ones that Steve Jobs talks about. These are the ones that Peter Thiele in his book “Zero to One” calls 0 to 1 innovators compared to 1 to n innovators who innovate incrementally. The former represent creation, breakthrough innovation and disruption whereas the latter represent gradual growth.

The 0 to 1 people are the entrepreneurs and start-ups that are today getting together informally, even virtually, building something that can one day become a big-bang disruption -something like Instagram or WhatsApp that will take the industry by storm and make traditional players obsolete.

When large companies look outside, everybody benefits.

The companies get access to innovations at an early stage, improve their offerings and mitigate the risk of being disrupted. Start-ups on the other hand get the opportunity to access new markets, expand and grow their business, create employment opportunities and pursue their dreams of making the world a better place.

Here in the region, we have a critical need to foster a vibrant entrepreneurial environment that will nurture the growth of start-ups that can bring breakthrough innovation.

The start-up landscape is still in its nascent stages. There’s a new generation of entrepreneurs who are coming up with outstanding ideas but require a favourable ecosystem to implement their ideas successfully. This requires the active support of funding organisations like venture capital funds, support organisations like incubators and accelerators, service provider organizations, investors and most importantly giving start-ups and innovators the chance to gain business by believing in them, engaging with them and pulling them into larger organizations.

To thrive in today’s changing market environment, business leaders in our region as elsewhere need to incorporate an innovationpull culture into their companies and strategies. The innovationpull model will allow companies to source innovation from industry outsiders like entrepreneurs and start-ups significantly more efficiently and cost-effectively than if they were to generate it from within. This is where the future lies.

Abed Shaheen is the CEO of InfoFort, an Aramex company and the leading records and information management solution provider in the Middle East and Africa. www.robustrak.com

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Corporate Governance

Robust corporate culture – a success enabler

Corporate culture is about the way a business thinks, feels and acts. There is a strong and a winning corporate culture in large companies; yet it is often more important for SMEs. An individual's bad behaviour, or a whole department's embedded outlook, can disturb the entire business.

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November-Decmber 2015 Robust RAK

Corporate Governance

M

uch is written about 'corporate culture', encompassing everything from the way managers treat their employees to how staff behave towards each other and customers, as well as a host of company customs and practices. Corporate culture is about the way a business thinks, feels and acts. Almost all commentaries on the subject look at corporate culture in large companies; yet it is often much more relevant to SMEs, which are small enough for one dominant person's behaviour, or a single department's ingrained outlook, to

affect the whole business.

When asked about their corporate culture, many SME owners are inclined to reply 'er...I don't think we really have one'.

They do, of course. They just haven't consciously thought about it. The positive or negative aspects of that culture can determine whether their company succeeds or dies. Below are five cultural issues that affect all SMEs. Stay entrepreneurial: This seems obvious. All SMEs should be entrepreneurial by default.

But many fall into complacency, getting stuck in a rut because customers seem satisfied and profits are high. They, then, lose the imagination and agility that are the greatest assets of an SME. Within a quick span of time they lose customers to faster-thinking rivals and are too late to branch out into new lines of business.

Every member of staff should be encouraged to think like an entrepreneur, always alert for new ideas. And their inspiration should come from following the example of those at the top.

Keep everyone in the know: Give as much relevant information as possible to your staff and your customers about what your business is doing, how and why.

And seek their opinions and suggestions; they might even be good ones. Hold regular staff meetings. Almost everyone whom you treat in this way will like you for it and respond positively. If transparency and openness are part of your company's way of life, staff will stay motivated and you will retain customers.

Incentivise staff effectively: To understand how large a problem this can be for SMEs, consider all the things that they cannot offer, compared to a large company.

These include the kudos that comes from working for a well known brand; the advantage for their career of having a blue chip employer on their CV; and the possibility of internal moves where they will be working in a quite different environment, perhaps in an exciting position in another country.

To compensate, SMEs should use the flexibility that they have to give employees as much control, freedom and variety as possible.

That's probably what they joined an SME for in the first place.

And keep an eye on what large companies are paying their staff, or expect to lose yours.

Get the hiring right: Unlike bigname companies, SMEs tend not to receive industrial quantities of CVs from the best and brightest graduates and other candidates.

No need to take this personally; it's because they've heard of Microsoft, but not of your company. So SMEs need to have an especially proactive hiring culture. This can include giving bonuses to staff who introduce a talented employee, scouring LinkedIn for likely candidates, and contacting universities.

And know how to 'sell' your company in an interview with a prospective employee who may have doubts about working for a business whose name might draw a blank look from everyone he knows. Know what your mission is: Not necessarily as in a company ‘mission statement’.

These are often bland and formulaic, and staff tend to forget what they even say. But you should be able to articulate in simple terms, to yourself and anyone else, the basic goals that your company has over various timescales. If you do not know what they are, your staff certainly will not. This will affect their performance in many different ways and they may overlook business opportunities, as they have no big picture view of what they are aiming at.

Remember that your company’s culture infuses everything that it does. In business, the adage ‘bad culture drives out good’ is reversed. It is the companies with positive cultures that triumph over those that lack them.

Mark Fisher is Vice President, corporate communications, at NASDAQ Dubai. He has worked as a solicitor in Hong Kong and the UK.

www.robustrak.com

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Robust RAK November-December 2015

Leadership

Leadership: Good vs Great From becoming a good to a great leader in today’s environment requires something more than commonly accepted leadership skills. Adapting and taking action in a quick, clever and astute manner, to be agile, is more relevant than ever.

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hat are the first words that come to your mind when thinking of leadership? Drive?

Determination? Assertiveness? Confidence?

Oxford English Dictionary defines Leadership as “the activity of leading a group or an organization”.

Apart from this, there are several views on leadershippersonal ones such as “leaders are born not made”, and scientific ones like behavioural theories or the more recent transactional and transformational theories.

However, no matter which view or theory one ascribes to, it is clear to us that over time, one attribute remains true across all interpretations: Leaders know how to adapt to their environment.

The most prominent leaders in history were always somehow a step ahead of the game. They had the incredible ability to think on their feet and adapt to changes in their environment. A perfect example of a leader who personifies this is His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Prime Minister of the UAE and Ruler of Dubai. Sheikh Mohammed after taking the mantle from his brother, drove the incredible transformation of Dubai.

This city wouldn’t be what it is today, a premier business hub and one of the most prestigious holiday destinations in the world, without His Highness’s vision, leadership and impressive adaptability. To quote His Highness: “Leadership does not need strength. Everyone gets in return what equals his efforts and what he puts in. One must be dynamic and able to change and adapt to lead and grow”.

Leadership is in short supply these days. We live in a turbulent environment- the US Army College calls it a VUCA world: Volatility: The nature, speed, volume, magnitude and dynamics of change Uncertainty: the lack of predictability of issues and events Complexity: The confounding of issues and the chaos that surround any organization Ambiguity: The haziness of reality and the mixed meanings of conditions

November-Decmber 2015 Robust RAK

Leadership

Recently, The Conference Board and Development Dimensions International (DDI) released their latest Global Leadership Forecast 2014/2015 where over 13,000 leaders, 2,000 companies across 48 countries were surveyed. The results were significant yet far from astounding.

What these findings reveal is that organizations whose leaders are capable of demonstrating agility are three times more likely to have financial performance commensurate with the top 20% of organizations. At the same time, the survey also revealed that 1 in every 4 companies feel that their leaders are not VUCA capable, in other words, not agile enough.

It becomes very apparent that going from good to great in such an environment requires something more than commonly accepted basic leadership skills.

Adapting and taking action in a quick, clever and astute manner, in one word to be agile, is more relevant than ever. Agility Leadership is not the mastery of one skill but rather the mastery of a group of skills necessary to reach sustainable success in a volatile, complex and fast paced global environment.

Agility is:

• To have systemic thinking. A way to approach a given situation in its entirety and understanding

Leadership does not need strength.

Everyone gets in return what equals his efforts and what he puts in. One must be dynamic and able to change and adapt to lead and grow the influence of each component as a whole and its relationship with one another rather than in isolation.

• To take responsibility to act proactively instead of reacting and adjusting to a given situation or passively expecting something to happen.

• To act together in a cooperative manner for mutual benefit and common sense of purpose rather than having an individualistic approach.

• To be able to anticipate the consequences of one’s actions in a rational and intuitive manner in a given situation rather than reacting to them.

• To innovate and change only what is needed, when needed.

Being open to new ideas or solutions to deal with context and step out of the usual frame of reference.

So what does this mean for an entrepreneur? An entrepreneur is by definition someone who is not

afraid to take risks.

They have most likely sacrificed a steady day job and pay cheque in the hope of creating something big. In order to succeed they must possess and demonstrate several skills, such as decision-making, creativity, strategic thinking, and planning.

However, while these skills are imperative, differentiating oneself as a leader is most critical.

Leading the creation of a successful and sustainable business requires one to act, anticipate, get out of the comfort zone and adapt to changes in any given context. Whether it is about keeping an eye on the competition or on new technology you always have to keep your finger on the pulse!

In a world where the only constant is change, can you really afford to stay still? Remember, one’s success cannot to rely on what has been done in the past or the present but what is being done to foster the ability to adapt to a constantly changing environment.

Thus, developing agile behaviours is no longer an option but an absolute must.

So, where does your organization stand in terms of agility? Do you want to explore your team’s agility or your own? Connect with us at The Pathway Project to learn more about our Agility program, workshops and coaching.

Salma El-Shurafa and Veronique Ademar are Executive Coaches and partners at The Pathway Project and provide outstanding tailored executive leadership & career development coaching to professionals who are navigating the dynamics of the global UAE market. ​

www.robustrak.com

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Robust RAK November-December 2015

Insuring the Future

Is insurance part of your finance strategy?

Today insurance is often seen as an unnecessary expense or it is purchased as a compliance requirement. Having in place the right insurance can provide a reliable source of capital to the business and SMEs can see it as part of their approach to properly finance operations. At the same time, they can increase the possibility of acquiring new capital for growth from financiers.

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nsurance is one of those aspects of business that almost everyone recognises the need to purchase it but more often than not feel it is something that can be put off until tomorrow or purchased at the cheapest price because it is fulfilling a regulatory requirement.

However, if that approach is adopted, owners, financiers and investors will have accepted that they might lose an income earning asset due to a non-trading event, which they will need to fund a replacement. Even if this is not understood, these individuals may only be prepared to advance

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limited funds because they are uncertain about the ability of the business to repay the amount lent.

I was in charge of insurance arrangements for large companies, which included two FTSE 200 companies in the UK together with The Jumeirah Group, Dubai Holding and ADNEC in the UAE. During this time significant insurance claims were made following a loss of an asset due to an insurable risk and these were paid out in full enabling the businesses to trade normally during what were very difficult times. Therefore for me, insurance has played a critical part in

ensuring that capital was made available at a time it was most needed.

Principals of Insurance

The principal behind most reputable insurance policies is to put the policy holder back to the position it was the moment before an insurable event happened.

An insurable event is one that typically is not controllable by the beneficiary such as a fire or storm.

The development of the insurance market in London in the 17th Century was one of the principal reasons why the industrial revolution was such a success because it encouraged

November-Decmber 2015 Robust RAK

Insuring the Future financiers to fund projects as it removed the fear of losing their investment following the loss of an insured asset such as a ship or factory. Insurance proceeds were therefore seen as a way investors could at least recover their investment at a time when the business was not in a position to repay them.

What do business insurances cover?

Business insurance can generally be divided into two areas. First, insurances relating to the loss of an asset and second insurances relating to a claim from a third party against the business.

Whichever area is covered an insurance policy will only meet a claim following the occurrence of an insurable event.

Insurable events occur in certain circumstances. The event must create a definite loss which means that the loss takes place at a known time, known place and from a known cause. In addition, the event causing the loss must normally be outside the control of the beneficiary. The financial effects on the business from the results of such a loss should be large enough to make it difficult to finance using internal resources Therefore as a sweeping generalisation, asset (or property) insurance is of most use where a business operates out of a property or uses trucks or ships to transport their goods. While liability insurance is used in circumstances where third parties rely on the skills of the business when using their products or services and they are likely to suffer financially if those skills are poorly executed by the provider.

Thinking about insurance as a source of capital

Today, generally insurance is often seen as an unnecessary expense or it is purchased as a compliance requirement. In addition, because most of the experiences with the insurance industry are with the purchase of domestic policies such as car or home insurance arrangement where the cover meets regulatory requirements, price has become the most important aspect.

However, for most trading businesses that have got past the start-up phase, they will have a lot of their revenues dependent on the use of a property and the loss of that asset and the contents due to a fire, which is a fairly common occurrence in the UAE, would be very difficult to replace without having to obtain additional finance.

In these circumstances, it is often difficult to raise this amount of money because monies have already been borrowed against the use of that asset either through a mortgage or for the original purchase of the stock and the lenders will look for repayment prospects before considering making further loans. Therefore, at a time of crises the capital markets can become locked to the business thereby threatening its survival.

Having in place the right insurances will provide a reliable source of capital to the business.

Because the timing of an insurable event is uncertain, it would seem sensible that some consideration is given when buying the insurance policy as to whether the company has the necessary capital to make the payment of a claim in a timely fashion. Therefore evaluating an insurance company in the same way as normal sources of finance is a very important action to take.

Other benefits provided by insurance

Insurance is used to finance losses arising out of an insurable risk. Therefore as an industry, insurance companies understand those risks better than individual

businesses. Finding the correct broker and insurance partner, helps businesses put in place cost effective controls that can reduce the risk of an insurance event.

For example the fixing of a lightning conductor on a tall building can prevent damage to the building from a lightning strike. For those that do not think it will happen to them, there are numerous pictures of lightening striking the Burj Al Arab.

Furthermore, having a reputable insurance policy in place gives confidence to third party financiers that their investment can be secured in the event of a loss and that the owners are serious about looking after their assets. This helps them in having confidence about ensuring the repayment of the monies, which is the single most important goal of an investment partner.

Simon Hodges is a Chartered Secretary and Member of the Institute of Chartered Secretaries and Administrators, the globally recognized and professional body for governance professionals. He has 30 years of experience at Board level working for international publicly traded and privately held companies headquartered in Abu Dhabi, Dubai, The United Kingdom and Hong Kong. www.robustrak.com

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Robust RAK November-December 2015

Marketing

Why a customer-centric work culture is a must for every organisation?

Customer satisfaction management is a must for every business to survive in the long run. But do we have the tools to track feedback from our consumers? It is important to keep customers happy for brand success.

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November-Decmber 2015 Robust RAK

Marketing

E

ach one of us knowingly or unknowingly are into customer satisfaction management. It could be internal customers or external customers. Internal customers include our own colleagues, family members, siblings, friends etc. In the competitive business world, customer engagement and relationship management is crucial whether it is existing customers or prospective customers.

How often have you referred a product or service, because the organization ensured Wow factor in every touch point or interaction with you?

In my opinion, if you keep at least 80% of your customers happy, the business will continue to grow through referrals either through personal interactions or through social media, which can make or break your business. Just think, how many times you have used the social media to collect feedback and information about a product you are planning to buy or service you intended to use.

Customer Satisfaction Management: It’s important that you keep your existing customers satisfied, as they give you repeat business and let you farm by giving high value business, as long as they are satisfied and can be your best ambassadors. Keep them satisfied and farm from them, by ensuring the following.

Engaging them on a regular basis:

it could be through a quarterly communication of product and services updates, involving them in some surveys or feedback initiatives, inviting them for events or a simple phone call / personal visit to check out, how you are serving them and how satisfied they are. Building loyalty by ensuring satisfied customers is imperative. Approximately 80% + first time customers buy after taking inputs from internet and referrals.

Listen to them: Listening to your existing customers without waiting for a chance to speak or defending your product/service or yourself is the mantra. Show you are genuinely interested to help solve their pain areas, by empathizing

resulting in huge loss of money and time.

CRM in short is the process of keeping existing and prospective customers satisfied through focused interactions, providing excellent customer service through call centers, e-mail, web etc. These days there are lot of CRM tools in the market like Salesforce, ENJAY CRM, Microsoft Dynamics, Oracle, SAP etc.to name a few.

The few advantages of using CRM systems are as follows: and assuring that, their pain area will be fixed within a specified deadline. Ensure you fix the issue before the promised deadline by delivering more service than promised. Every employee must be

trained to exhibit customer-centric work culture.

Social media and sentimental analytics:

Keep track of what your customers, partners, employees, competitors and vendors are talking about you in the internet world. Be proactive and ensure the issues are fixed, as negative things written about you can go viral in hours sending you out of business, whereas positive feedback may take years to convert to business.

Invest in technology. Use Data Analytics / Business Intelligence which will provide you valuable insights to take well informed decisions. It will help you identify buying patterns of customers, identify lacunas and show stoppers in your service, increase productivity, stop prospective churn customers by doing business elsewhere etc.

CRM (Customer Relationship Management)

These days’ organizations spend lot of money to build brands, spread the awareness, increase market share, build prospective customer base etc. The irony though is that, SMEs and few large organizations, have no uniformity, defined fool proof process and strategy. Moreover, they store their leads, prospects and opportunities in spreadsheets or word processors by risking the loss of valuable data which goes with the sales or marketing person managing it,

1. Maintain the communication / interaction records from the time a lead is identified until the process of converting the lead into opportunity, submitting proposal, closing the sale etc. All at the click of a button. Organizations can define the process flows, SLAs and the templates required for various stages. The individual and the top management can track the progress through dashboards and various reports.

2. CRM systems when used for marketing, sales and customer service helps organizations to customize their offerings to meet the customer / market needs.

These days most of the CRMs can be integrated with social media like Facebook, Twitter, LinkedIn and Instagram etc. to spread awareness and track feedback.

To conclude, it’s imperative that organizations ensure customer satisfaction management and use customer relationship management tools to grow their businesses by hunting and farming. There are lot of tools which are available on cloud model / SaaS / Onsite model with Mobile accessibility for people on the move.

Russell Purushothaman is a thorough professional with 25 years’ experience in Human Resources and Business Development. He has worked in multi-cultural environments in the Middle-East and South East Asia. www.robustrak.com

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Robust RAK November-December 2015

Sales Management

Dissatisfaction motivates growth.

Or is it vice versa?

Dissatisfaction with possession and achievement is one of the requisites to further achievement.

John Hope

Personal satisfaction is the most important ingredient of success.

Denis Waitley

Never be satisfied with what you have achieved in life. Being dissatisfied at all times is a route to grow and attain much more. For many, dissatisfaction acts as a motivator. While this model works, there is a very big problem with it because we as humans think that not feeling pleasure (dissatisfaction) is a pre-requisite to getting more.

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Both these statements are quite convincing and most people would tend to agree with both if read separately. The first statement infers that being dissatisfied with what you have is necessary for achieving success while the second statement infers that satisfaction is the most important factor in your success. This is the irony and the problem arises when they are read together. Then, they start appearing to be contradictory.

The problem is that the human mind is the greatest learning device on earth. Human beings don’t just learn intentionally but also learn without having a conscious desire to learn. Repeated patterns solidify into models of how things should be and consequently drive behaviour and ultimately, life itself. By constantly motivating themselves using dissatisfaction, their mind forms generalisations.

The generalisation thus made is what we might call a belief and the beliefs formed in this case could be - ‘growth happens only when you are dissatisfied with what you have’ or ‘to be satisfied means to stagnate and die’ or ‘never be satisfied’ and so on. Therefore the minds of such people equate dissatisfaction as a precondition for growth and in

November-Decmber 2015 Robust RAK

Sales Management

A celebration is a small reward you give yourself for having done well. This in turn makes you feel good about what you have done and makes you want to do more or even better turn this belief pattern never allows these people to feel fully satisfied and happy with their achievements.

What is the use of achievement then if you are never going to be satisfied and happy after achieving what you wanted?

The term satisfaction too is often misunderstood and therefore warrants an explanation. It is often seen as a passive if not entirely negative state of mind. For most people satisfaction is akin to sitting and doing nothing. Many people equate satisfaction with being in a comfort zone and an unwillingness to venture out of this zone. I have also heard statements like ‘you can be satisfied when you retire but never be satisfied before that’ or ‘people who are easily satisfied do not amount to much in life’.

The oxford dictionary defines satisfaction as the fulfilment of one’s wishes, expectations, or needs or the pleasure derived from this. So if we understand this with the help of an example it would be ‘making a million dollars and enjoying the achievement’.

The ‘feeling good’ about the achievement is really more important than the achievement itself because even a million dollars have no meaning unless they are used for an objective that gives pleasure or fulfilment.

However when somebody uses dissatisfaction as a motivator, their mind overrides or shuts down

their ability to feel the pleasure to its fullest extent as it has learnt that not feeling the pleasure (dissatisfaction) is a pre-requisite to getting more.

This method of motivation is popular and it works. The world is full of people who have attained much in worldly terms using this formula. The bad news however is that there is a down side to this achievement; a very massive down side. By never being satisfied with whatever they have achieved, these people are never really able to feel satisfied and happy to the fullest extent about achieving anything no matter how big the achievement is because there is always something bigger to be achieved. Therefore, while they achieve a lot on the outside, they have very little to show for it on the inside. Emotional fulfilment by way of feeling satisfied and happy is missing which ironically is the ultimate aim of any achievement in the first place.

What is the way out of this trap then? Is there a solution where one can achieve and grow a lot in life and at the same time retain the ability to feel satisfied and happy?

The answer is yes! It is possible but takes a little understanding and practice. One has to cultivate the ability to enjoy the PROCESS of achievement. This is possible when one does not go after achievements thinking of the process as the dark tunnel with light only at the end of it. Enjoying the process is possible when one is truly going after what one loves doing and is passionate about it.

There are many advantages of doing things this way. To start with, happy and satisfied people are generally more resourceful and

productive than their unhappy or unsatisfied peers. There is a lot of research which shows that being happy or satisfied in many ways makes a person ‘fire on all cylinders’ and thereby greatly enhances ones potential and ability. Secondly, one is better able to deal with any problems or stumbling blocks that may come up. Lastly but most importantly, the feverishness that may be associated with the outcome is greatly reduced or almost eliminated. This way the mind does not learn to equate satisfaction with stagnancy or complacency.

It is difficult to let go of deeply engrained patterns and learning’s that have been instilled and reinforced since childhood.

However if you are somebody who has been using dissatisfaction as a motivator and have faced the consequences and have felt the void by never really feeling satisfied or happy about your achievements, maybe it is time to start changing your model and start doing things differently from now on.

A simple thing to begin doing would be to start celebrating the little victories that you have while on course to a bigger goal. While this sounds simple, it can have a profound effect on how you go after your achievements and has great self motivational potency.

A celebration is a small reward you give yourself for having done well. This is turn makes you feel good about what you have done and makes you want to do more or even better. Go on then. Celebrate!

Sachin Thombare is a hypnotist, a master practioner of Neuro Linguistic Programming and Gestalt therapy.

He is the creator of the Subtle Skills™ training platform and trains corporate clientele on enhancement of human potential.

Sachin is also an intervention based coach who specialisesin turnaround strategies. www.robustrak.com

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Robust RAK November-December 2015

Corporate Gadgets

BMW 3 Series - an elegantly practical drive

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ith the latest upgrades to the design, technology innovations and more efficient drivetrains, the latest sixthgeneration 3 Series is expected to build on its success story.

The new exterior design stands out with new details that give the 3 Series a sharper and more sporting design. At the front end, new aprons with revised air intakes accentuate the car’s width, while the sensor for the optional Active Cruise Control (ACC) is harmoniously integrated into the central air intake. The sculptural rear apron design, including a line-specific trim element, in combination with standard LED rear lights emphasise the car’s width and sporting appearance. An innovative lighting concept, featuring newly designed headlights and striking LED daytime driving lights, underlines the car’s sporty and powerful visual appeal. In addition, new paint finishes are available: Mediterranean Blue metallic, Platinum Silver metallic and Jatoba

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metallic. Meanwhile, the interior makes an even classier impression than before, using new materials and additional chrome highlights for the controls, air vents and central control panel. The newly crafted centre console with a sliding cover for the cup holders enables better use of the storage surfaces in front of the gearshift lever and takes the outstanding ergonomics of the BMW 3 Series to an even higher level. To round off the specification choices for the new model, a wide range of personalisation options are made available for upholstery and interior trim elements, as well as new wheels, exterior colours and equipment options.

The model update also marks the world premiere for two engines: the new four-cylinder petrol engine in the 330i (to replace the 328i) delivers 185kW/252 hp and as the 3 Series range-topper, the new six-cylinder in-line petrol engine in the BMW 340i (to replace the 335i) delivers 240 kW/326 hp. These two new engines join the 318i (100

kW/136 hp) and the 320i (135 kW/184 hp), so all-in-all, four different engines with their fuel consumption and CO2 emissions reduced by as much as 11 per cent.

The new transmissions also contribute to the increased efficiency of all variants. The eight-speed Steptronic transmission allows multiple sequential downshifts, providing a smoother feel and improved acoustics, while the coasting function increases efficiency by another notch.

The BMW 3 Series creates a perfect symbiosis between the driver, the vehicle and the outside world using BMW’s intelligent ConnectedDrive system. The innovative range of products and services available offers a unique selection of web-based services and driver assistance systems designed to enhance comfort and improve safety. The Navigation system Professional allows quicker startup, significantly faster route calculation and even more realistic 3D graphics than before. The navigation maps are automatically updated free of charge for a period of three years. In the owner’s home region, the embedded SIM card allows these updates to take place automatically using the mobile phone network. The new BMW 3 Series is the first model in the premium midsize sports segment, depending on the equipment specified, to support the fastest current mobile technology standard (LTE). The Parking Assistant now also enables automatic parallel parking, while Auto PDC automatically activates the front parking sensors when manoeuvring.

November-Decmber 2015 Robust RAK

Corporate Gadgets

Rado DiaMaster Grande Seconde: Be the master of your time

T

ime is precious, something we often feel is in short supply. With the new Rado DiaMaster Grande Seconde on your wrist, however, you can be sure that every second counts and you won’t miss a beat.

A monobloc high-tech ceramic case houses a large open dial presenting two overlapping sub-dials, one for hours and minutes and one for seconds.

The striking look of a separate seconds dial, marked at intervals of 5 in Arabic numerals, while the minutes and hours are marked with slight yet striking indexes, reminds the wearer that time is of the essence.

Beautiful to behold, the new Rado DiaMaster Grande Seconde collection is made of four eye-catching models, two in plasma high-tech ceramic with brown leather straps that exude a vintage look, whereas the two black versions have an edgy futuristic feel to them This collection focuses on leather straps with only one model featuring the famous DiaMaster five link bracelet.

With its edgy yet retro design the Rado DiaMaster Grande Seconde is perfectly paired with a business suit or dressed down with casual weekend wear. The unconventional dial makes this timepiece, as well as the man wearing it, stand out. A watch to be worn with confidence, this is the ideal model for the man who dares to be different.

A brilliant warm metallic shine emerges from white ceramic when treated in a plasma oven where gasses activate at 20,000ÂşC. This magical transformation is achieved thanks to a patented process first used by Rado. Without the use of any metal the unique plasma colour emerges from each piece of ceramic and will not fade over time. Although the colour only changes on the surface of the ceramic piece, it will not fade. With this process Rado is able to offer metallic looking watches with all the comfort of high-tech ceramic. Scratchresistant, light and hypoallergenic, the benefits of hightech ceramic remain unaffected by the transformation.

www.robustrak.com

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Robust RAK November-December 2015

Corporate Gadgets

Savoir faire with Anima themed luxury pieces

I

STANA, the renowned multibrand jewellery retailer in the UAE presents Chantecler’s new iconic collection “Anima”, the Italian word for Soul, meaning authenticity and absolute purity.

Anima collection represents iconic symbols, depicting the brand story and its artisan “savoir faire” in the perfect Capri Spirit: the Campanella (bell), the Logo, the Rooster, the Horn and the Lucky Joyful Charm interpreted from a contemporary way

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combining gold, yellow or rose, to a charming material as immense source of inspiration. Each jewel is a perfect expression of a woman’s personality and mood.

The collection is inspired by Capri’s pastel colours enhancing the Paillettes collection that presents shades of Chantecler’s identity. The variety of shapes with Anima collection make all jewels easy to wear and pleasant to match with any outfit, both with jeans or with the most elegant outfit.

According to Mr. Danny Mukhi, Managing Director of ISTANA, “The new collection in iconic Anima designs offers the discerning consumer in UAE the perfect opportunity to own truly unique, authentic and beautifully crafted jewellery pieces. With our timeless designs, at Istana we do not follow passing trends, but create a lifelong companion.”

Make your fashion statement charming! Chantecler’s Anima collection is available at Istana in The Dubai Mall and Four Seasons Resort Dubai.

November-Decmber 2015 Robust RAK

Corporate Gadgets

Samsung's Wireless Audio 360°your own surround sound

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nnovative new audio technology delivers fully-balanced, omnidirectional sound Samsung Electronics Co., Ltd. has announced the introduction of the all-new Wireless Audio - 360 to the UAE. The cuttingedge home audio device utilizes Samsung’s proprietary ring radiator technology to distribute sound evenly in all directions, filling every room with rich, ambient audio. “The Wireless Audio - 360 gives customers a revolutionary listening experience

at home,” said Raj Varma, General Manager – Visual Display Group at Samsung Electronics. “A perfect combination of Samsung’s expertise in home entertainment, the Wireless Audio was engineered to produce balanced sound in all directions. The result is a bold, immersive listening that blends into the interiors of the home and significantly enhances the way we listen to music.”

The Wireless Audio - 360’s omnidirectional output allows users to enjoy high-quality sound from anywhere in the room, regardless of where the product sits. Two types of the Wireless Audio 360 are available in the UAE. The sleek oval model will be available in two variations: the R7, which is a standing model, and the portable R6.

The oval shaped R7 is optimized to send sound in all directions, producing balanced sound from any point in the room. The R6, with its compact and light design, allows the user to enjoy non-stop music for up to six hours.

The Wireless Audio 360 is the first product to be developed out of Samsung’s Audio Lab in California, U.S.A. In an effort to enhance the listening experience, Samsung developed its proprietary ring radiator technology and sound-tuning technology at the Audio Lab. Thanks to this new technology, the Wireless Audio 360 equally distributes

sound and reduces sound distortion.

Additionally, the Wireless Audio - 360 features a futuristic “Object Design”, concealing the speaker unit while providing users with a greater ability to integrate the product into any modern home.

To provide an easy and convenient way to control your listening experience, the Wireless Audio 360 features wireless connection with mobile devices via Wi-Fi, and can be controlled through Samsung’s easy-to-use Multiroom App. The Multiroom App can control multi-room sound systems, which may include other devices connected to the same wireless network, such as a TV or Airtrack.

The Multiroom App can stream various music streaming services including TuneIn which can be used in real-time with the Multiroom App.

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Robust RAK November-December 2015

Corporate Gadgets

Superzoom with Canon PowerShot G3 X

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anon Middle East unveils a powerful addition to its prestigious PowerShot G-Series – the PowerShot G3 X. Canon’s first superzoom compact camera to feature a 1.0-type backilluminated CMOS sensor, the PowerShot G3 X delivers stunning image quality, whether you have a passion for stills or video, and helps you reach new levels of creativity never before seen in a compact camera.

Merging Canon’s first class optics, a versatile 25x optical zoom range, and DSLR-levels of manual control, the PowerShot G3 X gives you the freedom to get closer to subjects as you travel, explore and shoot on the move. Ideal for stunning nature shots, or capturing all the detail of a sports game, the PowerShot G3 X is the must have choice for expert photographers who demand impeccable results.

PowerShot G3 X key benefits • Large sensor

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performance combined with 25x superzoom lens Create, connect and share easily Advanced movie features for aspiring filmmakers Expert controls help you express your creativity Shoot like an expert in any environment

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