Trade and Export Middle East - January 2012 by Trade Export

ISSUE 3 | DEC 11 - Jan 12

λογιστική

ilit

λογιστική

muhasebe

muhas

λογιστική

ità

bil

λογιστική

mu muh

muhase

λογιστική

λογιστική λογιστική

contabile

λογιστική

ilit

comptabilité

comptabilité comptabilité comptabilité comptabilité

comptabilité

comptabilité comptabilité

comptabilité

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comptabilité

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‫ﻣﺤﺎﺳﺒﺔ‬

comptabilité comptabilité

comptabilité

бухгалтерский учет бухгалтерский учет бухгалтерский учет бухгалтерский учет

contabile

contabile contabile

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‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬

‫ﻣﺤﺎﺳﺒﺔﻣﺤﺎﺳﺒﺔ‬

‫ﻣﺤﺎﺳﺒﺔ‬

λογιστική

λογιστική λογιστική

λογιστική λογιστική λογιστική

‫ﻣﺤﺎﺳﺒﺔ‬

muh

‫ﻣﺤﺎﺳﺒﺔ‬

‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬

‫ﻣﺤﺎﺳﺒﺔ‬

λογιστική

contabile

‫ﻣﺤﺎﺳﺒﺔ‬

contabile

nt co à

ilit

ab nt

ilit

ità bil

‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬

рачуноводство

à nta ità co bil à ta ilit

n b a nt à ccoontabilit

‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬

‫ﻣﺤﺎﺳﺒﺔ‬

λογιστική

il abà nta

contabile

‫ﻣﺤﺎﺳﺒﺔ‬

рачуноводство

contabilità contabilità

‫ﻣﺤﺎﺳﺒﺔ‬

‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔﻣﺤﺎﺳﺒﺔﻣﺤﺎﺳﺒﺔ ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬

‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬

‫ﻣﺤﺎﺳﺒﺔ‬

рачуноводство

ilit

contabilità

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‫ﻣﺤﺎﺳﺒﺔ ﻣﺤﺎﺳﺒﺔ‬

‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬

‫ﻣﺤﺎﺳﺒﺔ‬

λογιστική

ità

it bil

contabile

‫ﻣﺤﺎﺳﺒﺔ‬

contabile contabile contabile

contabilità

contabile

λογιστική λογιστική

nt lit à cocontoanbtai bilit

it bil

ilità

contabile

λογιστική

ilità

bil

contabil contabile

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λογιστική λογιστική

‫ﻣﺤﺎﺳﺒﺔ ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒ‬ ‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎ ﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ ﻣﺤﺎﺳﺒﺔ ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ ﻣﺤﺎﺳﺒﺔ ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ‬

бухгалтерский учет

ilit

ità

bil

contabilità

nt a nt

рачуноводство

tab

contabile contabile

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contabile

рачуноводство

рачуноводство рачуноводство

бухгалте

бухгалтерский учет

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рачуноводство

ilit

рачуноводство

бухг

contabile

рачуноводство

con

‫ﻣﺤﺎﺳﺒﺔ‬

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ilit

‫ﻣﺤﺎﺳﺒﺔ‬

‫ﻣﺤﺎﺳﺒﺔ ﻣﺤﺎﺳﺒﺔ‬ ‫ﻣﺤﺎﺳﺒﺔ ﻣﺤﺎﺳﺒﺔ‬

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A practical guide to going global

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‫ﻣﺤﺎﺳ‬

‫ﻣﺤﺎﺳﺒﺔ‬

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EDITOR’S LETTER

Publisher Dominic De Sousa COO Nadeem Hood Managing Director Richard Judd richard@cpidubai.com +971 4 440 9126 EDITORIAL Group Editor, CPI Business Ketaki Banga ketaki@cpidubai.com +971 4 440 9115 Editor Meghna Pant meghna@cpidubai.com +971 4 440 9130

The final word on trade!

Contributing Editors Mike Byrne mikeb@cpidubai.com +971 4 440 9105

In the last month of 2011, Santa started giving away amazing presents. The first one was to the trading community, as Dubai’s exports crossed the trillion dollar mark, heralding a better-than-expected performance for trade. And since trade and transportation form more than 30% of Dubai’s GDP, this was an extended gift to the economy as a whole.

Aparna Shivpuri Arya aparna@cpidubai.com +971 4 440 9133 Ali Koaik ali@cpidubai.com +971 4 440 9140 ADVERTISING Commercial Director Chris Stevenson chris@cpidubai.com +971 4 440 9138 Business Development Director Francis Morgan francis@cpidubai.com +971 4 440 9136 CIRCULATION Database and Circulation Manager Rajeesh M rajeesh@cpidubai.com +971 4 440 9147 PRODUCTION AND DESIGN Production Manager James P Tharian james@cpidubai.com +971 4 440 9146 Art Director Kamil Roxas kamil@cpidubai.com +971 4 440 9112 Head of Design Fahed Alsabbagh fahed@cpidubai.com +971 4 440 9148 Photographer Cris Mejorada cris@cpidubai.com +971 4 440 9108 DIGITAL SERVICES www.tradeandexportme.com Digital Services Manager Tristan Troy Maagma Web Developers Jerus King Bation Erik Briones Jefferson de Joya Louie Alma online@cpidubai.com +971 4 440 9100 Published by

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If you thought this was great, then I’m glad to inform you that to kickstart an even better 2012, Trade and Export Middle East has lined up a fantastic treat for you, our loyal reader, by way of a rare and exclusive interview with the World Trade Organisation’s Director General – Pascal Lamy. In the next issue the trade guru will join us to share his views on the export and import scenario in the UAE and Middle East, what he thinks of the controversial Doha talks, where he sees growth coming from, and with whom the region’s bilateral relations will increase. So drown out all those other voices and opinions around you, because we are bringing you not only the region’s but the world’s final word on trade. Be sure to pick up next month’s unmissable edition. And to set things further rolling in the New Year, we want to usher in this year’s first issue with a great lineup of interviews and features. Therefore, in this edition we have studied the measures that the Sultanate of Oman is taking to expand the state’s non-oil exports, and explored the printing industry, which is offering newer and better avenues for growth and investment. Also, don’t miss the results of our recent Exporter Performance and Expectations Survey; a unique quarterly survey that has gathered data from exporters of both goods and services. You may be surprised with the results. As usual, we look forward to your comments and feedback, and will not rest till we have made Trade and Export Middle East your go-to guide for all things exported and imported. We hope you enjoy the read!

Meghna Pant, ` Editor, Trade and Export Middle East

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© Copyright 2012 CPI All rights reserved While the publishers have made every effort to ensure the accuracy of all information in this magazine, they will not be held responsible for any errors therein.

January 2012

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resources

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January 2012

Dec 11 - Jan 12

updates

ISSUE 3

GLOBAL WATCH: International news and trends with domestic trading relevance.

POLICY: Updated standards and regulations from government and industry bodies.

snapshotS: A quick look at news and trends that will impact traders in this region.

LOGISTICS: Any trader who deals with the transportation of dangerous goods faces challenges on several fronts. Stakeholders involved in the entire process must undergo proper and continuous training in order to get the job right, recommends Jonathan Colignon, IATA-certified Dangerous Goods Regulations (DGR) instructor at Maximus Air.

LEGAL: Melissa Forbes, an associate at the law firm Taylor Wessing, shares her knowledge of some of the general laws that govern trade activities in the UAE and how they may affect your business.

Finance: If a company deals with multiple markets or has offices across different countries, then the use of an accounting solution offering multi-currency, multi-lingual and multi-company capabilities is considered an essential aspect of the operations, says Vikram Suri, Managing Director, Sage Software.

Management: As a trader you deal with a variety of cultures. Every culture comes with many complications, which can hinder or benefit your business. Fortunately there is an effective and accessible way to deal with huge cultural challenges, says Ahmed Youssef, Partner, Booz & Company.

Marketing: Mark Rollinson, CEO of marketing and communications agency ‘All About Brands’, looks at how organisations can be successful in new markets by strategically deploying their brand.

Marketing: Delivering a consistent brand message at every point of interaction with a customer should be a trader’s primary tenet in terms of marketing. It is not the name of the company or a logo in an ad campaign, but the emotional and cognitive connection between an organisation and its customers, says Gabby Chamat, CEO, Re-brand-ing.

Technology: As economies in the Middle East move away from oil-dependent growth, there is an increased focus within the trade and transportation industry to reduce fuel consumption. Read this article to find out which emissions reduction technologies you can adopt, while saving costs and reducing harmful emissions.

education: David Carpenter, CEO of Digital Marketing Institute Middle East, explains how traders can develop skills within their organisation to deal with the digital marketing skills shortage in the Middle East and subsequently engage in a more meaningful two-way communication with existing and potential customers.

HOW TO: Companies that want to increase their chances of survival have no choice but to export, says Dr Ashraf Mahate, Head of Export Market Intelligence at Dubai Exports, and Vice Chair of the Economic Policy Committee, Dubai Economic Department.

trade Guru: Faris Nasser Al Farsi, Acting Director General of Export Development at PAIPED, discusses the trade opportunities, challenges, sectors and trends for exporters and importers in the Middle East region, in particular Dubai, while also highlighting why using this region as a trade hub makes sense.

TRADE SECRETS: Trade and Export Middle East with Tickbox Surveys Middle East conducted a survey to gauge the quarterly performance of traders across the region. The results are out and they may surprise you!

INDUSTRY INSIGHTS: The printing industry plays a very important role in the national economy, contributing significantly to the Gross Domestic Product (GDP) of the UAE. Trade and Export Middle East explores this industry by talking to industry leaders from Xerox Emirates - a printing company specialising in document management, technology and consulting services - as well as Printing and Publishing Group.

COMMODITY WATCH: Your guide to all things commodity.

community

focus

trade talk

resources

CONTENTS

EVENTS CALENDAR: A snapshot of exhibitions and conferences around the world, which can help you spend less time planning and more time attending.

January 2012

Updates global watch German-UAE trade relations grow

French firm opens global plant in Bahrain French mineral conglomerate Imerys announced its intention to establish a joint venture with Al Zayani Investments of Bahrain for the construction of a new production plant in the Kingdom. The joint venture will produce white fused aluminium oxide, a fine grain used for abrasives, refractories, sandblasting and thermal coating, for the global market. This announcement is part of a roadshow organised by the Economic Development Board (EDB) to further strengthen bilateral relationships between the business communities and to highlight opportunities for investment in Bahrain. Welcoming the announcement, Shaikh Mohammed bin Essa Al-Khalifa, Chief Executive of the EDB said: “The decision by Imerys to announce its intention to invest in Bahrain demonstrates the continued confidence in the Kingdom as the gateway to the Gulf market and beyond. In addition, it further

strengthens our industrial capability as we continue our programme of economic diversification following several other announcements by leading international firms over the past three months.” Explaining the firm’s decision, Gilles Michel, Chairman and CEO of Imerys said: “We were seeking to establish a new plant in the region as the Gulf’s location is ideal for supplying a global market. Bahrain’s combination excellent logistical capability, free trade agreements with the US and the region, access to high quality raw materials from the Aluminium Bahrain (Alba) smelter, and availability of very competitive energy makes it a natural choice for this new plant.” Hamid Al Zayani, Chairman of Al Zayani Investments, reaffirmed the importance of this joint venture and said: “The decision is great news for the Bahraini economy and underlines our continuing attractiveness as an investment destination.” The new Imerys joint venture

EDB boosts ties with Italy The Bahrain Economic Development Board (EDB) signed an agreement Memorandum of Understanding (MoU) today with Promos, the international arm of the Chamber of Commerce of Milan, to facilitate commercial and economic ties with Milan. The MoU seeks to improve cooperation and expand on existing ties between members of Promos and the Chamber of Commerce and Industry in Bahrain. The agreement will also seek to exchange market information and literature on relevant laws and regulations between the two countries to encourage investment and help establish further joint ventures. The MoU was signed during a three-day visit by a senior Bahrain delegation to the 6

January 2012

Italian capital, organised in cooperation with the Chamber of Commerce of Milano and Confidustria, as part of a roadshow organised by the EDB to further strengthen bilateral relationships between the business communities and to highlight opportunities for investment in the Kingdom. Speaking at the signing of the MoU, Shaikh Mohammed bin Essa Al-Khalifa, Chief Executive of the EDB, said: “We are very pleased to have entered into this strategic agreement with Promos and the Chamber of Commerce of Milan. The MoU represents an opportunity to build on existing commercial cooperation between our two countries, to better understand the opportunities and outlook for investment, to exchange market information

Dubai Exports, an agency of the Department of Economic Development (DED), and the German Emirati Joint Council for Industry & Commerce (AHK), have reviewed and extended their Tradelink Partnership to strengthen the trade and investment linkages between the two economies. According to the Dubai Export Monitor, Dubai’s total direct exports to Germany in 2010 amounted to AED 369.15 million, while the total direct re-exports posted AED 634.56 million in the same year. Meanwhile, Dubai’s total free zone exports were worth AED 818.04 million. One of the objectives of the partnership is to identify and implement projects and programmes that will be beneficial to both Dubai Exports and AHK. Under the Tradelink Agreement, they will mutually seek research topics and information on trade and exports encouraging their members to expand in the two markets. The development of mutual training and temporary staff exchange programmes are also part of the activities in the partnership, including sharing of best practices, and awareness sessions to improve performances. They will also assist in addressing trade and investment barriers by facilitating official introductions within the two countries.

plant expected will be its first in the Gulf. It is the third major new industrial announcement from Bahrain in as many months following decisions by German firms, BASF and RMA, to develop new facilities at the Bahrain International Investment Park (BIIP) in Bahrain.

and to build further economic ties. We look forward to putting this in to practise.” The delegation is being led by Shaikh Mohammed bin Essa Al-Khalifa, Chief Executive of the EDB and includes representatives from the EDB and the private sector. The delegation will meet local government representatives, business leaders and senior journalists. President of Promos, Bruno Ermolli, said following the event: “In the wide framework of Euro-Mediterranean market, where Promos has been active for over 15 years Bahrain is strategic as it is a privileged gateway for Italian SMEs to the whole Gulf area. This agreement will lay the foundations for a successful collaboration, particularly in health, education, ICT and energy, as well as other areas where Bahraini companies can draw on the expertise of Italian SMEs.”

Updates policy

Dubai direct exports up by 36% The third Export Forum titled ‘Towards Globalisation’ and organised by Dubai Exports, an agency of the Department of Economic Development (DED), Government of Dubai, saw more than 250 representatives of local and international organisations from the government and private sector. Engineer Saed Al Awadi, Chief Executive Officer, Dubai Exports (EDC), in his opening address said the forum theme refers to the increasing interdependence of world economies and reflects the continuing expansion and mutual integration of market frontiers. “Quite simply it is an irreversible trend for the economic development of the whole world and therefore the UAE,” he said. Awadi also reflected on the major advances made over the three years since the first forum. “Together we have created an event that doesn’t just talk about issues, but

does something about them, by bringing like minded people together to develop solutions and programmes that enhance the competitiveness of our local companies and overcome everyday problems associated with the export process.” “Every proactive step we collectively take that helps foster and strengthen our industrial and export sector also moves us a step closer towards elevating the UAE to a position amongst the leading economies of the world in line with our leaders’ long term vision,” he said. The event comprised a mix of presentations from the Ministries of Economy and Foreign Trade, along with organisations such as the International Trade Centre, World Bank, ECIE- Export Credit Insurance Company of the Emirates, Emirates SkyCargo, Arab Brazilian Chamber of Commerce and SGS Gulf Limited.

Awadi also announced the planned introduction of new initiatives and specially developed services designed to directly benefit local exports by giving access to the export credit insurance and products certificate accreditation facilities. He also said that the forum will identify export opportunities to specific target markets around the world. There has been a 36% increase in Dubai’s direct exports during the first half of 2011 reaching AED 45 billion, as compared to AED 33 billion compared to last year’s figures. Direct imports also increased by 21% or AED 214 billion as compared to last year’s AED 177 billion, while total direct re-exports were valued at AED 86 billion versus AED 69 billion in the same period. Total free zone exports were valued at around AED 5 billion, while total free zone re-exports amounted to AED 81 billion in the first half of 2011.

UAE construction exports to Saudi Arabia increase UAE firms are expected to increase exports of local products and services to Saudi Arabia’s booming construction sector over the coming year, as a result of their recent participation at Saudi Build 2011, the Middle East’s largest construction and building material exhibition in the region. An extensive business matchmaking event, organised by Dubai Exports, an agency of the Department of Economic Development(DED), witnessed a strong response from Saudi Build key buyers and investors. The event served as an important venue for mutual trade cooperation between companies

from both countries including discussion of government facilities and services provided by Dubai Exports. Engineer Saed Al Awadi, Chief Executive Officer, Dubai Exports, said that Saudi Arabia’s booming building and construction sector provided potential opportunities for UAE exports. “Our successful participation at Saudi Build signifies a continuous growth of the country’s exports in the construction and building materials sectors. The business matchmaking event, one of our supports to UAE companies, provided them with a venue to meet with key buyers which aims to increase their export

January 2012

opportunities in regional markets such as Saudi Arabia,” The matchmaking event, which was attended by 35 local companies and more than 35 major Saudi buyers, resulted to overwhelming sales and business leads of export opportunities. Among the local companies that participated in the event were based in Dubai Investment Park and other companies from the manufacturing sector. “We are keen to enter new markets for our companies at Dubai Investment Park and Saudi Build is an important exhibition for us to introduce our products to the Kingdom as

well as enhance the awareness of the services our companies can provide to the construction sector. We have had remarkable success in our latest participation at Saudi Build and Dubai Exports’ support and the matchmaking event it organised was key in closing deals during the show,” said Abdul Aziz Al Serkal, Chief Executive Officer, Masharie, the private equity arm of Dubai Investments. Saudi Build 2011, the largest business to business construction fair in the Kingdom, provided contractors, real estate developers and building owners with a full range of building solutions.

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Updates snapshots

Jafza sees 12% increase in F&B investments Jebel Ali Free Zone (Jafza) has seen a 12% increase in the number of companies in the food and beverage (F&B) sector in 2010, taking the total number of F&B companies in the free zone to 250 at the end of the year. The free zone expects to maintain the momentum as it looks to attract new investments from companies in Europe. For the first time, Jafza took part in leading global food fair in Anuga, Cologne in Germany as part of a high-level delegation to promote Dubai’s and the UAE’s status as the most attractive business hub in the MENA region. Leading F&B companies including Mars GCC, Kraft Foods, PepsiCo, Unilever, Procter and Gamble, Heinz, Wrigley, McCain

International, as well as Alokozay Tea conduct their MENA operations from Jafza currently and the free zone expects to expand its current clientele to include more global names. Ibrahim Mohamed Al Janahi, Deputy CEO and Chief Commercial Officer, Jafza said: “Jafza has seen strategic investments from the F&B sector rise in recent years. Not only did we see the number of F&B companies in Jafza rise by 12% in 2010 but we’ve also managed to sustain these numbers yearon-year over the last five years despite the economic recession. From the start, Jafza has attracted FDI from the global food and beverage industry, drawn by the free zone’s

strategic location, its trading and redistribution potential and business opportunities in the Middle East.” Mansoor Al Bastaki, Senior Regional Manager, Global Sales, Europe, who represented Jafza at the event said: “The GCC region is dependent on food imports offering many opportunities to global companies who have easy access to markets in the MENA region and Asia as well where the demand for food is steadily rising. Jafza with its premium investor benefits, offers European companies an ideal business environment. Our participation in this exhibition helped us communicate these benefits to potential customers and generate good leads.”

BASF to open largest plant in Middle East Bahrain’s Labour Fund, Tamkeen, has signed an agreement with German chemicals giant, BASF, to provide support to the new BASF operation in the Kingdom, which will be its largest plant in the Middle East on completion. The contract was finalised and signed in Munich, at an Economic Development Board’s business development roadshow event in Germany. Tamkeen will work with BASF to support the employment and training of Bahrainis for the new operation based at the Bahrain International Investment Park (BIIP). The new plant will demand a range of skills, including engineers/technician for production, maintenance and quality control as well as administrative support services. At the signing ceremony, EDB Chief Executive, Shaikh Mohammed bin Essa Al-

January 2012

Khalifa said: “The establishment of BASF’s largest investment in the Middle East in Bahrain serves to illustrate the ongoing success of Bahrain’s programme of economic diversification. BASF recognised the value of basing operations in the Kingdom, including the duty free access to the GCC region and the United States, as well as access to a skilled workforce.” “However, our work does not stop at the point a company agrees to locate in Bahrain. Through Tamkeen and the EDB, BASF will be given as much support as it requires to not only establish, but grow its business in Bahrain underlying the Kingdom’s status as the gateway to the Gulf’s trillion dollar market.” The plant will manufacture a range of customer specific antioxidant blends (CSB). It will be one of the largest of its kind in the world with an annual capacity

of 16,000 metric tons and is expected to be fully operational by the end of 2012.

Updates snapshots

Maximus Air, DHL sign ACMI deal Maximus Air, an Abu Dhabi Aviation Group company, is optimistic about the prospects of gaining further business partnerships outside the Middle East after signing an ACMI (aircraft, crew, maintenance and insurance) deal with DHL. ACMI – or wet lease arrangements – forms a large part of Maximus Air’s broad range of aviation and logistics services, and under the terms of the deal, two newly converted Airbus A300-600RP2F aircraft will operate for DHL across Europe. A similar ACMI arrangement with Etihad Crystal Cargo for two Airbus

A300-600RP2F aircraft was recently extended until August 2012. “We are delighted to have been selected by one of the world’s foremost logistics companies to provide them with these aircraft under an ACMI agreement, and that they have already been seamlessly integrated into their operations,” said Fathi Hilal Buhazza, President and CEO, Maximus Air. “Going beyond the shores of the UAE and the region and further into international air space, is part of our new growth strategy.” The acquisition by Maximus Air of three Airbus A300-600RP2F aircraft at the start

Gulf Air launches Falcon Cargo Bahrain’s national carrier, Gulf Air, announced the launch of Falcon Cargo, its newly branded cargo umbrella offering more innovative, cost effective features, products and services to its customers. Falcon Cargo offers a comprehensive suite of services that include Falcon Express, mail, courier, diplomatic and general cargo, animal transportation, dangerous goods, high value cargo, as well as other shipments that require special handling. Supported by a state-of-the-art cargo handling system, Falcon Cargo promises quicker decisionmaking, faster transit time and speedier delivery to its customers. “The launch of Falcon Cargo marks yet another milestone at Gulf Air in getting closer to our customers,” said Gulf Air Senior Manager Mr. Rory Black. “Falcon Cargo embodies the unique qualities of the bird sharp, dynamic, agile and swift - reflected in our service delivery to our customers. In

today’s cargo world, your ability to respond to the market rapidly and offer value added solutions is key to success. Because of our network, size and mixed fleet, we believe Falcon Cargo is uniquely positioned to offer fast and reliable services to the Middle East and beyond.” He added, “With a faster and efficient Bahrain airport and a team of dedicated cargo professionals, strengthened by our unique advantage of operating the largest network in the Middle East, we can move shipments more rapidly than any other hub in the Gulf. Customers will find Gulf Air the most efficient and cost-effective choice providing greater access to unique markets delivered with a consistently faster and more efficient service.” Gulf Air’s wide body aircraft operating mainly from Europe, the Far East, Pakistan and Saudi Arabia feed its Bahrain hub enabling goods to be rapidly dispatched

of the year, which have subsequently been converted into freighters by EADS, was designed to boost the company’s dual business model of cargo charter and ACMI lease solutions. “Designed to further strengthen our capacity and flexibility of offering, the aircraft’s payload capacity, range and greater fuel efficiency, along with the comprehensive list of services we provide under an ACMI agreement, enables us to meet the future needs and requirements of the global air cargo market and some of the world’s leading players such as DHL,” Buhazza said.

throughout its operation. This is a great business advantage for customers wanting their cargo to reach both primary and secondary markets in the region and beyond. With Bahrain Airport’s fully equipped with chiller rooms, air-conditioned areas for livestock, designated areas for dangerous goods and radioactive cargo, exclusive location for valuable cargo, separate areas for diplomatic cargo and airmail, Falcon Cargo assures its wide range of customer segments the peace and satisfaction of safe and secure handling. Gulf Air offers its clients 51 destinations across the world in 33 countries. Moreover, it has the largest network in the Middle East, with nearly 700 flights every week in the region and more non-stop flights than any other carrier. The airline offers nearly 3000 flights per week within three hours connectivity via Bahrain international airport, which is a great advantage for businesses wanting to move their shipment swiftly with Falcon Cargo.

January 2012

Updates snapshots

Baalbaki expands production; moves HQ to UAE In a step to fortify its position as a polyurethane systems and polyurethane raw material supplier in the Middle East, Baalbaki announced that it has commenced construction of its new 40,000 MT Polyester and Prepolymer production plants on its existing 30,000 sqm industrial site at Hamriyah Free Zone, Sharjah UAE. The new plant, expected to be operational in the fourth quarter of 2012, will enable Baalbaki to serve the GCC, India, Pakistan and Iran with footwear, rigid, cold cure polyurethane systems, aromatic and aliphatic polyester polyols, as well as specialty polyurethane and food packaging adhesives. Baalbaki is the pioneer in introducing aromatic and aliphatic polyester polyol technology including “green technology” to produce polyester polyols based on scrap PET, into the GCC. “Baalbaki remains the only manufacturer of this product in the

Arab World and the largest manufacturer in the Middle East and Africa regions for this product range,” commented Dr. Ihsan Baalbaki, Chairman of Baalbaki Group. With this new expansion in the UAE, along with the planned expansion during 2012 of pre-plomer and polyol blending capacities in Egypt and Turkey, Baalbaki will raise its total production capacities in the UAE, Egypt, Syria, and Turkey to 55,000 MT of polyester polyols and 70,000 MT of isocyanate prepolymers. “Baalbaki will continue to serve the Levant markets from its existing production facility in Syria; Africa from its existing production facility in the production facility in Egypt; and Turkey from its facility in Pendik, Instanbul. However, the headquarters of our polyurethane business unit will be relocated to the United Arab Emirates as of January 2012,” said Mr. Karim Baalbaki, Managing Director of Baalbaki Group.

Expansion continues in DWC Logistics City Dubai World Central (DWC), a purpose-built aerotropolis and a strategic initiative of the Government of Dubai, has announced the recent groundbreaking for Phase 2 of the expansion program of Kuehne + Nagel, one of the world’s leading logistics providers, in DWC’s Logistics City. The expansion of its state-of-the-art logistics centre is part of a global growth initiative that will strengthen 12

January 2012

DAE Capital, the aircraft leasing division of Dubai Aerospace Enterprise (DAE), has reached an agreement to lease nine new Boeing 777 Freighters on a long-term basis to Emirates Airline. These aircrafts are from DAE’s order book with Boeing and will deliver in the 2012-15 timeframe. HH Sheikh Ahmed bin Saeed Al-Maktoum, Chairman and Chief Executive, Emirates Airline and Group, said: “This agreement ensures Emirates SkyCargo will receive a pipeline of new, state-of-the-art, freighter aircraft over the next four years. Emirates SkyCargo continues to build on its leadership position in the global cargo market and these aircrafts will play an important role in this growth.” DAE Managing Director Khalifa H. AlDaboos said: “DAE is delighted to be able to further deepen its existing relationship with Emirates and deliver one of the most modern, technologically advanced freighter aircraft to assist Emirates as it seeks to serve increasing demand for global air cargo.” Dubai Aerospace Enterprise (DAE) Ltd is a globally recognised aerospace company specialising in maintenance, repair and overhaul (MRO) services, aircraft completions and aircraft leasing. The company is headquartered in Dubai and employs over 4,000 people in four continents.

and manage their currency position within the trading range of these pegged currencies. Chief Dealer Peter Laursen commented today, “As a GCC-based platform, we are now offering tight spreads on all the major GCC/ Dollar currency pairs and although they are pegged, the range means that the smart investors and companies are now actively trading their local currency to ensure they maintain or gain investment value as the rates

varies from country to country.” “Broadly, we are noticing the development of new trends as investors both locally and around the world look to the ADS Securities platform as a means of extracting the best currency value possible in a tricky market. Whether these trends are driven by volatility in global markets and unresolved problems facing the Eurozone or the need to adopt smart opportunistic currency positions locally, we’ll continue to offer superb access to liquidity in the region and some of the tightest spreads available.”

Kuehne + Nagel’s ability to support highpotential sectors, including the global pharmaceutical and aviation industries. Kuehne + Nagel completed construction of Phase 1 in 2009 consisting of around 17,000 sqm warehouse space, which allowed the company to accommodate more customers in FMCG, hotel amenities, emergency/relief and aviation. Phase 2 will add approximately 14,000 sqm of space to the warehouse and mezzanine to reach a total area of 31,000 sqm. Kuehne + Nagel, the first international

logistics provider to go fully operational in DWC in 2009, also operates a modern 16,000 sqm logistics terminal in the Jebel Ali Free Zone and has established offices in Abu Dhabi and Sharjah. Christopher Smith, National Manager – United Arab Emirates, Kuehne + Nagel, said: “The Middle East continues to open exciting growth opportunities for Kuehne + Nagel and we are therefore eager to capitalise on the logistics infrastructure of Dubai World Central to optimally support our customers.”

GCC currency trading increases dramatically ADS Securities, the leading Abu Dhabibased forex and commodities trading platform, has seen a dramatic increase in the volume of GCC currencies traded within the region, according to the company’s Chief Dealer, Peter Laursen. The main currencies, including the SAR, QAR, BHD and AED, are all pegged to the US dollar, but global market volatility means that it is now important for companies to trade

DAE leases nine Boeing Freighters to Emirates

RESOURCES logistics

Handling dangerous goods Any trader who deals with the transportation of dangerous goods faces challenges on several fronts. Stakeholders involved in the entire process must undergo proper and continuous training in order to get the job done right, recommends Jonathan Colignon, IATA-certified Dangerous Goods Regulations (DGR) instructor at Maximus Air. Ensuring that all types of ‘dangerous goods’ cargo – ranging from vehicles to machinery powered by flammable liquid to ammunitions

January 2012

– are transported from point A to B in a safe and proper manner is a daunting task for any trader. The fact that this transportation

also has to be done in accordance with international safety regulations, policies and standards, makes it all the more challenging. The process of getting any dangerous goods cargo up in the air and eventually transported to its final destination begins with the preparation of shipment by a shipper or forwarder. Maximus Air’s IATAcertified Dangerous Goods Regulations (DGR) instructor, Jonathan Colignon, has identified that among the many challenges faced in airlifting such goods, the lack of proper training among shippers and forwarders staff is one of primary importance. “As the air transport operator of dangerous goods cargo, Maximus Air reserves the right to reject a shipment that is deemed not to have been properly prepared – from documentation to packaging,” Colignon said. “I believe that every air transport operator must do so because such mistakes may not only mean possible legal disputes from the owners of the cargo, but also potential dangers and risks to the cargo, as well as the safety and welfare of every personnel involved in its transport.”

ABOUT As Maximus Air’s highly trained, certified and experienced DGR Instructor, Colignon also emphasises the importance and significance of proper training among Maximus Air’s personnel. After receiving the cargo from a shipper or forwarder, Maximus Air personnel conduct a thorough inspection of the shipment. If established that the procedure has not been sufficiently executed – in terms of documentation, packaging, including intentional or unintentional misdeclaration – Maximus Air can then invoke its right to reject any or all of the cargo. “Only with proper and thorough training can anyone spot and pinpoint potential lapses or oversight in the preparation of dangerous goods for transport,” Colignon explained. “Having worked in an environment where people come from different cultures and backgrounds, I make sure that the Maximus Air personnel who are involved in this process receive all the necessary, proper and constant training in handling and transporting such dangerous goods, under a purely civilian and commercial procedure.” On the other hand, Colignon recommends companies that are involved in shipping dangerous goods to strictly adhere and comply with the international safety and security rules according to UAE’s General Civil Aviation Authority (GCAA), while conducting regular audits of the regulations and standards. The International Civil Aviation Organisation (ICAO) monitors compliance through Airfreight Experts Committee (formed of 17 worldwide experts) that issues instructions related to dangerous materials shipments. As a member of the Dangerous Goods Experts Committee of ICAO, GCAA issues the necessary licenses to clearing and forwarding agents, handling agents, ground services agents at all UAE airports, and to aircraft operators who transport dangerous materials by air. Furthermore, it has drawn-up safety mechanisms by introducing a certificate

Maximus Air an Abu Dhabi Aviation Group company, was established in 2005 to provide tailored solutions for moving outsized cargo. After operating for only six years in the region, it is now a significant regional air cargo carrier and cargo aircraft ACMI lease operator, employing more than 200 staff and operating a fleet of eight all-cargo aircraft comprising an Antonov An-124-100, Airbus A300-600RP2Fs and Ilyushin IL-76TD across the Middle East, Europe, Africa and Asia. Maximus Air currently runs regular scheduled cargo services on behalf of Etihad Crystal Cargo and is the appointed exclusive air relief support partner for the UAE Red Crescent.

award program for granting dangerous goods certificates to ensure that the transportation of dangerous goods are done according to the highest safety measures. It has also introduced a system for the identification of goods intended to be airfreighted, identifying the packing method, chemical definitions, potential dangers and clearance through clear and unquestionable documents. “There have already been a number of shippers and forwarders who have been stripped of their licence following an audit by concerned authorities,” Colignon revealed. “We most definitely appreciate the fact that these authorities are strictly implementing internationally recognised safety and security regulations and standards, especially as far as dangerous goods cargo is concerned.” “Unfortunately, in spite of these efforts, some shippers or forwarders are just concerned with acquiring certificates without their personnel really having hands-on and in-depth understanding, knowledge and training of how to properly prepare dangerous goods for transport,”

Colignon continued. “Such a situation presents itself as an additional challenge for a dangerous goods transport operator like us.” “So even if the regulators are doing an excellent job, constant and proper training is badly needed by shippers and forwarders,” he added. Apart from a well-trained staff, Colignon cited several advantages that make Maximus Air the leading dangerous goods transport operator in the region. “Among the many advantages that we have over some of our competitors, flexibility of our fleet is core strength,” Colignon said. “With the Airbus A300-600, we are able to transport palletised cargo, while the IL-76 and the Antonov 124 allows us to conveniently airlift bulk loaded cargo.” “But what really keeps us above the rest in the industry is our quality of service which includes having a dedicated flight coordinator travelling on board the aircraft,” he added. “A flight coordinator’s main task is to ensure that the cargo is delivered smoothly and that all necessary information is provided to customers.”

Every air transport operator reserves the right to reject a shipment that is deemed not to have been properly prepared, since such mistakes may not only mean possible legal disputes from the owners of the cargo, but also potential dangers and risks to the cargo, as well as the safety and welfare of every personnel involved in its transport.

January 2012

RESOURCES LEGAL

Take stock of the law Traders who are registered to do business in the UAE, or transact with companies or people based in the UAE, should be aware of the laws that affect their establishment and how to protect themselves against any potential liability they may encounter in the course of conducting business activities. Melissa Forbes, an associate at the law firm Taylor Wessing, shares her knowledge of some of the general laws that govern trade activities in the UAE and how they may affect an organisation. The Commercial Transactions Law and the Civil Code are two of the key pieces of legislation that govern commercial activities in the UAE. In addition to the Commercial Transactions Law and the Civil Code which apply generally to commercial activities, there is a wide range of laws that regulate certain specific commercial activities such as construction, real estate sales, banking, e-commerce, shipping and international trade. There is also a wide range of specific laws that govern particular issues that are relevant to traders, such as employment, consumer rights and customs duties.

1. Commercial Transactions Law

Who does the Commercial Transactions Law apply to? The Commercial Transactions Law (or UAE Federal Law No. 18 of 1993 as it is more formally known) applies to traders as well as to any person or entity who conducts commercial activities (even though such person may not be a trader). What kind of regulations are set out in the Commercial Transactions Law? The scope of the regulations covered under the Commercial Transactions Law

January 2012

relate to matters such as unfair competition, commercial obligations, commercial sales, commercial agency, commercial representation, brokerage, transportation, banking, commercial papers, bills of exchange, record-keeping, payment by cheque, and bankruptcy. Who is a trader? A ‘trader’ is defined under Article 11 of the Commercial Transactions Law as: A) any person who works in his own name and for his own account in commercial activities and is properly qualified to do so; or B) any company which undertakes a commercial activity or has adopted one of the legal forms stipulated by the Commercial Companies Law.

What are commercial activities? ‘Commercial activities’ are defined under Article 4 of the Commercial Transactions Law as being: A) activities which are carried out by a trader in relation to his trade affairs, provided

that each activity carried out by a trader is considered to be related to his trade unless proved otherwise; B) speculative activities carried out by a person, though not a trader, with the intent of realising profit; C) activities which are stated by law as being commercial activities; and D) activities which are related to or facilitating a commercial activity. Article 5 of the Commercial Transactions Law clarifies that the following activities are deemed to be ‘commercial activities’ for the purposes of this law: A) purchasing commodities and other tangible and intangible movables with the intention of selling the same at a profit , whether sold in their present condition or after their transformation or manufacturing; B) purchasing or hiring commodities and other tangible and intangible movables with the intent of hiring them out; C) selling or hiring out commodities and movables; D) banking, exchange and stock markets operations, as well as those of investment companies, trust funds, financial establishments and all kinds of other financial brokerage operations; E) all kinds of transactions relative to commercial papers, irrespective of the capacity of the persons concerned therein or of the nature of the transactions for which such operations are carried out; F) all kinds of sea and air navigation activities, including:

(i) the construction, sale, purchase, chartering or freighting, repair or maintenance of vessels and aircrafts, as well as sea and air cargos including sea and air carriage; (ii) the sale and purchase of vessel and aircraft requirements, tools or materials or catering such vessels and aircrafts; (iii) loading and unloading operations; (iv) marine and aviation loans; and (v) employment contracts concerning captains and pilots of commercial vessels and aircrafts; G) incorporation of companies; H) operating current accounts; I) all kinds of insurance other than cooperative insurance; J) selling by public auction; K) operating hotels, restaurants, movie halls, theatres, play grounds and amusement centre activities; L) water, electricity and gas distribution activities; M) editing newspapers and magazines whenever the publication thereof is made with the intent of making profit through the publishing of advertisements, news and articles; N) post, telegraph and telephone operations; O) broadcasting and television activities as well as those of recording and photography studios; and P) the activities of public warehouses and mortgages on property deposited therein. Article 6 of the Commercial Transactions Law further clarifies that the following activities shall be deemed to be â&#x20AC;&#x2DC;commercial activitiesâ&#x20AC;&#x2122; if practiced as a profession: A) brokerage; B) commercial agency; C) commission agency; D) commercial representation; E) supply contracts; and F) purchase and sale of lands or real estate for the purpose of making profit from selling same in their original status or after transforming or allotting it.

What remedies are available under the Commercial Transactions Law? Both the trader and the customer have rights under the Commercial Transactions Law. The remedies available under the Commercial Transactions Law vary, depending on the matter to which the claim relates and the

ABOUT

Melissa Forbes is an associate in the corporate department of Taylor Wessingâ&#x20AC;&#x2122;s Dubai office. She has worked as a legal consultant in Dubai since 2008 and, before that, worked for a number of years in London and Australia. Melissa has advised on a number of cross-border and domestic corporate transactions including mergers and acquisitions, corporate reorganisations, private equity investments, joint ventures and divestitures. She has also advised on a variety of commercial matters relating to issues such as corporate governance, regulatory compliance, management incentive schemes, shareholder disputes, agency and brokerage agreements, licensing, company formations and de-registrations, as well as various commercial and property related disputes. Melissa is qualified as a solicitor of both the Supreme Court of England and Wales and the Supreme Court of New South Wales in Australia. Taylor Wessing is a leading International law firm, based primarily in the UK, Germany, France, the UAE and Belgium, with representative offices in Beijing and Shanghai. They also have well-established alliances with BSJP in Poland and RHT Law in Singapore. Taylor Wessing started in 1782 as a firm run by a sole practitioner, Thomas Smith. The first Taylor joined him as a partner in 1788. Their clients include leading financial institutions, major corporations, public sector bodies and wealthy individuals and families.

damage suffered as a result of the relevant incident. Generally speaking, a claimant may be able to seek compensation, a precautionary order (or injunction), although such orders are granted very rarely and only in exceptional cases, and enforcement orders, among others.

2. Civil Code

Who does the Civil Code apply to? The Civil Code governs the relationship between private parties (including corporate entities and individuals).

What kind of regulations are contained in the Civil Code? The scope of the laws covered by the Civil Code relate to matters such as contractual rights, undertakings, guarantees and

other forms of security, and rights of ownership.

What remedies are available under the Civil Code? The remedies available under the Civil Code are similar to the remedies available under the Commercial Transactions Law. Again, the remedy available for a particular claim will vary, depending on the nature of the claim and the damage suffered.

Disclaimer The information set out above is intended to be used as general guidance only. Please seek legal advice from Taylor Wessing in relation to any particular matter before acting (or refraining to act) in accordance with the information set out above.

Both the trader and the customer have rights under the Commercial Transactions Law. The remedies available under the Commercial Transactions Law vary, depending on the matter to which the claim relates and the damage suffered as a result of the relevant incident. Generally speaking, a claimant may be able to seek compensation, a precautionary order (or injunction), although such orders are granted very rarely and only in exceptional cases, and enforcement orders, among others.

January 2012

RESOURCES finance

Accounting beyond borders If a company maintains global operations, or has offices across different countries, then the use of an accounting solution offering multi-currency, multi-lingual and multi-company capabilities is considered an essential aspect of the operations, says Vikram Suri, Managing Director, Sage Software.

Aligning accounting procedures is critical for any trader in todayâ&#x20AC;&#x2122;s global market. Companies with global-based operations should acquire an accounting solution that offers multi-currency capabilities, thus allowing each accounting book to be individually configured in compliance with international guidelines and policies. Export accounting solutions cover key areas like commercial invoices, currency exchange rate gains or losses, taxes and duties accounting and/or exemption, export benefits DB/CR, BRC realisation, as well as breakup of landed cost of finished goods cost components like shipment, clearing and insurance. Utilising this is very critical for a business to devise selling price mechanisms and margins. WHY USE A GLOBAL ACCOUNTING SOLUTIONS? Using multi-currency, multi-lingual and multi-company capabilities provides users with the ability to share core asset information from any number of books that have different sets of figures, while also giving users the advantage of easy compliance with both local and group accounting, reporting and depreciation policies. Companies utilising a specialised accounting solution for

January 2012

ABOUT

their daily operations are assured that vital information like analysis codes (including unified chart of accounts), project accounting and retainage, serialised advanced inventory management, are all driven by a centrally governed system which also offers strong audit trail. These are exciting times for the international marketplace, with the internet playing a significant role in linking even the smaller enterprises with the global market. In fact, businesses who have never dealt with any other currency than the home currency, or maybe only the US dollar, are now dealing with other international currencies like pounds, dirhams and yen. With all of these developments in place, companies should now consider the need for an accounting solution that supports foreign currency transactions and reporting. An example of the need to use a fully reliable accounting solution lies in the development of balance sheet reporting, which takes note of fluctuations in exchange rates, wherein users compute the value of the assets and liabilities according to the current exchange rate. In turn, reporting and accounting exchange gain and loss, in accordance with the applicable accounting principles, can be overwhelming for a company that operates in two regions with different applicable standards. Other foreign currency computations can be more evolved. Accounting derivatives in foreign currency like interest rate swaps, forwards and other financial instruments can be very challenging for a global company that does not have a reliable multi-currency and multi-company accounting system. Having a multi-currency feature also answers the need for reporting and recording assets and liabilities in the local currency where the office is located. User-defined exchange rates will allow the parent company to easily view and report on the same values in any foreign currency. These exchange rates can be automatically populated into the system by using a reliable source without any

Vikram Suri recently assumed the role of Managing Director at Sage Software, after completing nine years as the Regional Commercial Manager for MENA with Symantec. Prior to this, he worked for a brief period with Microsoft, after heading the sales operations for the Australian Telecom provider Telstra in India. Vikram has an Honours degree in Economics and an MBA in International Marketing and Finance from IMI, India.

manual intervention, thus reducing the risks of input errors. Most importantly, the exchange gain/loss accounting becomes completely automated and error free. Being able to view all transactions is critical to streamlining an organisationâ&#x20AC;&#x2122;s accounting process. An up-to-date knowledge of vital information â&#x20AC;&#x201C; such as cash in hand and cash in bank, year to date (YTD) revenue, top five debtors, top five vendors to owe, and similar data â&#x20AC;&#x201C; can help management officials run the business better and take informed business decisions. It is also important to have the ability to perform online back-up to make data availability more convenient, thereby saving more time and resources; while ensuring that provisions for security at an ideal level will pay dividends in terms of protected and continuous business operations. Global firms place high priority in the simplification of mundane or over complicated tasks, to help cut on time and get more work done. Another key point to consider is the move to improve vendor

relationships. The accounting solution should also come with built in templates for sales, reporting and other tasks. The gathering of key business intelligence (BI) is also a new standard that companies are now using - gathering all essential information to help key in accurate predictions and customised dashboards. Businesses need to more readily analyse the aspects of business that matter most to them, get the insight they need, and make informed decisions. Customers can also consolidate information from multiple Sage Peachtree companies or other databases for further analysis. CHOOSING THE RIGHT SOFTWARE Planning for an accounting system across borders can be very challenging considering the diversity involved. There are a lot of factors to consider when choosing the most advantageous accounting solution to use for global operations. Three of the main points to look at are features like multi-pricing for inventory, full multicurrency capability, as well as global training and support that one can count on.

Export accounting solutions cover key areas like commercial invoice, currency exchange rate gain or loss, input taxes and duties accounting and/ or exemption, export benefits DB/CR, BRC realisation, as well as breakup of landed cost of finished goods costs between different components of costs like shipment, clearing and insurance. Utilising this is very critical for a business to devise selling price mechanisms and margins.

January 2012

RESOURCES finance

With the utilisation of technologicallyadvanced software playing a significant role in accounting today, more applications are being made available to address the needs of companies operating within a wide range of industries. For example, Sage Softwareâ&#x20AC;&#x2122;s recently launched Sage Peachtree 2012, is an integrated suite of industry specific products that bring affordable business intelligence to SMEs, small manufacturers and distributors. The new suite of solutions offer new business intelligence capabilities and quick access to essential and strategic data, allowing users to monitor profitability and also make more informed decisions. Sage Peachtree 2012 has industry specific versions that cater to manufacturers, distributors, non-profit organisations, accountants, and construction businesses. The new Sage offering goes beyond accounting and provides an array of business management tools, which give instant access to key information and makes processes like payment services, reacting to issues and controlling profitability, easier than ever. There are over 100 different accounting and management software packages available today, and choosing the right one for your business can be a difficult and confusing exercise. It is important that you choose your accounting software based upon your needs as this will ensure that you will be comfortable using it. An accounting software package is about simplifying your

January 2012

There are a lot of factors to consider when choosing the most advantageous accounting solution for global operations. Three of the main points to look at are features like multi-pricing for inventory, full multicurrency capability, as well as reliable global training and support. accounting process, so choosing the wrong one will only complicate matters. Check out what options are on the market by looking at Websites, in stores and anywhere else you can find the information. Ask friends or family if they know of a good software program. Here are some key points that you should consider when sourcing an accounting software package: ll Is the software produced by a reputable company â&#x20AC;&#x201C; will the company be around in a yearâ&#x20AC;&#x2122;s time? ll Do they offer support, training and service? What is the cost and are they available after hours? ll Do they offer regular upgrades to coincide with local legislation, accounting needs and reporting? ll Is the software appropriate to your needs? Make a list of all what you need from your accounting software package. For example, if you run a retail operation you may require stock control and payroll facilities. ll Check if the software offers extra modules that you can add on as your business grows, for example a payroll system for when you start hiring extra employees. Does the software generate reports? Your accounting software package should have reporting facilities that will easily provide you with all

the information you need to prepare your monthly or quarterly Business Activity Statement. Once you have identified the best products for your needs find the best reseller in your area for the products you are considering and arrange for them to demonstrate their products to you. Remember to ask the accounting software company about support and training, installation process, their track record and a list of three to five references that you can call to check up on their work. Most companies will allow you to download a demo so you can try the accounting software yourself. This will allow you to figure out the ease of use and if you like the general layout of the program. After you have tested the software on your list, you should easily be able to narrow down your choice to one accounting software program that meets your needs. Companies and organisations that use key accounting solutions will quickly be able to analyse key elements of their business operations that matter the most to them. These companies will also have easy access to insights and business intelligence to be used in making quick and informed decisions. Again, a company maintaining global operations should have multi-currency functionality in able to get better reports that will help them review status of various business operations and activities within a certain period of time and accordingly get an idea of financial success.

RESOURCES human resources

The business of culture As a trader you deal with a variety of cultures, and they all come with many nuances, which can hinder or benefit your business. Fortunately there is an effective and accessible way to deal with such challenges, says Ahmed Youssef, Partner, Booz & Company.

effectively,” said Ahmed Youssef, Partner Booz & Company. When strategy and culture clash visibly, more likely than not, the culture is indicating something about the leadership’s philosophy. Additionally, it’s important to note that organisational cultures doesn’t change very quickly. Therefore, it is best to use existing culture to initiate a change in the behaviours that matter most. In fact, it is absolutely critical to the lasting success of all peakperforming enterprises.

Myths of culture change

Your trading organisation’s culture can be defined as a set of deeply embedded, self-reinforcing behaviours, beliefs, and mind-sets that determine “how we do things around here.” People within an organisational culture share a tacit understanding of the way the world works, their place in it, the informal and formal dimensions of their workplace, and the value of their actions. Though it seems intangible, a company’s culture has a substantial influence on 22

January 2012

everyday actions and on performance. When a new leader’s strategy puts the culture of a company at risk, the culture will trump the strategy, almost every time. “Every company’s identity – the body of capabilities and practices that distinguish it and make it effective – is grounded in the way people think and behave. Deeply embedded cultural influences tend to persist; they change far more slowly than marketplace factors and cause significant morale problems when not addressed

There are several myths about culture change that have become prevalent in the business world. Each of these assumptions leads to treacherous pitfalls blocking leaders from responding to cultures in a productive way. Myth 1: “Our culture is the root of all our problems.” This becomes an all-purpose, convenient excuse for performance shortfalls, ignoring the realities of organisational culture. Myth 2: “We don’t really know how to change our culture, so let’s escape it.” There’s a long tradition of creating pockets of entrepreneurial activity for highperformance results. These are explicitly intended to operate outside the prevailing culture. They may thrive for a few years, but they are typically treated as outliers by the rest of the company. Eventually, they are either spun off or absorbed back into the mainstream, succumbing to the company’s cultural malaise.

ABOUT

Myth 3: “Leave culture to the people professionals.” Executives with an engineering, finance, or technology background often feel ill-equipped to deal with cultural issues. They delegate them to their human resources, organisational development, or communications teams. Myth 4: “Culture is the job of the top leaders.” It is very powerful when the CEO and other top executives take explicit personal accountability for the company’s culture. But senior leaders cannot change cultures by themselves. They operate at such a large scale, and with such broad visibility, that they cannot directly motivate people to implement the specific practices and behaviors that are required. To succeed with a culture intervention, top leaders need the support of many leaders down the line — particularly those who have daily contact with the people whose behaviour change is most critical. Each of these myths plays out differently. But underlying all of them is a big dose of defeatism. Culture is thought to be too big to ignore, too tough to conquer, and too soft to understand. Thinking this way, especially when there have been previous culture change disappointments, can squelch any realistic effort toward high performance for a trading company. By contrast however, working with and within a culture is sensible, practical, and effective. When leaders learn to operate this way, their employees tend to become more productive and their own efforts become more rewarding.

Pragmatic practices

There are numerous principles for changing culture through behaviour, which have become evident through ongoing practice:

Ahmed Youssef is a partner with Booz & Company and a member of the firm’s Financial Services practise. He specialises in corporate strategy, finance, governance, and restructuring for family conglomerates, holding companies, and private equity firms. He has over 10 years of consulting experience, during which he has led strategy-based transformations and portfolio restructuring projects, investment strategy projects, and growth strategy projects across a variety of industries. He has conducted several recent portfolio rationalisation assignments with diversified investment companies and conglomerates. He has also designed operating models, including organisation, governance, and management processes for large family conglomerates and investment companies. Mr. Youssef holds an MBA with distinction from INSEAD, an MSc in telecom from Syracuse University, and a BCom from Concordia University.

Start pragmatically Don’t try to change everything at once. Focus on a few critical behaviours that resonate with your current culture, but that will raise your organisation’s performance.

Reinforce the new behaviours through formal and informal means Provide formal metrics, incentives, and process guidance that lead people to practice these new behaviours again and again, until they experience their value.

Seek out role models for the new behaviour

Start with the most effective practitioners, the people who distinguish themselves by the way they act.

Enlist your current “cultural carriers” These are the people who are well positioned to transmit behaviours to others, and who can be developed to spread the positive elements of the existing culture.

Use the culture you already have

Take pains to stay within the most essential tenets of the existing culture. Understand clearly the reasons that current practices exist before trying to change them.

Model what matters most

Be a visible and consistent role model of the

behavior change you want to see in others.

Clarify the specific implications of the new behaviour People need guidance about new behaviours.

Conclusion

In the end, if used properly, culture can become a major factor supporting strategy for a trading company. However, deeply embedded cultures change slowly – far more slowly than the business environment – thus bringing with them many complications. Nonetheless, effective change is possible. “I have often heard leaders of regional companies complaining about their culture, while ignoring its positive elements. They aspire for radical changes, replacing the old guard with new blood. Focusing on behavioural change in a few activities that matter could lead to better results faster,” said Youssef. Learn to work with it and within it. In this way, truly beneficial change can be initiated, accelerated and sustained, with far less effort, time, and expense, and with better results, than many trade executives expect.

When strategy and culture clash visibly, more likely than not, the culture is indicating something about the leadership’s philosophy. Additionally, it’s important to note that organisational cultures don’t change very quickly. January 2012

RESOURCES Marketing

Beyond the horizon Mark Rollinson, CEO of marketing and communications agency ‘All About Brands’, looks at how organisations can be successful in new markets by strategically deploying their brand.

January 2012

Expanding your business operations into new markets is the reality of today’s global economy. More and more businesses are finding compelling reasons to grow their business internationally. In the emerging markets of Middle East and Asia, organisations are jostling for position to sell their products and services. In order to sustain profitability in a highly competitive marketplace, there is a need to stand out from your competitors. For many companies the need to expand abroad has been brought on by slow economic growth and the saturation of established, developed markets of the West. Savvy business leaders are now seeking to diversify their operations into high growth markets to limit the impact of this decline. In many of the Gulf states, liberal tax and regulatory regimes have created a positive business environment, further enticing foreign companies and their brands to set up shop. If your organisation is thinking of moving into new markets, the chances are that your competition is thinking the same or they may already be there. If so, you have some catching up to do. It is important to remember that success in foreign lands doesn’t happen overnight, and a stellar brand reputation at home does not necessarily translate abroad. It involves the clichéd phrase of ‘doing your homework.’ Invest the time in getting to know your new market, knowing your competition, understanding the regulatory environment, and most importantly, making sure you identify and know your target audiences in order to maximise success. On the communications side it means reviewing and adapting your brand to suit your new environment. Can your brand just be shipped over and dropped into the new environment or will you have to adapt in order to fit in with the local culture and

ABOUT

traditions? Remember that your brand speaks to your employees and potential employees as well as external audiences. Internally, make sure that your brand is motivating and sets a clear direction for the company. A great brand impacts almost every aspect of business operations from the type of people you employ, to how they behave and interact with your customers and suppliers. A great brand sets the foundations on which future success can be built and maintained over time. It creates an internal culture that defines who you are, what you stand for and how you will do business. Externally, you need to identify the essential truths that effectively differentiate your brand from the competition and allow you to connect with your target audiences. You need to make both a rational and emotional connection. People tend to think rationally but ultimately we are ruled by our emotions, and this connection is what motivates us to act or change our behaviour. You need a deep understanding of your target audiences, find out what really makes them tick. Get to know their culture, how they live, their aspirations and desires. Once you understand them you can highlight those aspects of your brand that will resonate most effectively with them. I have advised numerous companies, both big and small on how to overcome these challenges and ensure that they have a solid foundation in which to grow their brand in new markets. This process is based on four key principles;

Step 1 – Develop a brand strategy

Before you move into a new market, do your research. This includes holding up a mirror to your organisation and asking; ‘Why us?’ Your brand must have a reason to exist in the new market; a belief in what it stands for and a unique and differentiated point of view. If you can believe with total conviction what

Mark Rollinson is the founding partner and CEO of All About Brands PLC, an international marketing and communications agency with operations in Abu Dhabi, London, Moscow, Mumbai and Istanbul. Mark has more than 30 years experience working across the fields of design, advertising and public relations. He is an experienced practitioner of each discipline and has built a solid reputation on being able to create award winning integrated campaigns. Mark was heavily involved in the 1997 election of the British Labour Party. The campaign was described by PR Week as “the campaign of the 20th century.” Mark began his career with the Jenkins Group and Lloyd Northover, before setting up Giant in 1986. Under Mark’s leadership, Giant went on to establish an enviable reputation for creativity and won a host of awards for its work. In 1996 Giant was acquired by Burson-Marsteller, with Mark moving to the position of Managing Director of Brands and Integrated Marketing. During his 10 years with Burson-Marsteller, Mark worked on a wide range of international assignments for some of the world’s leading companies and brands. In 2006 Mark left Burson-Marsteller to set up All About Brands, and oversaw the expansion of the group’s operations in the UK and the Middle East. Mark has won many awards both for creativity and effectiveness across numerous marketing disciplines. In 1996 Mark was made a fellow of the Chartered Society of Designers and in 2007 was elected a Fellow of the Royal Society of Arts. Mark continues to provide strategic branding and communications advice to a number of leading UAE public and private sector companies, such as Mubadala, The Urban Planning Council, and ENEC. He can be reached at mark@aabplc.com. All About Brands (AAB) is a group of international companies collectively dedicated to building business value for clients through the effective development and management of their brands. To find out more visit: www.aabplc.com.

your brand stands for and who you want to talk to, you will be able to convince people to work with you to achieve your goals and your customers to buy your product or service. If you don’t have true conviction then you will never persuade anyone else to think the same as you. This means investing the time with your employees to make sure that they know what your brand is about, what the strategic

direction of the company is and how it seeks to differentiate itself in the market place. Your brand strategy should go beyond your vision, mission, values and core appeal, and paint a picture of your brands personality and tone of voice. Brands do not exist on paper; successful brands exist in the minds of your target audience. How do you want them to think, feel and act when they interact with your brand?

For many companies the need to expand abroad has been brought on by slow economic growth and the saturation of established, developed markets of the West. Savvy business leaders are now seeking to diversify their operations into high growth markets to limit the impact of this decline.

January 2012

RESOURCES Marketing

Step 2 – Communicating your vision Once you have developed a brand strategy, you should undertake a communication plan that enables you to get your message out to your target audiences. Some markets are awash with channels and mediums in which people get their information, other countries are less complex and here traditional channels such as print, radio and outdoor are affective platforms. Understanding the local culture and identifying existing brands that have been successful in a particular market can help you to shape your communications strategy. Take stock of what the best initial approach would be. Remember this is a marathon, not a sprint; you are after sustainable growth, not a flash in the pan. Having identified your target audience, you must then begin to understand how to speak to them. By understanding you target audience you will be able to promote your brand and position it within the marketplace. This will take a great deal of care. You will need to express the brand in ways that are sympathetic with your brand’s personality. You need to think also about your target audiences. What do the people I want to talk to like, think, do? Am I communicating with them in a way that is culturally appropriate, and is the sentiment that I am trying to

January 2012

Avoid the temptation to chop and change. Great brands evolve with time but remain true to their original conception. By the time you are beginning to think your brand is in need of a refresh, your target audiences will only just be developing a relationship with it. Remember, the most important aspect of building a successful brand is consistency - consistency in thought, action, communication and marketing. convey in the messaging the same even if it is in a different language?

Step 3 – Be consistent

Implement your brand with ruthless consistency. You must ensure that whatever the medium, your brand is conveyed with style and flair, but also in a way that leverages the brand’s positioning and personality. By creating a confident expectation among your target audiences – such that when they interact with your brand they are comfortable and recognise the familiar brand environment – you will build brand faith and trust. The best way to ensure you are consistent is to create some brand guidelines. Don’t create a strait jacket brand, and keep in mind that good brand guidelines are a

creative springboard that allow your agency to understand the marrow of your brand quickly, so that they can produce brilliant creative work and corporate messaging. Try to have as few rules as possible and make them simple. The more complex your identity system is, the quicker it will fall apart.

Step 4 – Stay the course

Brands are built over time. Avoid the temptation to chop and change. Great brands evolve with time but remain true to their original conception. By the time you are beginning to think your brand is in need of a refresh, your target audiences will only just be developing a relationship with it. Remember, the most important aspect of building a successful brand is consistency - consistency in thought, action, communication and marketing. The more consistent you are, the quicker you will establish your brand in the minds of your target audiences. These steps may seem obvious, but you would be surprised at the number of businesses that neglect their brand when entering new markets. Some companies totally fail to understand local cultural nuances and end up alienating their target audiences before they have even begun. At the end of the day everyone’s human. You simply have to put yourself in the other person’s shoes, see things from their perspective and then adjust your business and brand strategy to align with each individual market, while staying true to your original vision.

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RESOURCES Marketing

Creating the right formula Delivering a consistent brand message at every point of interaction with a customer should be a trader’s primary tenet in terms of marketing. It is not the name of the company or a logo in an ad campaign, but the emotional and cognitive connection between an organisation and its customers, says Gabby Chamat, CEO, Re-brand-ing. We all know endorsement from friends, family and peers is the best form of advertising a brand can achieve; so in this sense the worst criticism is negative reviews from that same group. I therefore find it incredulous that companies should spend so much effort polishing the outside of their brand without complimenting it with internal procedures or adhering to the brand promise. A brand is defined as everything you see, think, touch and feel about a company. As such, the status and relevance of a brand is constantly being negotiated during daily interactions with those same customers, meaning that it requires consistent management. Branding requires a scientific formula; an approach that involves data analytics and an extensive audit to understand a company’s position compared to its competition and what the customer needs and what the expectations are. After such extensive research, only then can the strategy be developed and the brand personality created; one that resonates with customers and stands the company out from the crowd. And like any personality, it needs management and is not created with a bit of make-up – per se! It is created through actions. The mobile phone is the most personal and therefore most dangerous marketing channel.

Get it right and you reap the rewards; get it wrong and you turn off a customer (and their friends) for life, angry that you have invaded their privacy. This is not to say that the decision to use cold calling is wrong. But how it’s aligned with the brand personality must be considered. I’m not saying that the salesman has to follow a script that signs off with the company tag line, but that the personality actually informs business strategy. For example, the use of a proper data management tool and CRM program would ensure that any company will begin to build a database that is responsive and can deliver ROI, instead of harbouring a list of names whose only purpose will be to bad mouth the brand. Such alignment with the brand would help engender greater trust and loyalty – two terms that are embedded into every financial institutions personality. Alternatively consider the tag line attributed to a known car dealership in the UAE which states “We care and it shows”. This is not just an ad-speak for the company. It informs every initiative that the company launches, such as the 59-minute service, its customer service policies and even the waiting room facilities at the respective garages. Returning to cold-calling as an example, a study by Ken Irons Market Leader found

Gabby Chamat, the CEO of Re-brand-ing, began his advertising career at Team, Young and Rubica as an accountant. He was eventually promoted to Regional Media Director, handling international clients and teams across seven countries. Venture Communications, an integrated advertising agency, and Re-brand-ing, were

January 2012

that 70% of a consumer’s brand perception is determined by experiences with people, resulting in 41% of customers who are loyal because of a good employee attitude. This means investing into internal communications to make sure staff are delivering the same messages that the marketers are, moreover mobilising those employees to become brand ambassadors, enthusiastic about the company they work for. But as it stands those sales people having to make the calls at 8:00 pm on a Thursday evening sound dejected; and who would blame them, having to deal with rejection on a daily basis. Naturally, this means continual management of the brand beyond the establishment of guidelines and the logo and the graphic design of a brochure. It encompasses continual research on a brands reputation, it informs office environments and internal communication policies, and most importantly, it dictates a company’s way of working with suppliers, staff and customers. As a consequence the appointment of a branding agency is not a quick fix. An agency today is a partner in its clients business, one that is on the right-hand side of the strategy and informing how the brand equity will be affected by certain business decisions, ensuring that the company is adhering to its brand promise and practising what it preaches.

launched in January 2010, and today the group operates across the Middle East and Europe, with affiliations in hospitality management, media buying agencies from Europe and digital media solutions providers from Europe and Canada. For more information, please visit: www.venture-com.com.

RESOURCES technology

Fuel your growth Fuel efficient technologies for UAE’s transportation industry As economies in the Middle East move away from oil-dependent growth, there is an increased focus within the trade and transportation industry to reduce fuel consumption. Read on to find out which emissions reduction technologies you can adopt, while saving costs and reducing harmful emissions.

The transportation industry in the United Arab Emirates (UAE) is witnessing long-term infrastructure investment across varied sectors such as rail, road and air in order to cater to a growing population, estimated to reach around three million by 2030. Consequently, to address this growth, the government is investing heavily into resources. A lot of these resources are directed to cut down carbon credits, since – according to ‘International Energy Statistics’ – the UAE emitted 40.13 metric tons of carbon dioxide per capita in 2009, ranking it as number 26th in the world. The Gulf Cooperation Council (GCC) needs to adopt innovative green technologies and progressive renewable sources to lead the region out of a fossil fuel-dependent system, and this can be achieved through a wealth of resources and a pressing need to find solutions that reduce emissions. In terms of carbon

emissions, Africa accounts for 3.2%, while Asia – excluding China – accounts for 10.9%. These statistics show the dire need for combustion solutions that are low on carbon emissions and more environmentally friendly, and by early adoption of such technologies, the GCC can expand this business to neighbouring regions as well. Many tried and tested technologies are already available in the market to effectively reduce carbon footprints, subsequently leading to reduction of fuel consumption resulting in savings of millions of dollars, especially for land and water transportation companies. Magnetic Emission Control AS (MEC AS) is a Norwegian company that saw the potential of selling emissions reduction technology in this region. The company executives visited the UAE in mid-September 2011 to investigate opportunities of marketing their technology in

January 2012

the GCC and surrounding geographical areas such as India and Africa. Dubai was quickly chosen to be the company’s regional hub due to its proximity to major markets, its advanced physical and legal infrastructure, and the fact that most major global companies have their regional headquarters in the Emirate. “Setting up in the UAE, which is the growing heart of renewable and green tech, makes perfect sense,” said Bjorn Skjervold, Chief Executive Officer (CEO), MEC AS. “With the GCC being caught up in a contradictory position of being the main producer and emitter of carbon, while at the same time taking a leading role in pursuing green and renewable initiatives, we decided that the time was right to expand our footprint to the country, which is the region’s innovation hub.”

Technological Advancements

Research reports state that carbon dioxide (CO2) emissions from petrochemical plants, cement factories, water desalination plants, gas flaring and utilities in the GCC are generally among the highest in the world. The six GCC members are among the top 15 countries in the world in per-capita CO2 emissions from fossil fuels. Qatar ranks the highest in the world and Bahrain ranks third, while the UAE and Kuwait are ranked fifth and sixth. Furthermore,

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the ‘2011 Key World Energy Statistics’ state that the Middle East accounted for 5.2% of CO2 emissions as of 2009. Addressing the need for fuel-efficient technologies, MEC AS works to optimise combustion processes and, for that reason, saves fuel, money and the environment. By developing and implementing a new understanding of how magnetic fields impact ambient air and liquid fuel(s) prior to combustion, MEC’s technology has achieved great results in both emissions and fuel reduction. The technology has been tested and proven successful by several well renowned institutions and end-users for more than ten years. “The world is looking for combustion solutions that are low on carbon emissions and more environmentally friendly. Our technology, when applied correctly, leads to increased fuel efficiency – of up to 20% – and reduced emissions,” said Bjorn Skjervold, MEC AS’s CEO. “This ultimately results in reduced carbon, soot and particle emissions.” These results came out of a series of ‘Engine-Dynamometer Tests’ conducted in co-operation with the Auburn University in the United States. Another series of tests was conducted using the J1321 test, an industry standard developed by the Society of Automotive Engineers (SAE), the International Organisation of Engineering Professionals and the American Trucking Association (ATA). Both showed that MEC AS’s unique, proprietary technology optimises combustion processes and increases fuel efficiency. This in turn acts to reduce carbon, soot and particle emissions. “The SAE J1321 is the ‘gold standard’ in the

Magnetic Emission Control AS (MEC AS) is a Norwegian company that works to optimise combustion processes, and for that reason, save fuel, money and the environment. MEC AS is engaged with companies in various sectors including land and marine transportation, gas turbines, asphalt and cement production, open flare oil field production and coal burning industries. MEC AS works in North America through Omega-Tec, MEC AS’s strategic partner for defense and the automotive after-market. Currently, MEC AS has over 16,000 satisfied customers in Europe and the United States of America (USA). For more information, please visit: www.mec.as. Bjørn Skjervold, the Chief Executive Officer (CEO) at MEC AS (Magnetic Emission Control AS) brings with him over 30 years of experience. Prior to MEC AS, Skjervold worked as the Sales Manager Military Products to 3d-radar AS, Klæbuveien in Norway, which pioneered next generation 3d-GPR technology using step frequency radar technology, high quality 3-dimensional Ground Penetrating Radar Technology, a new step-frequency technology in combination with antenna array. Skjervold has also worked with Scanjack AB (SDG), a Swedish company, manufacturing mechanical mine clearing vehicles; Karotek AS (K), a Norwegian company specialising in development and production cash in transit vehicles and armoured vehicles to the civilian and military market.

United States. Successful completion of the SAE J1321 test, combined with other positive test results from Auburn University, one of America’s leading research universities, speaks volumes,” said Van Hipp, Jr, former Deputy Assistant for the US Army Secretary and currently an MEC AS advisor.

Working Methodologies

So, how do these emission control technologies typically work? MEC states that their technology leads to an increased torque due to improvements in the combustion processes when correctly-calibrated magnetic fields are introduced on a combustion engine in the correct fashion. As a result of this improvement, several positive effects can be observed, the most

Emissions reduction technology leads to an increased torque due to improvements in the combustion processes when correctlycalibrated magnetic fields are introduced on a combustion engine in the correct fashion. As a result of this improvement, several positive effects can be observed, the most important of which are reductions in both consumption and emissions.

important of which are reductions in both consumption and emissions. The technology is the knowledge of how to use the tool, AutoMEC, to achieve these effects.

Areas of Implementation

With continued research and development of technology, the areas of use are across ICE (Internal Combustion Engines), marine applications, coal burning power plants, gas burning power plants, gas turbines, asphalt and cement production, open flares and some new areas such as water treatment. With strong interest from industries in the UAE, MEC AS now has plans to take this technology to markets across the GCC. MEC AS deals globally with several companies in varied sectors such as land and marine transportation, gas turbines, open flare oil field production and coal burning industries. However, MEC AS officials believe that the biggest opportunity for increased fuel efficiency and reduced carbon emissions is with combustion engine manufacturers, who can now incorporate the technology into their manufacturing process. Currently, MEC AS has over 16,000 satisfied customers in Europe and the United States, average reported fuel savings of between 8% and 12% – in some cases more than 20%. The same technology can be adopted by industries and segments here in the Middle East.

January 2012

RESOURCES education

Desperately seeking digital marketing skills Traders in the region have begun to recognise the opportunities afforded by using digital marketing techniques to engage in meaningful two-way communication with existing and potential customers, build customer loyalty, brand visibility, as well as create demand for products and services in ways that are not possible with traditional marketing methods. David Carpenter, CEO of Digital Marketing Institute Middle East, explains how businesses can deal with the digital marketing skills shortage in the Middle East. In the last decade the internet has revolutionised the world. It continues to transform many peoples’ lives and also continues to transform how all businesses connect with customers. More people than ever have Internet access and they are spending as much time online as they are watching the television, reading or listening to the radio. People are consuming more and more digital content on a daily basis. Globally Internet users doubled between 2005 and 2010, and a third of all households now have internet access. While internet connection is getting faster, how people connect is also changing, it is anticipated that mobile internet usage will overtake desktop internet usage in 2015. A recent Forrester publication found that 77% of all retail sales are expected to be influenced by or made on the internet by 2012. More and more customers whether local, or global, research all purchases online. For businesses who are in the business-to-business 32

January 2012

(B2B) sector, Forrester also found that 89% of businesses use the internet to research and find potential vendors. The internet now has a growing impact not only on individuals and companies, but also on countries GDP. McKinsey recently published a report on the Internet as a global economy, where they examined 13 major markets, including the G8 countries, and offered a quantitative assessment of the internet, estimating it as an USD 8 trillion global economy, which accounted for 21% of GDP growth in the world’s largest economies over the last 5 years. Internet fundamentally changes the interaction between brands, retailers and consumers. Relations are more frequent, and especially demanding because of the diffuse array of points or channels of contact. Businesses need to go online because that is where their audience is and increasingly every market, segment and demographic is

going online. Businesses need to appreciate their customers are active and engaged on the Internet and the challenge for today’s businesses is to meet them there. In particular, social media has allowed marketers and companies to get close to their customers. Today, customers want immediate access to brands and their other customers through social media. According to recent figures the Middle East has approximately 75 million internet users. This represents approximately 32% of the population and represents a remarkable growth of almost 2000% since the year 2000. Given that the North American market has an internet penetration rate of over 78%, the Middle East will remain a strong growth market for internet penetration for the foreseeable future with resultant major implications for e-commerce and online business. Today’s global economy opens up increasing opportunities as well as competitive threats

ABOUT

David Carpenter has been based in Dubai for a number of years and is the CEO of the newly formed Digital Marketing Institute Middle East, which has recently launched the Professional Diploma in Digital Marketing in the UAE. The diploma will be rolled out throughout the region in 2012. David has held a number of senior positions in the IT certifications industry, including the position of Chief Executive of the ECDL Foundation, during which time he oversaw the development and growth of the ICDL programme from inception to global status. More recently he co-founded Q-Validus, an Irish based international certifications solutions provider. He has substantial experience in the certification industry and in the development of global partnerships and distribution networks. For further information contact mary@dmime.com or +971 4 454 0364 or visit: www.dmime.com.

for businesses in the Middle East. Global audiences are increasingly active online and businesses need to amend their marketing strategies accordingly in order to compete and prosper. According to a recent Cisco Report global e-commerce, including travel and auto purchases as well as online retail sales, will increase annually for the next four years and reach an estimated USD 1.4 trillion in 2015. Cisco estimates that while the USA, UK and Japan will account for more than half, or 53%, of e-commerce sales in 2015, e-commerce in countries such as, Spain, Brazil, China, Russia and Mexico will grow at rates of 26% or more annually through 2015. Currently over 50% of Americans and British buy online, with the UK’s per capita spend of USD 2,050 per annum being the highest in the world. Of the 75 million users in the Middle East, some 6% regularly buy online, a figure that is likely to grow substantially in the coming years. Cisco identified a number of key factors for an e-retailer in deciding which countries or regions it wants to sell or expand to. These

include the sophistication of the country’s or region’s e-commerce infrastructure, such as internet connection capabilities, delivery services and payment systems, as well as the use of local experts for merchandising and marketing purposes. In the current tough economic climate, a common factor in all markets is the continuing growth of the digital industry in both digital technology and digital marketing. More and more customers are going online and as a result companies are following their customers and moving resources online, now many are struggling to find skilled digital marketers to fill the positions. The Internet Advertising Bureau states that we are in the grips of an internet marketing skills shortage and in some departments shortages are as high as 50%. All segments and sectors are having trouble hiring the right people to direct the digital growth. The New York Times reports that even ad agencies are having trouble hiring the right people to fuel the new digital expansion. Gartner found in

Globally Internet users doubled between 2005 and 2010, and a third of all households now have internet access. While internet connection is getting faster, how people connect is also changing. It is anticipated that mobile internet usage will overtake desktop internet usage in 2015. People are spending as much time online as they are watching the television, reading or listening to the radio.

a recent study that 70% of senior marketing executives say that digital capability building is their companies “top priority”. Pew Research recently reported “insufficient skills to manage internally” as the biggest barrier for companies to engage in digital marketing. The growth in social media internationally, and particularly its influence and impact in the recent Arab Spring uprisings has clearly demonstrated to marketers the importance of these channels of communication. As a result marketers in the region have begun to recognise the opportunities afforded by using digital marketing techniques to engage in meaningful two-way communication with customers and potential customers. These techniques can be effective in terms of building customer loyalty, brand visibility, as well as creating demand for products and services in ways that are not possible with traditional marketing methods. A recent survey by Econsultancy showed a buoyant and rapidly expanding digital industry across the MENA region with companies spending on average 22% of their marketing budgets on digital. The survey also showed that companies in the region are still over reliant on traditional offline marketing channels, which is holding back investment in digital marketing. More importantly the survey found that a lack of training and education was a constraining factor in the development of the local digital industry. This is also borne out by local entrepreneurs operating in the space. For example, Samih Toucan of Jabbar Internet Group has stated that: “The main barriers to increasing the digital marketing January 2012

RESOURCES education

spend are education and research. Educating about the advantages of digital marketing in (interactivity, measurability, efficiency, and growing reach) should be done at all levels, universities and professional. By providing more research about digital spend, audience measurement, and the trends of digital content, consumers in the region will support the case for growing digital marketing budgets in all organisations that seek to reach and interact with a wider base of clients.” Warrick Godfrey of Cobone has also identified digital marketing education and training as an impediment to business growth stating that: “There is an increasing need and demand for local people to have digital marketing skills, particularly as businesses need local marketing experts to cater to language, cultural and local legislative issues. There is a skills gap in this space which will only widen in the absence of adequate training and education programs regionally.” The internet is continuing to change how companies do business and how they market their products and services. There are a wide range of skills needed for a business to successfully market online. In the Middle East there are vacancies for people with search engine optimisation, email marketing and paid search skills. These are only a few of the critical skills needed for successful digital strategy and implementation. A major driver for digital marketing is the ability to calculate return on investment. Never before have businesses been able to track where their target audience are, how best to reach them, and analysed their interaction with marketing campaigns and its resulting behaviour. There are a wide range of skills and tools which allow businesses to develop synergies, better integrate and be really targeted and effective in their marketing efforts. The real-world industry required marketing skills of today are very different to what continues to be traditionally taught in many business schools. New core skills are needed and the need for strategic and practical skills in areas such as digital strategy, the creating and implementing of digital plans using search engine optimisation, pay per click marketing, website analytics, email marketing, display advertising, mobile marketing and social media marketing are in growing demand. Businesses 34

January 2012

A recent survey by Econsultancy showed a buoyant and rapidly expanding digital industry across the MENA region with companies spending on average 22% of their marketing budgets on digital. The survey also showed that companies in the region are still over reliant on traditional offline marketing channels, which is holding back investment in digital marketing. More importantly the survey found that a lack of training and education was a constraining factor in the development of the local digital industry. This is also borne out by local entrepreneurs operating in the space. need to understand that they need to have the skills internally that will enable them to listen to their audience online, converse effectively by creating engaging and compelling content and be able to deliver the same effectively and consistently across numerous communication channels . Businesses of all sizes need to be aware of the skills and services that are required, while many may be outsourcing digital marketing or hiring the relevant skilled people to conduct digital marketing. It is important that businesses are familiar with the strategic implications of digital marketing and know what is required to effectively manage outside consultants and to develop suitable job specs and to manage any new hires. Businesses need to understand the varied levels of skills required and consider that in digital marketing there is a need for strategic thinking and implementation skills. It is important that someone not only has the skills to run analytic reports but also has the strategic ability to use and improve activity based on the analysis. Within the Middle East the trends already driving online business will continue to grow over the coming years, such as, greater broadband penetration, increased use of mobile marketing and mobile apps, as well as the growth of tablet adoption and a rapid increase in Arabic language content. All these will result in increased online customer activity with customers looking to be able to shop anytime and anywhere with high service quality and speed. All this will greatly increase

the number of businesses moving online in the Middle East, which, in turn, will require businesses to increasingly embrace digital marketing techniques. The current, global and regional, skills gap with experienced digital practitioners is set to worsen as the number of businesses going digital increases, more platforms and technologies are developed and more households get faster connections. Forrester’s Interactive Marketing Forecast projects digital marketing to triple in size over the next five years with a consequential rise in both the number and range of digital marketing vacancies available As a result of this rapid anticipated growth, there is a need to increase public awareness of digital marketing as a career and to promote education and training opportunities. It is essential that businesses understand the skills required and hire to get the correct skills. Marketing is changing at a rapid pace, and while the customer still remains the centre of attention there has been a fundamental change with customer interactions. This is why training and education in digital marketing needs to be grounded in practitioner-based training. Experienced digital marketers can give practical examples of what has worked and, just as importantly, what has not worked in the past. Great businesses will be the ones that succeed in grasping the benefits of digital marketing, the need to address the skills gap for the benefit of all businesses, customers and the continued economic development of the region is now.

TheMeat o

Resources how to

Export to survive Companies who want to increase their chances of survival have no choice but to export, says Dr Ashraf Mahate, Head of Export Market Intelligence at Dubai Exports, and Vice Chair of the Economic Policy Committee, Dubai Economic Department. shown that businesses that export tend to have a much higher survival rate than those who do not. The survival rate for exporting small-and-medium enterprises (SMEs), for instance, is 28% higher compared to non-exporting SMEs. Similar rates of reduced failure are also found in the case of service-based companies that export.

Foreign competition

Trading is important in the economies of all countries. This is more so the case in Dubai where, according to the Dubai Statistics Centre, the wholesale and retail trade sector accounts for a third of its GDP. In 2010 Dubaiâ&#x20AC;&#x2122;s economy expanded by 2.8% to AED 293.6 billion (USD 79.9 billion) in real terms, faster than previously expected, data from the Dubai Statistics Centre showed. This was driven primarily by growth in trade. At the same time, the wholesale and retail trade sector too rose by 4.5%. Although trading tends to be the backbone of almost all countries, companies still tend to shy away from exporting. This is an interesting anomaly, bearing in mind that a large level of academic and professional research has 36

January 2012

Companies who want to increase their chances of survival have no choice but to export. The reason for this is that even if they decide not to export, it does not mean that foreign firms will not penetrate their domestic market â&#x20AC;&#x201C; what with a greater move towards globalisation and trade liberalisation. The inflow of foreign firms into the domestic market has been eased due to a reduction in trade costs. For instance, the average sea freight costs are now less than half of what they used to be only two decades ago. In the case of air freight, the fall in prices is far greater, with current prices less than 8% of 1955 levels (in real terms). All this has led to an increase in import competition. The obvious result has been that businesses that are focused purely on their domestic market have fared the worst, with a substantially higher probability of closure. From a macroeconomic perspective, the survival of private enterprises has a major impact on GDP and employment. Due to their entrepreneurial ability, such businesses are not only able to create employment much faster than larger firms, but they also tend to shed staff quicker due to their relatively high

failure rate. Business disturbances of this nature can simply make matters worse and substantially reduce the rate of enterprise survival, if they are merely connected with firms of their own size and region. Therefore, it is not surprising that government programmes such as those offered by the Dubai Exports (www. dedc.gov.ae), seek to promote export activity. These programmes are designed so that all companies, even small companies with their limited resources, are better equipped to enter and become competitive in new and unknown markets despite higher levels of uncertainty and competition.

The benefits of exporting

Exporting offers a company numerous benefits and opportunities in a global marketplace. The massive restructuring of political boundaries, the opening of new consumer markets, historic trade agreements, abolition of quotas, and the World Trade Organisation (WTO) have created unprecedented opportunities for businesses to export. There has never been a more opportune time for companies to capitalise on these market shifts. Here are some of the reasons why firms may wish to export: ll Increase in sales and profits: If a firm is performing well domestically, expansion into foreign markets is likely to improve its profits. ll Gain global market share: By exporting, a firm will learn from its competitors â&#x20AC;&#x201C; their strategies and what they have done to gain a share in foreign markets. ll Reduce the level of dependence on existing domestic markets: By

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expanding into foreign markets, a firm will increase its market base, and reduce its dependence on local customers. ll Offset market fluctuations: By tapping into global markets, firms are no longer held captive by economic changes, varying consumer demand, and seasonal fluctuations within the domestic economy. ll To make use of excess production capacity: Exporting can increase the utilisation of production capacity and length of production runs, thereby reducing average unit costs, and achieving economies of scale. ll Enhance competitiveness: Exporting enhances a firm’s and a country’s competitive outlook. While the firm will benefit from exposure to new technologies, methods and processes; the country will benefit from an improved balance of trade.

The way forward

The common reasons given by companies, especially those with smaller businesses, for their reluctance to export tend to be fears of customer acceptance of their products or services, regulatory obstacles at the point of entry and exit, non-availability of working capital, perceived uncertainties in obtaining due payments, insufficient manpower to take on additional tasks and lack of knowledge of exporting or global opportunities. Although, these reasons may be valid, they do not necessarily imply that a smaller business cannot export. These problems certainly impose challenges, but they are not new and insurmountable. For instance, the issue of not being able to obtain the payment can be resolved through purchasing export credit insurance, which in the UAE is available from the Export Credit Insurance Company of the Emirates (www.ecie.ae). The natural question arises as to how companies should embark on the journey towards exporting. Of course, the first step should be to approach government agencies, such as Dubai Exports, who

Dr. Ashraf Mahate is the Head of Export Market Intelligence at Dubai Exports, which is an agency of the Dubai Economic Department. Dr. Mahate is also the Vice Chair of the Economic Policy Committee with the Dubai Economic Department. He has written a number of journal articles and book chapters, as well as edited books in the areas of economics, finance and banking. He has also presented papers at major international conferences. Dr. Mahate has provided extensive consultancy services to various organisations in the areas of banking, economics and finance. He has been a director of a number of companies including a venture capital company and a private equity fund. Dr. Mahate received his doctorate from Cass City University Business School in London (UK) which was ranked by the Financial Times newspaper as the twelfth best university in the world for finance. He read Economics at University College London, followed by a Masters in International Economics and Banking at the University of Wales in Cardiff. Dr. Mahate is a professional educator and received his training at the Institute of Education (University of London). He is a member of the Chartered Institute of Managers (UK) and a Member of the Institute of Commercial Management (UK). He is also a member of the Association of Certified Anti-Money Laundering Specialists (ACAMS). For more information on Dubai Exports, please visit: www.dedc.gov.ae.

have the experience, as well as the export assistance programmes and international network to facilitate the company in their overseas activities. Alongside this, businesses need to think about their objectives in terms of: ll What products to export ll Where to export ll How to export The lack of a definite set of goals or objectives will lead to a dissipation of efforts in the wrong direction and a waste of resources. The objectives need to be realistic, should take into account the existing situation of the market, the exporter’s position in the market and competition. The objectives should neither be too ambitious nor too modest. They should not be modified constantly if the same is not attained in the target period. But efforts should be intensified or resources redirected effectively to attain an objective in time. Understanding the export objectives will also allow the company to identify its unique selling properties and how it can add value to the foreign buyer, who may be very different from the domestic customer. This process will also allow one to correctly identify potential customers and their decision-making process. A subsequent stage could be that the

senior manager or owner of the company could visit the country or market in question, to get a firsthand understanding of the market and possible hurdles they may face, as well as how best to deal with them. Such market visits are usually carried out as part of international exhibitions or trade missions, which are also often organised by government agencies. An important aspect of such activities is the “matchmaking” process whereby the domestic firm is paired with foreign buyers and/or distributors. Such type of matchmaking activities reduce the time and resources that a company needs to spend on finding suitable buyers or partners. In order to ease the process of exporting, businesses would do well to find out about the general socio-economic aspects of the country – including cultural, language and regulatory issues. Like most things in life, the first few attempts are the most difficult, after which a company becomes quite accustomed to exporting. Research has shown that after the first successes, they soon extend the number of markets that they service. Today, business is truly beyond borders and, sooner or later, you will have to step out of your comfort zone. January 2012

trade talk interview

Oman’s rise to the top Faris Nasser Al Farsi, Acting Director General of Export Development at PAIPED, discusses the trade opportunities, challenges, sectors and trends for exporters and importers in the Middle East region, in particular Dubai, while also highlighting why using this region as a trade hub makes sense. Can you tell us about the Public Authority for Investment Promotion and Export Development (PAIPED) and elaborate on its short-, medium- and long-term strategy to increase non-oil exports from Oman?

What services does PAIPED provide to help firms become successful in foreign markets? Are these services available to only Omani-owned companies? What are the requirements for exporters to avail of these services?

Opened in January 1997, and originally known as the Omani Centre for Investment Development and Export Development, PAIPED has recently been re-named, and is a government-run authority established by Royal Decree. PAIPED’s work focuses on the investment promotion and export development of Oman and provides a range of services to both the private and public sector. In this regard, PAIPED’s four main activities include: ll Presenting Oman as an investment destination and as a source of quality products ll Investment promotion, facilitation and development ll Export market entry studies and export strategy ll General trade information The Directorate General of Export Development (DGED) has developed a strategy to develop non-oil exports of Omani origin. This strategy identifies Omani products for export, targets new markets and identifies the short-, medium- and long-term strategy for them.

To help domestic firms achieve their commercial goals, PAIPED runs a diverse range of domestic and international marketing, communication and PR activities. These include seminars, matchmaking sessions, an exporter working group, export and investment missions, participation in trade delegations and international exhibitions, market studies, hosting international buyers, and also creating the Oman TradeMap – a trade information database. All these services are provided free-ofcharge. The DGED pays particular attention to industrial sectoral studies in marketing and promotion, as these play a key role in increasing Oman’s exports. The following are recent studies undertaken by the DGED: ll Strategy for the development of non-oil Omani-origin exports ll Study on Free Trade Agreement between Oman and India ll Trade report between the Sultanate and other countries ll Market entry strategy study for Omani copper in India ll Market entry strategy for export of Omani dates to India

About Faris Nasser Al Farsi, who is the Acting Director General of Export Development at PAIPED, has 11 years of experience in business development, interacting with government, non-government agencies and more than 200 Omani exporters. At PAIPED he has assisted with export and trade promotion, SME development, country-specific and sector-specific export strategy formulation, as well as business development services (BDS). Al Farsi has also assisted private enterprises and SMEs in identifying, expanding and diversifying their markets through various tools.

January 2012

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ll Market study on fish exports to Asian markets ll Study to market Omani products internationally through international companies in Dubai ll Product market studies for Yemen, Kenya, Tanzania, Zanzibar, Iran, Syria, Sudan, Libya and India In association with the International Trade Centre (ITC), Geneva, PAIPED has created the Oman TradeMap - a trade information database that provides indicators for monitoring and benchmarking Oman’s export performance, identifying potential markets, product diversification and assessing the role of competitors in international markets. Also in partnership with ITC, PAIPED published the Trade Secrets Document of the Sultanate of Oman. The publication provides a comprehensive overview of export transactions from an operational point of view, featuring 148 frequently asked questions (FAQs) regarding the export process for which answers are not easily found. It includes the ‘Export Answer Book’ for SME exporters, which is a unique, practical, result-based reference guide designed specifically for small businesses engaged in exporting products or services. The Trade Secrets Document is also available on www.ociped.com. Oman is the first country in the GCC to publish such a document. The Generalised System of Preferences (GSP), which is essentially a preferential tariff system, provides advantages to developing countries by enabling qualifying products to enter markets of donor countries at reduced or totally eliminated rates of duty, and thus at more competitive prices. PAIPED, in co-ordination with the United Nations Conference on Trade and Development (UNCTAD), has compiled a website with

Public Authority for Investment Promotion and Export Development (PAIPED), formerly known as the Omani Centre for Investment Development and Export Development (OCIPED), was established by a Royal Decree of the Sultanate of Oman. PAIPED is a government organisation set up with the objective of attracting foreign investment into Oman and promoting non-oil Omani origin exports from the Sultanate of Oman. The organisation has been developing an export strategy for Oman, every year, since 1999. PAIPED has also identified thrust products and target markets, while also conducting market studies in these target markets. This has resulted in substantial export development to these markets. In fact, manufactured exports from Oman have increased to RO 2.4 billion in 2010 from RO 193 million in 1998. For more information, please visit: www.ociped.com.

GSP data and this is also available on PAIPED’s website. PAIPED works very closely with domestic exporters and runs an annual visit program to Omani manufacturers, which helps identify any export problems or obstacles encountered by domestic companies. The field visits also give PAIPED an opportunity to brief local exporters on PAIPED-led activities and services. In line with the DGED’s export strategy a number of key markets have been identified for local exporters and these include: Yemen, India, Iraq, Kenya, Tanzania, Algeria, Jordon, Syria, Iran, Sudan, Libya, the US and the EU. PAIPED has also identified importers of Omani products in these countries and has invited them to visit the Sultanate. In this regard, PAIPED organises regular matchmaking meetings which link Omani exporters with international importers. On the international front, PAIPED has 42 overseas representatives – all actively involved in promoting Oman’s investment

projects and attracting foreign investment. The representative offices also promote Omani products and seek to find new market opportunities for Oman-made products and services.

What types of services does PAIPED offer to foreign firms looking to enter Oman?

PAIPED provides a variety of services to foreign investors which include: ll Providing information on Oman’s investment climate, laws, procedures, project specific information, as well as introducing international investors to potential local partners. ll Designing visit programs and matchmaking meetings for foreign investors. ll Assisting with obtaining government approvals. ll Reviewing project proposals prepared by investors and advising on an appropriate entry strategy for operations set-up. ll Assisting domestic investors to identify potential foreign partners.

PAIPED published the Trade Secrets Document of the Sultanate of Oman, making Oman the first country in the GCC to put out such a document. The publication provides a comprehensive overview of export transactions from an operational point of view, featuring frequently asked questions regarding the export process for which answers are not easily found.

January 2012

trade talk interview

Does PAIPED focus on certain key sectors and countries and, if so, why and how is this carried out? PAIPED developed an Investment Promotion Strategy for Oman in February 2009. The strategy identified 10 priority sectors and 26 target markets for attracting investment. The selection of priority sectors was based on various internal and external factors, including an assessment of activities regarding economic and investment performance, as well global and regional trends; the suitability of activities for attracting investment; Oman’s competitive strengths; compatibility with trade and investment agreements; and opportunities and synergy with the strategic development goals of Oman. The priority sectors are: ll Tourism ll ICT (Information and Communication Technology) ll Alternative energy ll Financial services ll Marine ll Professional services ll Automotive ll Chemicals and pharmaceuticals ll Metals ll Plastics The selection of target countries was based on a number of factors including the level of sector activity within countries, such as the number of companies present there, the level of FDI outflows from that country and the degree of cultural, historic, economic, trade and investment linkages between Oman and the potential target country. A total of 26 countries have been identified as providing the greatest potential for successful investment promotion. PAIPED plans to update its Investment

Promotion Strategy in 2013 and take into consideration the development plans of the 8th Five Year Development Plan and other criteria.

Does PAIPED have any plans to establish an import and export bank to assist exporters? If yes, then what is the rationale behind this? In this regard, Oman Development Bank and the Export Credit Guarantee Agency of Oman play a crucial role in helping PAIPED achieve its inward investment and export development agenda.

What do you consider as the major accomplishments of PAIPED? From its establishment in 1996, PAIPED has been a critical player in Oman’s drive towards economic diversification. The recent Royal Decree that further elevated PAIPED’s standing not only signaled renewed government commitment to boosting investment in Oman’s economy and trade in non-oil exports, but also demonstrated PAIPED’s pivotal role in the fulfillment of both these strategic objectives.

What key plans does OCIPED have over the next 5 to 10 years?

Oman saw the value of its non-oil exports rise to RO 2.448 billion in 2010, a jump of 32.4% over the previous year. This success is in line with PAIPED’s export strategy which identified thrust products and target markets for 2006-10. Non-oil exports have increased significantly in Oman. Minerals were up 52.8% in 2009, chemical products reached RO 709 million, a rise of 129.6% from the previous 12 months, and live animals and associated products grew by 27% in 2009.

In association with the International Trade Centre (ITC), PAIPED has created the Oman TradeMap - a trade information database that provides indicators for monitoring and benchmarking Oman’s export performance, identifying potential markets, product diversification and assessing the role of competitors in international markets.

January 2012

The 2010 non-oil export figures clearly demonstrate that Omani exporters are moving in the right direction and that efforts in helping domestic exporters find business in emerging markets such as Yemen, Kenya, Tanzania, Syria, Sudan, Iran, Libya and India are paying dividends. With regard to more mature markets, PAIPED has been helping domestic companies participate at major international trade shows in the US and Europe. It has also been encouraging Omani exporters to take advantage of the Oman-US Free Trade Agreement which has seen Oman’s non-oil exports to the US hit RO 109.6 million in 2010 versus RO 68.3 million in 2009. This is an increase of 60.5%, an outstanding achievement. The authority is also focusing on the growing Indian market, by carrying out market research, followed by a seminar on ‘Exporting to India’ held at Muscat in December 2010. PAIPED is playing an important role in facilitating the re-orientation of exports towards emerging markets like India and removing any regulatory barriers for Omani companies that wish to break into these countries by developing strong relationships with their governments. In this regard, Oman witnessed non-oil Omani exports to India grow by 47.5% in 2010. In brief, PAIPED’s efforts are paying dividends and given the progress it fully expects to hit the 2020 export target of RO 6.2 billion.

What are main sectors and industries that are attracting foreign investment to Oman?

Based on government statistics, manufacturing, financial services, and oil and gas are the main sectors that attracted foreign direct investment (FDI) in 2009. Other noteworthy sectors include realestate, trade, transport, construction, hotels, restaurants and electricity. Oman’s Vision 2020 target is to increase the GDP contribution of non-oil to 81% and reduce the contribution of the oil and gas sector to 19%. In conjunction with domestic and international partners, PAIPED will play a critical role in achieving these important targets.

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The regionâ&#x20AC;&#x2122;s largest heavy equipment exhibition The Construction Machinery Show will be the largest heavy construction machinery event in the region. There will be a wide variety of products on show ranging from heavy equipment to machinery and generators including service providers. There are plans of a live auction and demonstration area for visitors to get a real idea of the capabilities of the equipment. This event is dedicated to the construction machinery sector and will provide an invaluable platform for customers in the Arab world bringing manufacturers, distributors and buyers together. In 2012 the Construction Machinery Show will be co-located with the Saudi Building & Interiors Exhibition. SBIE is an ideal business platform to find out about the latest building and interiors industry developments, assess the competition and network with specialist contractors, equipment and material suppliers, as well as solution providers. We will be in Jeddah next April. Will you?

Find out more. Visit www.constructionmachineryshow.com The Construction Machinery Show and Construction Machinery Middle East and their entities are registered trademarks. The Construction Machinery Show is held alongside the Saudi Building and Interiors Exhibition under the patronage of the Saudi Ministry of Municipal and Rural Affairs. ÂŠ 2011 CPI Limited. All rights reserved.

ORGANISED BY

trade talk trade secrets

Bleak outlook for exporters In order to understand how the exporting community has fared in the last quarter and to gauge their expectations for the next three months, Tickbox Surveys Middle East and Trade and Export Middle East conducted the Exporter Performance and Expectations Survey. Read on for the surprising results. The recent Exporter Performance and Expectations Survey has revealed that the exporting community has experienced a very difficult last quarter. The results show that 38% of exporters experienced a moderate fall in their profitability, while not a single firm saw any improvement. Half the sample surveyed found that their profitability from export-related activities remained about the same compared with the previous quarter. Unfortunately, there are no real signs of improvement in the next quarter as 63% of firms expect export profitability to fall in the first quarter of the next year. In fact, half the sample surveyed felt that their export profits will be negatively impacted in the first quarter of next year to a moderate extent. A further 13% of the respondents were of the opinion that their export

The sample for the survey were the readers of Trade and Export Middle East magazine. The survey was sent to readers between 15th October and 15th November 2011. The advantage of using the Trade and Export readership was that it focused on the core segment i.e. exporters and

those involved in facilitating international trade across all sectors and industries. The sample was done across the UAE and included firms in the free zones, as well as those in non free zone areas. The unique aspect of this survey sample is that it includes exporters of both goods and

January 2012

profits would decline substantially in the next quarter. These expectations are consistent with the general view of an expected downturn in global trade as a result of an economically difficult period ahead, especially for the major trading partners. The single most important trading partner for the UAE is India which represents about two-thirds of the value of exports. Recent forecasts show that Indiaâ&#x20AC;&#x2122;s growth is due to fall to a little over 7.2%. With an expected fall in the growth of India, the level of its imports from the UAE will surely fall. India is by no means an exception and the OECD has cut the forecasts for economic growth for a number of major economies many of whom are important trading partners for the UAE.

services. The aim of the survey was to provide readers with a snapshot of the current experience and perceptions of firms in the exporting sector. As such it is hoped that the survey will also help exporters in their business decision-making process and allow them to understand

what is happening in the wider sector in which they operate. Each quarter Tickbox Surveys Middle East and Trade and Export Middle East magazine will conduct surveys regarding different aspects of the sector. To obtain a list of future surveys or contribute ideas please visit www.tickboxsurveys.com.

Actual and Expectations of ProďŹ tability from Exports

50%

Expectations for Q1 2012 Actual Q4 2011

40% 30% 20% 10% 0%

Improve Substationally

Improve Moderately

About the Same

Fail Moderately

Fail Substationally

The Exporter Performance and sample see no real change in their level of half the sample surveyed reported an Expectations Survey sought to find out if domestic sales. increase in international sales, while the domestic sales had increased inActual the last Experience Interestingly, while firms have reported remaining half was equally split between and Expectations from International Sales quarter in order to cover any gaps created a fall in profitability from overseas sales, constant level of international sales and by overseas sales. The survey found it appears that the sales may have actually aExpectations moderate decline. for Q1The 2012expectations for Actual 2011 are not much removed that in the last quarter 63% of firms increased. This leads us to believe that the nextQ4 quarter experienced a moderate fall in domestic firms have been able to secure higher from the current state. It is interesting sales, while 25% of firms experienced sales through price cuts and a reduction to note that as far as expectations are no change. On a positive front, 13% of in profits. The Exporter Performance concerned there is a drop in the number firms actually experienced a substantial and Expectations Survey found that of firms foreseeing an increase in sales. increase in domestic sales. It appears that the domestic business landscape is mixed, with a number of firms performing poorly and, to some extent, this is matched by other firms whose performance has improved substantially. It appears that the service sector is performing rather well, largely because it is more flexible towards customer needs and does not have the hangover of dealing with Improve Improve About Fail Fail inventory etc. Substationally Moderately the Same Moderately Substationally In the next quarter, most exporters expect to fare rather badly with 75% of firms anticipating a decline. In fact, 50% of the sample surveyed expected domestic sales to decline substantially and a further 25% foresee a moderate fall in home sales. The remaining 25% of the

50% 40% 30% 20% 10% 0%

There are no real signs of improvement in the next quarter as 63% of firms expect export profitability to fall in the first quarter of the next year. In fact, half the sample surveyed felt that their export profits will be negatively impacted in the first quarter of next year to a moderate extent. A further 13% of the respondents were of the opinion that their export profits would decline substantially in the next quarter.

January 2012

trade talk trade secrets

Actual Experience and Expectations from International Sales

50%

Expectations for Q1 2012 Actual Q4 2011

40% 30% 20% 10% 0%

Improve Substationally

International leads are a measure of future sales and hence firms need to ensure that they have a sufficient level of work in the pipeline. The results from the survey show that the level of leads from overseas customers fell for half the sample. The remaining half of the sample was equally split between no change and a growth in international leads. Three quarters of the sample see the same level of international leads to take place in the next quarter and only a quarter see any prospect of growth. The results from the Exporter Performance and Expectations survey leads us to believe

Improve Moderately

About the Same

Fail Moderately

that the exporting community foresees a very challenging first quarter for next year both at home and in the overseas markets. In terms of developing responses to the current and expected situations, the survey found that the vast bulk of companies expected to reduce their costs. The survey did not determine how this would be achieved, but one can assume that it will be through cutting out any â&#x20AC;&#x2DC;fatâ&#x20AC;&#x2122; within the organisation, as well as looking for more value enhancing suppliers. The second most popular export strategy which firms stated that they intend to

These expectations are consistent with the general view of an expected downturn in global trade as a result of an economically difficult period ahead, especially for the major trading partners. The single most important trading partner for the UAE is India which represents about two-thirds of the value of exports. Recent forecasts show that Indiaâ&#x20AC;&#x2122;s growth is due to fall to a little over 7.2%, which will negatively impact the level of its imports from the UAE.

January 2012

Fail Substationally

use in the next quarter is to raise prices. It appears that in the current year firms have sought to absorb cost increases in the hope of winning more export business. However, with a prolonged expected period of international economic uncertainty, firms feel that they need to raise prices to ensure their own survival. In terms of developing an operational or export strategy, the respondents in the survey stated that the most common strategy is to use the existing portfolio of products and services to enter new markets. This leads us to believe that firms are not willing to take major risks in new product development. Instead firms are more willing to use a portfolio of products which have already been sold to some countries and hence they have gone through a process of meeting external requirements, packaging changes etc. This strategy tends to be low risk in that any production of these products if not sold in one market can be sold in another. At the same time increasing the volume allows the company to benefit from economies of scale. Third, fully exploiting the current portfolio of products leads to turning them into cash cows, that is low investment with high returns.

JOIN OUR ROAD TO GLOBAL GROWTH

Date: December 3 to 6, 2012 Location: Riyadh, Saudi Arabia

Date: July 17 to 19, 2012 Location: Midrand, South Africa

Date: April 30 to May 3, 2012 Location: Doha, Qatar

Date: November 19 to 22, 2012 Location: Paris, France

For further details of these and other exhibitions, contact: Dubai Exports T: +971 4 4455 333 E: Khalid.almansoori@dedc.gov.ae W: www.dedc.gov.ae

Date: October 21 to 25, 2012 Location: Paris, France

Date: March 26 to 29, 2012 Location: Barcelona, Spain

Focus industry insights

Shout print for success The printing industry plays a very important role in the national economy, contributing significantly to the Gross Domestic Product (GDP) of the UAE. Despite the slowdown in 2009, the demand for printing has been increasing throughout the 2000’s, with growth in the range of 200% in the last decade, as well as positive growth in 2010-11. Trade and Export Middle East explores the printing industry by talking to industry leaders from Xerox Emirates, a printing company specialising in document management, technology and consulting services, as well as Printing and Publishing Group. Andrew Hurt,

General Manager, Xerox Emirates

What kind of local companies and sectors is Xerox Emirates looking to partner with?

Are there any expansion plans from the current streams of office, production and global services for Xerox Emirates?

Xerox Emirates is currently looking for partners in the sectors of technology and services. Our partners typically have access to a specific type of industry, like technology distribution, business process outsourcing or managed print services, or cater to the types of clients we presently do not deal with.

We are always looking at new avenues of growth and expansion in our product and service portfolios. We are quite diversified in our product and service offerings, with products from managed print services and business process outsourcing for various industry sectors

What new partners is the company tying up with?

We have different partnership agreements for different sectors. For instance, Trigon is our channel partner, and we’ve partnered with Seven Seas and Alpha Data as system integrators.

Why is Heidelberg involved in PPG and continuously sponsoring DIPA? Heidelberg sees massive potential of printing techniques in the Middle East. Our commitment to the printing industry is to promote quality and repeatability of high standards, and therefore we sponsor DIPA to further encourage printers, especially to compete on an international level. In the sixth year of our gold sponsorship this year, we noticed tremendous development in terms of techniques and quality of printing. I can gladly and proudly say that printers from the region are reaching new levels using hi-tech innovations that put them at par with the rest of the world. DIPA is a successful medium that has enabled the print industry in the Middle East to come to the forefront worldwide. 46

January 2012

What do you see as the company’s key milestones?

Some of our key milestones are receiving the ISO Certification, the Dubai Quality Award for 2005 and the Sheikh Khalifa Award for Excellence. A more recent business milestone is having aligned our account management with our channel partners, as well as completely upgrading the company’s operational infrastructure by moving to our new facility at the International Media Production Zone (IMPZ).

What kind of revenues has Xerox Emirates seen for 2010, and year-to-date 2011? Xerox Emirates has seen consistent double digit growth. In 2010, our growth was in high double digits. As a result of a stronger product and service portfolio, as well as service excellence, we are expecting the same in 2011.

What revenues do you project for 2012?

Since we have been growing aggressively in the past few years, we don’t see a reason to slow down. Therefore, our growth projections for 2012 are in line with our figures in 2010 and 2011, if not more.

ABOUT

As one of the largest worldwide diversified business process outsourcing company, how do see this industry growing for the Middle East, and the UAE in particular? Business process outsourcing has huge growth potential in the UAE. Unlike the West, organisations and government bodies here have paper-based processes, giving us a great opportunity to manage their processes.

Has the company identified any key opportunities to help it diversify from the current offerings of education, transportation, communication, healthcare, government, financial services, manufacturing, consumer goods and retail? We are constantly looking for growth opportunities in different sectors. We are on the lookout for new partners who can help us tap into new sectors or even attract new clients who we are currently not servicing.

The company has R&D centres in the US, Canada, India and Europe. Any plans to open such a centre here? At this point we do not have any plans of opening R&D centres in the Middle East.

Andrew Hurt is the General Manager (GM) for Xerox Emirates and was appointed to this position in January 2004. As a GM, Andrew’s primary role is to expand the company’s operations to address the needs of all businesses in the Emirates and develop the company’s partnerships across the country. Over the years he has also developed an expansion strategy for the three main streams within Xerox Corporation which comprises of office, production and global services. Since his appointment, Andrew has successfully grown overall revenues, with Xerox Emirates posting a 30% year-on-year growth over the last three consecutive years, and also achieving several milestones, including the prestigious Dubai Quality Award for 2005, as well as the Sheikh Khalifa Award for Excellence. Andrew has also successfully rolled out the Xerox Lean Six Sigma throughout the company and has already achieved the Green Belt certification. Andrew joined Xerox in 1987 at its UK operations on a graduate recruitment program and commenced his career as a Marketing Executive for Xerox Engineering Systems (XES), the division responsible for Xerox’s wide format business in the UK. After serving in various roles in the field of sales and marketing, he went on to become the Marketing Manager of Xerox Engineering Systems, UK in 1994. He then joined Xerox Middle East and Africa and moved to Dubai, UAE to develop and expand the XES business in the Middle East. Prior to his current appointment, Andrew was the Sales Operations Manager for Xerox Emirates from 1998–2003. Xerox Emirates Established in 1985, Xerox Emirates is a joint venture between the Mohamed Hareb Al Otaiba Group and Xerox Limited, and markets its range of innovative document management products, applications and solutions throughout the UAE. The company’s product portfolio includes high-end digital production publishing and printing systems, networked digital multi-functional office devices, a complete range of production and office colour solutions, as well as laser printers and fax machines. The focus on business excellence was recognised in 1996 and 2005 by the Government of Dubai when the company was presented with the Dubai Quality Award, as well as the Sheikh Khalifa Award in 2006. Xerox Emirates is also ISO 9001:2000 certified for the Quality Management System which supports the service and logistics operations. Xerox Emirates continues to be the market leader in technology, document management and consulting services that improve customer’s work processes and business results. For further information on Xerox Emirates, please visit: www.xeroxuae.com.

What products and services does the company currently provide in the UAE, and are there any new products and services that the company isplanning to introduce? Our current product and service offering include: ll Office offerings ll Channel ll Enterprise ll Graphic services ll Service offerings ll Managed print services and document management ll Business process outsourcing We are looking to expand our product and service portfolio by strategically partnering with value-added partners and system integrators.

Xerox Emirates has seen consistent double digit growth. In 2010, our growth was in high double digits. As a result of a stronger product and service portfolio, as well as service excellence, we are expecting the same in 2011.

What are the total number of employees in the UAE, and do you have any plans to hire? Xerox Emirates currently employs over 300 people in UAE. We are seeking and hiring new talent to ensure service delivery to our clients.

How do you view the current economic global scenario and what impact will this have on your company and the industry? We have all witnessed unprecedented economic times in the past few years. The reason why this had a limited impact on our business is because we educated our clients on how Xerox Emirates’ products and service solutions could help them reduce costs and increase efficiencies.

Who do you identify as your main competitors in the Middle East market, and how do you plan to compete with them?

Xerox is one of the industry leaders in document management, managed print services and business process outsourcing. We were placed way above our competitors in the Gartner’s Magic Quadrant. January 2012

Focus industry insights

What is the logistics business model that the company deploys for this region?

Mazen Wafic El-Tibi, Board Member and Director

We make sure that we have enough stock to minimise our clientsâ&#x20AC;&#x2122; break fix time, by keeping significant quantities of equipment and consumable stocks at our warehouse in IMPZ.

of Sales and Marketing,

We do not manufacture anything locally or re-export out of the UAE.

The main objective of PPG is to have a common platform where regional members can exchange ideas and solutions for issues facing the industry. The Group also aims to bring increased awareness in terms of innovation and technology to the printing industry.

Do you manufacture/ export/ re-export any products from this region?

Why did you choose to enter the Middle East?

The decision to enter the Middle East was taken in 1985, when Xerox Corp partnered with Mohamed Hareb Al Otaiba Group.

January 2012

Heidelberg Middle East FZCO

What were the main objectives for launching the Printing and Publishing Group (PPG) and do you think the Group has achieved those goals?

What do you think is the biggest achievement of the Group? PPG considers one of its biggest achievements to be its organisation of the Dubai International Print Award (DIPA). The event started as an initiative to offer companies operating in UAEâ&#x20AC;&#x2122;s printing industry the first

recognised benchmark of quality, and covers various categories with respect to management efficiency and contemporary technological advancements. DIPA has put the Gulf printing industry on the world map.

PPG serves as a voice representing the printing and publishing sector, and providing companies a platform to discuss the common issues facing the industry. What have been the most pertinent issues facing this industry and companies based in the Middle East? The printing industry has faced a difficult time in the last three years, specifically with regard to the commercial sector. During this period PPG supported printers with a series of seminars to address productivity and profitability.

MON

TUE

WED

THUR

Five cities in five days?

FRI

ABOUT Mazen Wafic El-Tibi is currently a Board Member and Sales and Marketing Director, at Heidelberg Middle East FZCO. In 1981, El-Tibi worked as a legal coordinator with Dumez Batiment for foreign projects. He then joined Coates Brothers Plc UK in 1983. In 1988, he moved to Linotype International Sales in the UK, and six years later was appointed as the area sales manager at Heidelberg Druckmaschinen AGâ&#x20AC;&#x2122;s Sheetfed division. El-Tibi holds a BA honours degree, and a diploma in printing and business management.

How developed is the UAE and Middle East in the spectrum of printing and its allied industries? What can be done to further enhance this development? With respect to printing and its allied industries, the UAE and Middle East have witnessed fast development. The industry players have placed orders for highly technical equipment, especially in the last five years, reduced the time period for return on investment, while also improving quality and productivity.

What kind of growth do you anticipate for the printing industry in the UAE for the shortterm and long-term?

Overall, the printing industry growth will be dependent on the general economic growth of the region. Printing is segmented into three verticals: commercial printing, packaging and label printing. With regard to commercial printing, which is related to advertising and events, growth will be slower with some positive movement. On the other hand, although packaging and label printing do not represent a big percentage of growth worldwide, the two segments have shown steady growth of around 5% in the last 3 years, and we anticipate further considerable growth in the next five to eight years.

What key advancements has the printing industry seen in the UAE and Middle East? The main key advancement that printers are focusing on is enhanced awareness and expertise, specifically in the educational requirements for operators training to handle new technologies, innovations and printing techniques on todayâ&#x20AC;&#x2122;s highly configured machines.

January 2012

Printing and Publishing Group (PPG) was established under the auspices of Dubai Chamber as part of its effort to streamline growth of different business sectors. By bringing together individual business establishments to function as a group, the aim was to oversee challenges and opportunities faced by a particular sector. In this context, PPG was established in 2003 to function as a voice representing the printing and publishing sector, and act as a platform to discuss common issues facing our industry. PPG aims to encourage the industry to flourish and expand globally, while making UAE one of the most advanced countries in the spectrum of printing and its allied industries.

Who are the key local players in the printing industry? Who among these players do you think is best poised to enter the global arena with their products and services? Printers who have invested in state-ofthe-art equipment, or in educating their personnel, or had previous international business expertise, will all be able to enter the global arena with their products and services. DIPA has been encouraging local printers to reach a higher standard and quality of printing, to enable them to export to various parts of the world.

Which global players are looking to enter the UAE and Middle East? What are the factors that make this region attractive to foreign investors? Accessibility, communication and profitability are the key factors that make the region attractive to foreign investors.

How developed is the trading activity (imports, re-exports and

exports) for the printing industry in the UAE and Middle East? Trading activity is not yet fully developed in this region, as printing is a fragmented industry run by individual printing houses. Also, there is no single organisation that promotes print exports to other regions.

What are the key challenges faced by this sector?

The key challenges are rising manufacturing costs that will put tremendous pressure on printers to compete in the local and export market.

What are the key opportunities faced by this sector?

The printing sector can tap into special application jobs, as majority of the installed printing equipment can handle such requirements. This also helps companies, in both the packaging and commercial sectors, set itself apart from general normal applications. There is also an opportunity to export to regions facing high production costs and economic downturn.

With respect to printing and its allied industries, the UAE and Middle East have witnessed fast development. The industry players have placed orders for highly technical equipment, especially in the last five years, reduced the time period for return on investment, while also improving quality and productivity.

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Focus commodity watch

Commodity prices snapshot Crude oil, gold, silver and natural gas prices witnessed bearish trends for most of the month of December, says Reem Aboul Hosn, Senior Financial Analyst at Zawya. The Federal Open Market Committee meeting (FOMC), as well as the depreciation of major currencies like the Euro and Australian Dollar against the US Dollar were the major contributing factors that pushed prices down.

NATURAL GAS

Natural gas futures witnessed the worst month of the year â&#x20AC;&#x201C; a 16% decrease month-on-month â&#x20AC;&#x201C; with prices dipping to below USD 3.00 PER MMBtu on 30th December, the lowest level in more than two years. It is worth noting that the steep drop in prices affected suppliers of gas producers and pushed inventory to high levels.

BRENT

Crude oil prices traded at a month high on 1st December, at USD 111.04 per barrel, and then maintained a sliding trend till the third week of the month to reach the lowest level at USD 102.45 on 19th December. Prices saw a slightly recovery due to positive data from the housing market in the US.

January 2012

Data provided by Zawya

Focus commodity watch

GOLD

As a positive extension to the month of November, gold prices started the month with moderate gains and reached a month high on 2nd December at USD 1751.3 per ounce. But the FOMC decision not to stimulate the economy led to an uninterrupted decrease in gold prices causing it to touch USD 1556.2 an ounce on 29th December, a 2.75% decrease compared to USD 1600.1 the previous week.

Silver

Silver followed similar cues and trend set by gold, recording a one-month high on 5th December at USD 32.78 an ounce and a monthly low on 29th December at USD 26.86.

Data provided by Zawya

January 2012

Community

EXHIBITION

DATE

LOCATION

June 2012

Save the date!

We know that you are a busy trader with a demanding events diary. Therefore, we are providing you with a snapshot of exhibitions and conferences around the world, which could help you spend less time planning and more time attending.

The Franchise and Business Opportunities Expo

2nd - 3rd

USA

World Gas Conference & Exhibition

4th - 8th

Malaysia

COMPUTEX Taipei

5th - 9th

Taiwan

Lab & Test Asia

13th - 16th

Thailand

AIBTM 2012

19th - 21st

USA

CIS Travel Market

27th - 28th

Russia

Ramadan & Eid 2012

29th - 19th

Abu Dhabi

2nd - 4th

Australia

July 2012

EXHIBITION

DATE

LOCATION

January 2012

August 2012 ACBW 2012

Silicon Valley International Auto Show

5th - 8th

USA

September 2012

Autosport International

12th - 15th

United Kingdom

Furniture Manufacturing & Supply China

11th - 12th

China

Arab Health

23rd - 26th

Dubai

Private Label Middle East Dubai 2012

23rd - 25th

Dubai

Paper Arabia

23rd - 25th

Dubai

29th - 14th

France

February 2012 World Ophthalmology Congress 2012

16th - 20th

Abu Dhabi

Paris Motor Show

International Defence (IDEX)

20th - 24th

Abu Dhabi

October 2012

Facility Management

22nd - 24th

Germany

APHON

1st

USA

Middle East Exclusive 2012

27th - 29th

Dubai

inoga

1st

Germany

Telecoms World Middle East

1st - 4th

Dubai

LogiPharma Europe

1st

USA

Intertool

1st - 12th

Austria

CeBIT 2012 (IT)

6th - 10th

Germany

ABC Kids Expo

14th - 17th

USA

International Security National and Resilience

19th - 21st

Abu Dhabi

November 2012 Abu Dhabi International Petroleum Exhibition

1st

Abu Dhabi

Motexha

1st - 3rd

Dubai

easyFairs SCHUTTGUT

1st

Germany

IMB

8th - 11th

Germany

Franchising & Licensing Asia

1st - 3rd

Singapore

The Internet Show Middle East

17th - 18th

Dubai

Auto Show 2012

2nd - 11th

Dubai

Arabian Travel Market

30th - 3rd

Dubai

Mangystau Oil & Gas

6th - 8th

Kazakhstan

Riyadh Motor Show

28th - 1st

Saudi Arabia

March 2012

April 2012

May 2012 Multimodal

1st - 3rd

England

December 2012

Arab Market 2012

1st - 12th

Abu Dhabi

Essen Motor Show

1st - 9th

Germany

Cards and Payments Middle East 2012

15th - 16th

Abu Dhabi

INDIA ITME

2nd - 7th

India

The Hotel Show 2012

15th - 17th

Dubai

Trans-port

4th - 7th

Chile

Made IN Korea (MIK) UAE 2012

21st - 23rd

Abu Dhabi

Exponaval

4th - 7th

Chile

Dubai Airport Expo

22nd - 24th

Dubai

Saudi Autoshop

11th - 15th

Saudi Arabia

January 2012

Get in touch! Would you like to list your event here? Or better still, list your detailed event profile? If yes, then please contact: meghna@cpidubai.com

events calendar

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