Entrepreneur Middle East
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3 August 2019 / ENTREPRENEUR.COM / 58 Why 2019 and 2020 will be great vintage years for investing in the UAE and KSA Huda, Mona and Alya Kattan talk about building the Huda Beauty megabrand out of Dubai 24 CONTENTS AUGUST 2019 24 INNOVATOR POWER POSE Huda, Mona and Alya Kattan talk about building the Huda Beauty megabrand out of Dubai (and no, they aren’t done with their ambitions just yet). 30 INNOVATOR CARVING YOUR OWN IDENTITY Maximillian Büsser, founder of Maximilian Büsser and Friends (MB&F), hints that the secret to retaining a grasp on something is in ultimately letting it go. 36 INNOVATION FOR IMPACT IN THE RIGHT PLACE (AT THE RIGHT TIME) While it has always been seen as an attractive market, Saudi Arabia is now being increasingly seen as the location to start a business in the Middle East. 74 START IT UP Q&A Powering strategy Soushiant Zanganehpour, founder and CEO of Swae, on how his startup aims to upgrade the decision-making process. 58 MONEY ECON The new normal Ziad Awad of Awad Capital explains why 2019 and 2020 will be great years for investing in the UAE and KSA. 56 ‘TREPONOMICS SKILLSET To EMBA, or not to EMBA? Maryke Luijendijk, Program Director for the Executive Master of Business Administration (EMBA) at American University in Dubai, explores the benefits of an EMBA.
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14 / ENTREPRENEUR.COM / August 2019 While it has always been seen as an attractive market, Saudi Arabia is now being increasingly seen as the location to start a business in the Middle East. 36 74 Vancouver-based Swae aims to disrupt the overly centralized, top-down and outdated hierarchical process of decision-making. CONTENTS AUGUST 2019 Huawei FreeLace 69 ‘TREPONOMICS PRO Ahead of the curve Cecilia Reinaldo, CEO of Home Owners Direct, discusses how tech-savvy customers are transforming the property market. 44 CULTURE TRAPPINGS ‘Trep gear The executive selection for the entrepreneur on your list that has everything. Okay, maybe for a little self- reward as well. 22 IN THE LOOP Broadening horizons New Delhi-based ShipsKart and Bangalore-based Loktra are declared winners of the Dubai Startup Hub Roadshow in India. 78 START IT UP Q&A Tapping into trends UAE platform fluidmeet helps entrepreneurs and SMEs find the right space to meet their needs. 54 ‘TREPONOMICS PRO The new wave Telecom breakthroughs are the key to transforming SME futures, says du’s Hany Aly. 46 START IT UP ECOSYSTEM Enterprise island An exploration of the business ecosystem in Malta. 42 TECH SHINY #TamTalksTech Gadgets and doodads that you might’ve missed out on, sourced by a tech aficionado.
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16 / ENTREPRENEUR.COM / August 2019 Maximillian Büsser, founder, Maximilian Büsser and Friends (MB&F) 30 72 Washmen and FineDine secured their latest fundraising wins 42 Samsung Galaxy Fold CONTENTS AUGUST 2019 80 START IT UP Q&A Driving efficiency in the automotive industry UAE startup AlgoDriven uses its proprietary data platform to help accurately price and identify used cars. 64 ‘TREPNOMICS MARKETING More than just a new look The Eventtus guide to successfully executing a rebranding effort, as told by the brand’s Head of Marketing, Muhammad Omar. 82 START IT UP STARTUP FINANCE Money matters Jimmy Haoula rounds up five factors to keep in mind to avoid bankruptcy when starting a new startup. 52 CULTURE LIFE Start ‘em young Helen Al Uzaizi lists three ways entrepreneurial thinking can help kids all the way to adolescence (and adulthood as well). 72 START IT UP START IT UP FINANCE “We got funded!” A look into how Washmen and FineDine secured their latest fundraising wins (and what one can expect to see from them in the future). 62 ‘TREPONOMICS SKILLSET Get your message across Agga Consulting’s Antigone Christofides gives a guide to the 10 core elements on what makes for a good pitch for funds from investors.
18 / ENTREPRENEUR.COM / August 2019 SUBSCRIBE Contact subscriptions@bncpublishing.net to receive Entrepreneur Middle East every issue EDITOR IN CHIEF Aby Sam Thomas editor@bncpublishing.net CEO Wissam Younane wissam@bncpublishing.net DIRECTOR Rabih Najm rabih@bncpublishing.net CREATIVE LEAD Odette Kahwagi MANAGING EDITOR Tamara Pupic STARTUPS SECTION EDITOR Pamella de Leon EDITORIAL ASSISTANT Junaid Seraj GROUP SALES DIRECTOR – B2B GROUP Joaquim D’Costa COLUMNIST Tamara Clarke PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196 For all commercial enquiries related to Entrepreneur Middle East contact sales@bncpublishing.net All rights reserved 2019. Opinions expressed are solely those of the contributors. Entrepreneur Middle East and all subsidiary publications in the MENA region are officially licensed exclusively to BNC Publishing in the MENA region by Entrepreneur Media Inc. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher. Printed by United Printing and Publishing upp.ae Images used in Entrepreneur Middle East are credited when necessary. Attributed use of copyrighted images with permission. All images not credited otherwise Shutterstock. Lama Abdelbarr Helen Al Uzaizi Hany Aly Ziad Awad Fida Chaaban Antigone Christofides Jimmy Haoula Maryke Luijendijk Megha Merani Muhammad Omar Cecilia Reinaldo Omar Tahboub CONTRIBUTING WRITERS entrepreneur.com/me ACCESS FRESH CONTENT DAILY ON OUR WEBSITE! MIDDLE EAST EntMagazineME @EntMagazineME Entrepreneur-me EntrepreneurMiddleEast EntMagazineME EntMagazineME EntMagazineME MIDDLE EAST In addition to our print edition, we’re bringing you all sorts of industry news on our web mediums. Joining us online means getting relevant business and startup content in real-time, so you’re hearing about the latest developments as soon as we do. We’re looking forward to interacting with our readers on all of our social media and web platforms- like any thriving business, we’re looking to give and take. #TrepTalkME is already happening on all of our digi platforms, and all good conversations go both ways. See you on the web!
20 / ENTREPRENEUR.COM / August 2019 There’s no real formula (or benchmark) for success… except the one you set for yourself Redefining definitions Aby Sam Thomas Editor in Chief @thisisaby aby@bncpublishing.net EDITOR'S NOTE I n my role as Editor in Chief of Entrepreneur Middle East, one of the things I often get asked by those who are venturing into (or have just started working in) the media industry is about what advice I could give them that would help them grow and succeed in their careers in this particular sector. I’ll admit here that I am always conflicted about how I go about answering this question- I mean, I could make use of the almost staid (but true, regardless) response that delves into the importance of working hard, having a strong work ethic, and so on and so forth. But that answer doesn’t take into account the privileges I had in my life so far, which can range from, for instance, having supportive friends, family, and mentors who pushed me (and my dreams) ahead, to, well, the sheer luck that I had in certain situations that simply played to my advantage. It is for this reason that I’m not entirely comfortable with the notion that there are these so-called “recipes for success” for the world of today- and yes, I do acknowledge the irony here in that I almost always ask entrepreneurs I interview for this publication to tell me their tips and tricks to triumph in the startup space. However, the way I see it is that everyone has their own versions of strategies and schemes that have helped them get ahead, and yes, there are definitely pointers and lessons one can glean from them. However, they should definitely not be seen as a cookie-cutter formula that you can just copy and paste into your own lives and careers. After all, what worked for me doesn’t necessarily have to work for you, and, perhaps more importantly, it’s important to realize that all of us going through life are actually just making it up as we go along. You see, regardless of the amount of wins we may have under our belt, or the years of experience that we can boast of, it’s pretty safe to say that none of that can be taken as a definite confirmation of how things could go in the future- and this needs to be remembered when we’re being subjected to advice from everyone around us. I found validation for this particular paradigm from a tweet by Glitch CEO Anil Dash (@anildash was declared one of Twitter’s best accounts by Time magazine in 2013), which said: “One of the weirdest things about being a CEO is I end up seeing a lot of media and advice aimed toward entrepreneurs, or offering tips on how to succeed in business, and my overwhelming response to it all is NO ONE KNOWS ANYTHING! Honestly. Almost all the advice is overstated.” In the same thread, Dash went on to say that all of us need to define our own notions of success, and that we should “reject any advice that's not relevant to your context, consider the source for any recommendations that you read, evaluate people's thoughts and ideas through the lens of their actual impact on the world, [and] engage with systems on your own terms.” I agree with all of these pointers, and while it has taken a good while for me to come to this kind of understanding (and truth be told, I still slip up on this more often that I care to admit), it certainly is in line with what I tell those who come to me for advice. While it’s always good to follow in the footsteps of your role models, do not limit yourself to them, or judge yourself harshly if you find yourself falling short of what they do- it’s more important that you find your own path, figure out things that work for you, and march to the beat of your own drum. At the end of it all, you should be the one defining what success means to you- not anyone else.
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22 / ENTREPRENEUR.COM / August 2019 IN THE LOOP DUBAI STARTUP HUB ROADSHOW EVENT IMAGES COURTESY DSH At Dubai Startup Hub Roadshow event- delegates and startup participants Wissam Younane, CEO of BNC Publishing, the media house behind Entrepreneur Middle East, and Dr. David A. Schmidt, President, American University in Dubai Entrepreneur Middle East has entered into a partnership with the American University in Dubai that will see the two entities collaborate on promoting entrepreneurship and its education among youth in Dubai and the UAE. A memorandum of understanding between the two parties was signed in July by Wissam Younane, CEO of BNC Publishing, the media house behind Entrepreneur Middle East, and Dr. David A. Schmidt, President, American University in Dubai, in the presence of personnel from both organizations. “A partnership between these two powerhouses is essential in magnifying the importance of higher education, in all the forms it takes, in the Middle East,” said Dr. Schmidt. “We are thrilled to have this platform to share our insights on our programs and the higher education landscape as a whole.” “At Entrepreneur Middle East, we’ve always been dedicated to furthering entrepreneurship and its appeal in the region, and we believe that this partnership with the American University in Dubai only serves to bolster this particular objective,” said Younane. “There are definite synergies between the university’s innovation-focused initiatives and our own pursuit of elevating the regional discourse on entrepreneurship and business, and so, there’s a lot to look forward to in our collaboration together.” This collaboration with Entrepreneur Middle East comes close on the heels of the American University in Dubai’s launch of its new Innovation Center as well as its new Executive MBA course, both of which aim to foster and empower future entrepreneurs and business leaders in the region. T wo innovative startups from India have won free office space and company set-up support in Dubai at a pitch competition during the first ever Dubai Startup Hub Roadshow hosted in India at Delhi and Bangalore. Organized by Dubai Startup Hub and Dubai Technology Entrepreneur Campus (Dtec), a wholly-owned tech startup hub by Dubai Silicon Oasis Authority, the competition received entries from more than 200 startups in India. 16 startups were shortlist- ed, and they pitched their businesses for an opportunity to expand their operations into Dubai. New Delhi-based B2B e-commerce platform for marine procurement ShipsKart claimed first place, win- ning free office space and business set-up support at Dtec for one year. Meanwhile, second place winner Loktra, a Bangalore-based banking operating system delivering bank- ing as a service, received flexi-desk space at Dtec and company set-up support for a year. Omar Khan, Director of Interna- tional Offices at Dubai Chamber of Commerce and Industry, said in a statement that the winning startups offer unique business concepts that meet market needs and support Dubai’s Smart City vision. Khan pre- viously noted that Indian businesses are well represented within Dubai’s business community, and that 30% of startups registered with Dubai Startup Hub members are Indian- owned. More than 38,000 Indian companies are Dubai Chamber members. Commenting on the occasion, Hans Henrik Christensen, Vice President of Dtec, said: “The noteworthy suc- cess achieved through this roadshow reflects the Indian investors’ and entrepreneurs’ confidence in Dubai, due to its vibrant growing entrepre- neurial ecosystem. Innovation is at the core of the sustainable develop- ment drive of the UAE, and a pillar in boosting its competitiveness.” The Dubai Startup Hub roadshow to India was supported by Startup India and NASSCOM 10000 Start- ups, in addition to Dtec, and STEP Group. The roadshow included visits to New Delhi and Bangalore, round- table and panel discussions, and success stories from Indian startups that have benefited from the Dubai Startup Hub platform and built suc- cessful businesses in Dubai. The three-day roadshow also provided a platform for Indian startups to learn about Dubai’s entrepreneurial ecosystem, and the vast opportunities, programs and resources it has to offer. dubaichamber.com/dubaistartuphub New Delhi-based ShipsKart and Bangalore-based Loktra declared winners of the Dubai Startup Hub Roadshow in India by MEGHA MERANI BROADENING HORIZONS Entrepreneur Middle East inks MoU with the American University in Dubai PARTNERS IN PROGRESS
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24 / ENTREPRENEUR.COM / August 2019 "WE ARE KIND OF RE-LEARNING WHAT IT MEANS TO BE A WOMAN RIGHT NOW, AND I THINK THAT THE MIDDLE EAST WILL BENEFIT FROM THAT.” INNOVATOR Left to right: Alya, Huda, and Mona Kattan
25 August 2019 / ENTREPRENEUR.COM / POWER POSE | BUILDING THE HUDA BEAUTY MEGABRAND OUT OF DUBAI POWER POSE HUDA KATTAN MONA KATTAN ALYA KATTAN The Kattan sisters on building the Huda Beauty megabrand out of Dubai (and no, they aren’t done with their ambitions just yet) by TAMARA PUPIC / PHOTOGRAPHY FAROOQ SALIK >>> I n person, Huda Kattan, the driving force behind one of today’s fastest growing beauty brands, Huda Beauty, radiates steely self-assurance. Not that I have expected anything different from a woman who is currently ranked 36 on Forbes’ list of “America’s Richest Self- Made Women.” Sitting beside me at the brand’s headquarters in Dubai, she looks as striking as seen on the front cover of this issue- the abundant curls of black hair frame her flawless face, complete with immaculate makeup, and she is dressed for not just any, but exactly the type of success she wants in a sequined power suit. And, during the interview, she wants to broach the topic I least expect. “When you hit a certain level of success, you realize that it can cause some really serious issues to come up,” Huda says. “And if you don’t find the right way to deal with it, it could make you very depressed, very purposeless. It’s scary.” Up until now, Huda has used a makeup brush as an empowerment tool to guide women on how to paint their own stories of betterment on their own faces. Over almost a decade, her brainchild Huda Beauty has grown from a blog to a beauty brand that now offers 213 products across five categories (complexion, lips, eyes, body, and tools), the newly-launched sub-brand Kayali, a fragrance line developed by her sister Mona Kattan, while an arsenal of the brand’s skincare products is also in the works. However, what makes the story of Huda Beauty extraordinary is that Huda is now willing to take all those layers of makeup off, confront her insecurities, and learn how to feel truly confident inside- while sharing it all with her 40 million and more followers, of course. “A lot of issues from my childhood were driving me, and I had no idea,” she says, adding that she has been working with a life coach over the last couple of years. “I never felt like I belonged in society, I never felt really comfortable in my own skin, and there are literally billions of people who feel like that. However, I never understood that it was the thing that gave me my drive, that I always wanted to prove that I was good enough.”
26 / ENTREPRENEUR.COM / August 2019 “WE REALLY WANT TO REVOLUTIONIZE THE BEAUTY INDUSTRY ITSELF, BY GIVING THE HIGHEST QUALITY PRODUCTS TO THE CONSUMER AT A LOWER PRICE, WHICH WILL REALLY DISRUPT THE INDUSTRY, AND WILL GIVE MORE TO THE CONSUMER. HUDA HAS ALWAYS BEEN REALLY FIRM ABOUT GIVING BACK." INNOVATOR Huda Kattan, founder and CEO, Huda Beauty A turning point for Huda (and Huda Beauty) happened in 2017 when the Kattan family agreed to sell a small stake in the business to TSG Consumer Partners, a San Francisco- headquartered private equity firm focused exclusively on the branded consumer sector. It was a positive change that hard work and perseverance had brought to Huda Kattan, but surprisingly, it also uncovered that, in her mind, she was partially still a person she used to be: an American-born daughter of Iraqi immigrants exposed to daily bullying due to her ethnicity. “Getting our investment meant that we were now good enough, and it made me question to whom I was trying to prove it. I actu ally went through a lot of get ting to know myself after that happened. It’s crazy, because you think it’s the best thing that could ever happen, but I’ve heard it from so many of our friends, and it is that after they get these crazy valuations and crazy investments, they hit rock bottom, because all of a sudden, they realize that they have been doing everything for society, and never for them selves. And then, they have to question themselves, like, ‘Why do I actually care?,’ and that is such a hard conversa tion to have with yourself.” In opening up on this topic, Huda proves that she is a part of the millennial generation that is prioritizing purpose over profits- according to Deloitte’s 2018 Millennial Survey, 80% of millennials believe businesses should make a positive impact on society and the environment. On her part, Huda is eager to inspire an honest dialogue around dif ferent self-confidence related personal challenges. “They [millennials] want to buy from brands that are sustainable, because they want to be a part of the companies that are doing something good for this world. I think that there will be an even bigger shift in the world, and people will need to be vulnerable enough to be able to expose their imperfections in a way that can be very challeng ing,” she says. “It’s really hard to actually say, ‘I don’t love myself enough,’ but it’s such an important conversation to have, because you can only get over those things when you start talking about them. Peo ple see me from the outside, all this hair and makeup and our glamour team that does all this stuff, and think I cannot not feel self-love, but I do, and I see it in other people. It’s like a wound that they carry with themselves.” Her wound, which she now describes as the ugly child syndrome, inspired her passion for cosmetics, turned her into an expert on beauty products, and became the main pillar of her brand. “The heartbeat of the company is definitely that transforma tional idea, the idea that you can transform, and be beauti ful. The vision of the company is definitely to allow people to understand their capabilities, and how far they can go.” With us are Huda’s sisters, Mona and Alya Kattan, who both have stakes and executive positions in the company- Global President, and Chief Instagram Officer, respectively. Spending an hour with the three Kattan sisters -all three of whom come across as kind, thoughtful, and sincere- it is evident that the family sup port has been crucial for the Huda Beauty brand to grow in its influence and ubiquity at such a fast pace. To give you an example: when Huda says that her first few video tutorials “were not done very well,” the soft-spoken Mona jumps in saying, “Not very well, but you did it.” Instantly, the ever-supportive Alya, who is the eldest among them, adds, “Huda knows how to do everything, you know, even to edit her videos, so she was blogging, shooting, editing, really doing everything. People don’t realize how much work it was. We would see her sleep ing with her laptop in her lap. And today, she always makes products for herself first, and she will consumerize them af terwards only if they are good enough.” The Huda Beauty blog launched in 2010, and in a region where people don’t shy away from spending on cosmetics and personal care products- according to Eu romonitor International, con sumers in the UAE are forecast to spend US$294 per capita on cosmetics and personal care by 2020. However, a makeup artist at the time, Huda only intuited the opportunities her blog might offer. “All the makeup artists I was working with were telling me, ‘You’re so stupid, you’re giving away your tips, nobody is going to book you,’ and I did not really understand the value of it un til much later,” Huda recalls.
27 August 2019 / ENTREPRENEUR.COM / “THE VISION OF THE COMPANY IS DEFINITELY TO ALLOW PEOPLE TO UNDERSTAND THEIR CAPABILITIES, AND HOW FAR THEY CAN GO.” POWER POSE | BUILDING THE HUDA BEAUTY MEGABRAND OUT OF DUBAI Alya Kattan, Chief Instagram Officer, Huda Beauty Mona Kattan, Global President, Huda Beauty >>> “I got pregnant, and could not take as many makeup jobs, but then a Sheikha from Abu Dhabi called me, and was willing to pay for what I would normally charge for a week, and it was then that I realized that there was something in it, in my blog. All of a sudden, and very quickly, I was elevated, and people saw me as somebody who knew something. From then on, it did take some time for the blog to become interesting globally, but I will say that I have been very dili gent and very focused.” Mona adds that another reason for the blog gaining a huge amount of traction and credibility is in Huda being vehe mently against advertising from day one until today. Indeed, Hopper, an Insta gram scheduling tool, recently revealed that Huda Kattan topped Instagram's 2019 Rich List in the beauty category, with the ability to charge $91,300 (Dh335,344) for a sponsored post on the photo-sharing app- if she wanted to, of course. “I was in PR at the time, and people were chasing me asking what Huda’s rate was, and what they could do to get her to review their company,” Mona recalls. “And I was like, ‘You need to have a good product.’ She was super authentic and genuine, and she really cared.” Huda adds, “It was weird, because, at the time, bloggers were like, ‘We’ll go to events across the world, and we will party and get free products.’ And I would be the only one sitting behind with a scientist.” Huda’s particular work ethic has been in stilled in the Huda Beauty brand as well, with Mona saying, “We really want to revolutionize the beauty industry itself, by giving the highest quality products to the consumer at a lower price, which will really disrupt the industry, and will give more to the consumer. Huda has always been really firm about giving back, and I think we have made other brands think about that as well.” Huda can go deep on all of her products, but we start with the very first one- a series of false eyelashes whose release in February 2013 by beauty retailer Sephora at Dubai Mall marked the launch of the Huda Beauty cosmetic line. A year before, in 2012, Huda took her beauty tips to YouTube and Instagram, which, in ad dition to her blog, were the only market ing channels used to promote her first product. Sephora Dubai Mall expected to sell roughly 7,000 units of the lashes in a year, after comparing them with other brands in the lash category. Instead, what happened was, the 7,000 units were sold in a week. “They told us that we were a no-name, but we blew the numbers, we blew the established brands, and on the first day only, I think, we sold 2,000 lashes,” Huda says. “There were not many press who featured us back then, they were all like, ‘You’re a blogger,’ because at the time, no one knew what bloggers would become. It was a weird time for us, to be honest, because it was one of the very first times that an influencer was re leasing a product, but Sephora MENA had a great General Manager who was like, ‘Let’s do it,’ but then Sephora US said no, Sephora Europe ignored us, and they kept on saying no for years, which is crazy, because now we are like the number two brand in Sephora Europe.”
28 / ENTREPRENEUR.COM / August 2019 "WE WERE HOLDING OURSELVES BACK, BECAUSE WE SAID, ‘WE ARE IN DUBAI, SO WE CAN’T BE COMPETING AGAINST THE BIGGEST BLOGGERS, AND THE BIGGEST COMPANIES IN THE US.’ BUT I FEEL THAT THAT SHIFTED IN 2016, WHEN I WAS LIKE, ‘WAIT, WHY CAN’T WE BE THE BIGGEST IN THE WORLD?’ AS SOON AS THAT SHIFT HAPPENED IN THE BRAIN, THAT’S WHEN THE THINGS CHANGED OUTSIDE AS WELL.” INNOVATOR "WE STILL HAVE SO MUCH WORK TO DO, AND I DON’T THINK THAT WE ARE ANYWHERE CLOSE TO IT.” “We really want to revolutionize the beauty industry itself by giving the highest quality products to the consumer at a lower price." Building a beauty brand from scratch with only four people -the three sisters and Huda’s assistant- and without proper infrastructure was a challeng ing endeavor, Huda recalls. “The distributor we were working with was really taking advantage of the fact that we were a small company,” she says. “They were not paying us the right way, they were not ordering right quantities, so we were always out of stock, and we were literally dying as a brand, because of our distribu tor. I want to say this to all young businesses, because, in the beginning, it is really chal lenging, because you have no other choice. Those were two most challenging years of my life, because you didn’t know whether you’ll survive. You know that you have an amaz ing product, but you don’t know whether you are going to be able to continue. When we finally managed to save enough money, my husband joined us, and we were able to get rid of our distributor.” In 2015, Christopher Gonca lo, Huda’s husband, joined the company as its Chief Operating Officer, and he created a prop er distribution channel that enabled the company to finally fund their cosmetics. A year later, the company launched the Huda Beauty makeup line; however, it brought Huda face- to-face with one more of her self-limiting beliefs. “For the longest time, we were hold ing ourselves back, because we said, ‘We are in Dubai, so we can’t be competing against the biggest bloggers, and the biggest companies in the US.’ But I feel that that shifted in 2016, when I was like, ‘Wait, why can’t we be the biggest in the world?’ As soon as that shift happened in the brain, that’s when the things changed outside as well.” Since then, the company has experienced an astonishing level of growth- only over the last two years, the Huda Beauty global in-store distribution has grown by roughly 18 times. The team has grown exponentially too- according to the company, in December 2017, it had 115 employees globally, and that figure has doubled now. While 2017 was marked by them bringing private equity on board, 2018 was marked by the company’s global expansion, with Huda Beauty opening its first offices in the US and UK. However, Huda says she is only getting started. “Originally, my goal was to become number one blogger in the Middle East, but before you even reach a goal, you don’t even realize that you have a new goal,” she says. “You don’t even take a minute to think that you’ve reached it, because you’ve already moved on to the next goal. And so now, I still feel that we are at the beginning of doing things. There are some very influential companies in the world, like Apple, Google, Amazon, and to me, that is where I want us to be. So, I think that we still have so much work to do, and I don’t think that we are anywhere close to it.” In 2018, the Kattan sisters also launched into the fragrance category. A passion of Mona, the company released a collection of four scents (Elixir, Citrus, Musk, and Vanilla) under the brand name Kayali (meaning “my imagination" in Arabic), priced from $85 to $118. The four fragrances are designed to introduce the rich heritage of fragrance layering of the Middle East to the West. “When I got my first job at 14, I spent money on fragrances, and during my whole time at university, I used to do side jobs, promoting or modeling, and all my money was spent on expensive perfumes, so I have this attachment to fragrance, because it makes me feel good,” Mona explains. “That confidence that Huda feels through beauty, I feel through fragrance. It instantly changes my mood. It’s so strong and powerful what it does to your brain, it can ignite memories and emotions.” Recently, the Kattan family has also set up a family office, Huda Beauty Investments, which includes an early investment fund for women starting consumer-facing
29 August 2019 / ENTREPRENEUR.COM / POWER POSE | BUILDING THE HUDA BEAUTY MEGABRAND OUT OF DUBAI Left to right: Mona, Huda, and Alya Kattan brands. “In the Middle East, for the longest time, women were expected to be completely reliant on their husbands, but there is a shift happening, and I do want Middle Eastern women, Arab women, Muslim women, to feel empowered to do things, to support their families, but also to understand that their success does not change things in the house, which is the scary part,” Huda says. “My husband is still the king of my castle, and at home, I am a very different person than I am in the office. When needed, I was the king of the castle, because protecting the home is important, but it took me a long time to realize that being an alpha female was not what I needed to be. Actually, I lead with my feminine energy, but, at the same time, I can be very firm and very tough. So, I feel that we are kind of re-learning what it means to be a woman right now, and I think that the Middle East will benefit from that.” Having spent a morning with these three women who have built a brand valued at over $1 billion, one thing is clear to me: the Kattan sisters do not waste their gifts, even if they come in the form of their deepest wounds- and neither should you.
30 / ENTREPRENEUR.COM / August 2019 CARVING YOUR OWN IDENTITY A CLASS APART >>> Maximillian Büsser, founder of Maximilian Büsser and Friends (MB&F), hints that, in life and business, the secret to retaining a grasp on something is in ultimately letting it go by TAMARA PUPIC IMAGE CREDIT MB&F INNOVATOR
31 August 2019 / ENTREPRENEUR.COM / Maximillian Büsser, founder, Maximilian Büsser and Friends "WHEN YOU FOUNDED A COMPANY YOURSELF, ALL ALONE IN YOUR LITTLE FLAT, AND YOU’VE DONE EVERYTHING FOR IT, AND YOU’VE MICROMANAGED EVERY-SINGLE THING, YOU HAVE TO LET GO AT SOME POINT.." CARVING YOUR OWN IDENTITY | MAXIMILLIAN BÜSSER >>> T o rebel against many aspects of the traditional watchmaking in dustry and start an independent brand right out of your living room is brave; and then to not fail at it, but 15 years later, be praised for a creative approach to watchmaking, is noteworthy. Key to this, as explained by Maximillian Büsser, founder of Maximilian Büsser and Friends’ (MB&F), dubbed the world’s first horological concept brand, is not having it any other way. “Making sure that I’m free, creatively, financially, and in any other way, has been all I’ve been doing for 14 years,” says Büsser. “I think that brings a lot of envy but a positive envy from big players who, I have to say, have always been very kind to us. Because we’re not competitors, we’re not taking sales off them, and, as they can see, it hasn’t been snowballing.” Büsser is talking about how his indepen dently-owned company has managed to survive in a landscape dominated by the “big boys” of the world’s watchmaking in dustry. He founded MB&F, also described as the world’s first horological laboratory, in 2005 in his Geneva flat in Switzerland, dreaming of developing radical horologi cal concepts by working in small, hyper- creative groups, and that was it– there has been no revenue target added to his goal ever since. “We’ve got a very bipolar industry today, meaning that the very big boys are enormous now, and they’re all marketing-driven companies, concerned about how to ensure growth, and how to come up with products that please a great er number of people. Therefore, it causes
32 / ENTREPRENEUR.COM / August 2019 "THE HIGHER YOU GET INTO POSITIONS OF POWER, THE MORE YOU GET INTO POWER STRUGGLES.” IMAGE CREDIT MB&F "WE ARE ABLE TO PROTECT OUR CLIENTS' MONEY AT ALL COSTS, AT ALL TIMES. AND IT'S GREAT FOR THE CLIENTS JUST TO KNOW THAT. BECAUSE IF YOU'RE DOING EVERYTHING THROUGH A FUND, SOMETHING YOU CAN'T PHYSICALLY SEE OR TOUCH, IT BECOMES A LOT MORE DIFFICULT. SO THAT'S OUR FRAMEWORK, TO OFFER CLIENTELE, RETAIL OR INSTITUTIONAL, SOMETHING PHYSICAL, SOMETHING TANGIBLE.” Omar Jackson, Partner, Berkely Assets “WE’VE GOT COMPLETE ARTISTIC CURATION IN THE CONTRACTS, AND THE ONLY THING THAT I WILL ACCEPT IS THAT NOTHING CAN BE PRESENTED IN THE GALLERY IF WE HAVEN’T SAID IT’S OKAY.” Maximillian Büsser, founder, Maximilian Büsser and Friends INNOVATOR less innovation, fewer risks, and less and reduced creativ ity,” Büsser says. “And then, on the other side of the spectrum, you’ve got the small guys, like us -and we’re not the only ones who do it- because it’s our life, we don’t care if people will like what we do or not. We just want to create some incredibly creative products. We have got a micro voice, compared to these big guys. I often feel like a dolphin in the ocean, and you send your sonar out, and there are millions of fish, and nobody gets it, and then from time to time, you get your sonar back, and you’re like, whoa, some body has resonated on the same wavelength. It’s the same thing for our clients.” It is true that, when com pared to other luxury watch brands, there are just a handful of MB&F clients – Büsser states that, since the company’s inception, not more than 2,300 pieces have been manufactured and sold, which represents about 800 clients– however, they are a niche clientele willing to pay top dollar for these time pieces. According to the MB&F website, the prices range from CHF20,000 to CHF400,000 (and are subject to change). “I had a big collector come in the other day who bought his first MB&F, and told me, ‘You know what, when I wear my Patek Philippe, or my Richard Mille, nobody ever speaks to me,” Büsser recalls. “I can see that they see what I’m wear ing, but they don’t speak to me. When I wear an MB&F, they come up to me, from any social strata, saying, ‘Excuse me, what is that?’ And then I tell them the story.’” Accord ing to Büsser, his clientele are courageous, self-asserted, and don’t care about showing off. As such, his clients are unique and unpredictable to Büsser himself as well. “Our sales in Dubai have been a big surprise for us, in that that an enor mous part of our revenue here is tourist-based, and actually, residents don’t account for much in the success of this gallery,” Büsser says, noting that the Middle East repre sented 8% of the MB&F sales in 2018, which is estimated to rise to 14% in 2019. “We were looking at the numbers from the beginning of this year and we’ve done incredibly well here, I think we’ve sold 11 watches, which is a lot and means that 5% of my yearly production was sold in just six months here, but none to any UAE resident. The new clients were from countries where we have no retailers, where we don’t do any PR, where we don’t even know how to ac cess press in those countries, but still, people come in, and they already know the brand, and they spend half an hour here, and say, ‘Okay, I want a AED600,000 watch.’ I’m like, whoa, and then you realize the power of social media today, even at our price points. That’s actually what’s driving most of our business today. When I started the company, I used to say that we couldn’t have done this without the internet, but now, it’s [impossible] without social media. That’s amazing.” I got to meet with Büsser at the M.A.D. Gallery (Me chanical Art Devices) in the Dubai Mall, one of four he has opened worldwide. The other three are in Geneva, Taipei, and Hong Kong. The four M.A.D. Galleries showcase MB&F’s machines and col laborations, as well as kindred mechanical and kinetic artists. Apart from the one in Geneva, the other three are franchises. “We’ve got complete artistic curation in the contracts, and the only thing that I will accept is that nothing can be presented in the gallery if we haven’t said it’s okay,” he says. “Most of the partners are more into retail, and this is not their theme. Although they can come up with ideas, we basically do all the work of finding the artists. And then we organize that the artist’s
33 August 2019 / ENTREPRENEUR.COM / MB&F M.A.D. Gallery MB&F Horological Machine N¯9 Flow (HM9) CARVING YOUR OWN IDENTITY | MAXIMILLIAN BÜSSER >>> work goes from one gallery to another. What’s important is that the galleries buy directly from the artists. We don’t mingle in that, we don’t make any money, it’s just a curation platform.” Before we delve into why Büsser has chosen to make Dubai a home for his family, despite the company with all of its 25-member staff still being located in Geneva, we talk about a turning point that led to him establishing MB&F in the first place. Perhaps not surprisingly, there was an earlier career, and there were struggles, many of them. Büsser’s love for high-end horology was nurtured by his first employer, Jaeger-LeCoultre, where he spent seven years in senior management positions, and in 1998, aged 31 at the time, he was appointed Managing Director of Harry Winston Rare Timepieces in Geneva for another seven years. The results were a 900% increase in turnover, and the positioning of Harry Winston as one of the leaders in this very competitive segment. However, to everyone’s surprise, Büsser declined a generous new contract from Harry Winston, opting instead to follow his dreams. Here’s why: “The higher you get into positions of power, the more you get into power struggles,” he says. “It’s as if people come to work in the morning, and put their coat of ethics on a hanger. This dogfight where it’s okay to lie, it’s okay to backstab, it’s okay to do politics, it’s okay to manipulate, because you want to make money. So, when the grail is money, you have all these deviate social behaviors. I came from no money, I made money, and then I realized that having money in those sorts of circumstances was the worst thing ever, so I realized that money was absolutely not what was going to make me happy, but being proud and trying to abide by the values my parents had.” Born in Italy, growing up in Switzer land, and now being a resident of Dubai, Büsser has developed a cross-cultural, broad-based approach to life and to business. Even more because he grew up in a multi-cultural environment and family– his father was a Swiss diplomat who met his mother, an Indian national, in Mumbai. “She was a Zoroastrian, and Zoroastrians abide by three simple rules -good thoughts, words, and deeds- and my mom was the epitome of that,” he says. “But, when you try to do that in business, you get massacred. So, I just wanted to put myself in a situation where I could keep those values.” Therefore, in 2005, with CHF900,000 of personal savings, Büsser started out by working alone in his flat for the first two years. However, he got six retailers on board, all of them agreeing to pay him in advance one-third of the price for his first watch line, the Horological Machine (HM1), which he would deliver two years later. One of those clients was Ahmed Seddiqi & Sons, the Dubai-born family business that’s today the largest retailer of Swiss brand watches
34 / ENTREPRENEUR.COM / August 2019 Omar Jackson, Partner, Berkely Assets “I BUILT MB&F AS MUCH AROUND MY STRENGTHS AS AROUND MY SHORTCOMINGS. I HATE MANAGING PEOPLE, IT TAKES ALL MY LIFE FORCE OUT OF ME. MANAGING PEOPLE IS MANAGING OTHER PEOPLE’S PROBLEMS, WHEREAS I JUST WANT TO CREATE. SO, THIS HAS BEEN A LONG JOURNEY. FROM DOING EVERYTHING MYSELF TO SAYING, ‘I DON’T EVEN WANT TO BE THE CEO ANYMORE.’" “TALKING ABOUT NOT HAVING REGRETS, EVERY TIME I’VE READ A BIOGRAPHY OF A GREAT ENTREPRENEUR, THE NUMBER ONE REGRET AT THE END OF THEIR LIFE WAS NOT SEEING THEIR CHILDREN GROWING UP." IMAGE CREDIT MB&F Maximillian Büsser, founder, Maximilian Büsser and Friends INNOVATOR in the Middle East. “It’s not by chance that they’ve got a gallery today,” Büsser explains. “Clearly, they’re not doing it [just] for the money, but that it’s the relationship that is important for them, and that’s one of the things I really appre ciate in this part of the world. Relationships are still mean ingful here, and I have tried to build my business on that.” Büsser comes across as an energetic and friendly person with a can-do attitude, and it is clear why any kind of problem that he might have encountered would not have mellowed his desire to develop MB&F’s into a fully-fledged haute horlogerie brand that it is today. However, the com pany’s growing success shed a new light on his compulsion to guard the creative process from any negative influence. Consistently failing to achieve work-life balance, in 2015, Büsser moved to Dubai with his young family (a wife and a baby daughter at the time; they have welcomed one more daughter since). “Talking about not having regrets, every time I’ve read a biography of a great entrepreneur, the number one regret at the end of their life was not seeing their children growing up,” Büsser says, while commenting on the family’s decision to move out of Swit zerland. “But actually, it has had an enormous resonance on my company, because when you founded a company your self, all alone in your little flat, and you’ve done everything for it, and you’ve micromanaged every-single thing, you have to let go at some point. Yet, it’s very difficult for people like us to let go. So, one of my ways [of doing that] is by not being in the workshop or the office for 26 days out of 31. I’ve put a structure in place which allows that. So, it has forced me to let go, and now, I micromanage much less. It has completely changed the way I manage.” In another nod to his fairly unusual self-awareness, Büsser settles back and recalls another similar situation when he decided to stop the company’s future growth, in order to ensure that the MB&F watches remained looking and func tioning different from other familiar timepieces (MB&F currently manufactures only 220 timepieces per year). “I built MB&F as much around my strengths as around my shortcomings,” he says. “I hate managing people, it takes all my life force out of me. Managing people is manag ing other people’s problems, whereas I just want to cre ate. So, this has been a long journey. From doing every thing myself to saying, ‘I don’t even want to be the CEO any more.’ One of the many reasons I didn’t want the company to grow, and to have any middle management, is because they exhaust me. Another reason is that over the last 14 years, the awareness of the brand has grown significantly, and I said this before, but I used to be terrified that nobody would buy what I do, and now I’m terrified that people are going to be disappointed, because expectations have grown.” Towards the end of our con versation, Büsser brings one more proof that he has passed the point where he believed he could do everything by himself. Even though it is not unusual in the watch industry that a large group acquires an eclectic and independent brand, it certainly would have been an unusual thing to hear had I met Büsser a couple of years ago. However, he is now willing to admit that the need to secure his brand in a period after him has been occupying his thoughts lately. “You have to think of what’s going to hap pen [to your brand] if some thing happens to you,” Büsser concludes. “I am absolutely not announcing anything, I’m not in discussion with anybody, but I have to start thinking of things like that. It’s not about making money, but about making sure that it’s still there after I’m gone. Because, I owe it to the people in my team, and to the customers. If you want to do things well, you have to think of these things.”
ACHIEVING WOMEN FORUM 2019 THE METHODOLOGY OF BUSINESS INDUSTRY INTEL EVENT AN A PRODUCTION BY presented by GOLD ALLY PLATINUM ALLY Enquires: events@bncpublishing.net SEPTEMBER 30, 2019 | 9:00 A.M. TO 1:30 P.M. | HABTOOR PALACE DUBAI www.entrepreneur.com/me #EntMEWomen
36 / ENTREPRENEUR.COM / August 2019 IN THE RIGHT PLACE (AT THE RIGHT TIME) While it has always been seen as an attractive market, Saudi Arabia is now being increasingly seen as the location to start a business in the Middle East by MEGHA MERANI INNOVATION FOR IMPACT BROUGHT TO YOU BY 36 / ENTREPRENEUR.COM / August 2019
37 August 2019 / ENTREPRENEUR.COM / "We have a Saudi-first strategy. Most of our investors are Saudi, and our main key market is Saudi. I think that gives you an insight of the change in the ecosystem] from 2010 to 2019. The last few years have been an amazing boom.” Alpen Celen, founder, Enhance WWW.MONSHAAT.GOV.SA >>> D id you really quit McKin sey to do this?” Alper Celen's decision to trade his cushy job at the prestigious global management consulting firm's Scandinavian offices for a move to Saudi Arabia to grow a startup there didn't make much sense to his colleagues. Celen founded Saudi’s Groupon-like startup Fursaty and co-founded FoodOnClick.com’s KSA operations, bootstrapping the ventures at a time when the kingdom's startup scene was barely in its infancy. “It was soul searching,” Celen remem bers. “These were smart people making me question my choices. In 2010, when we first got started, we struggled. It was difficult to find talent. It was difficult to raise funding. There were no VC funds to speak off around- Wamda or a couple of earlier players, but that was it. There were, essentially, no angel investors. It was very challenging to build something. I was mostly funding stuff from my own pocket.” But his forward-thinking leap into the Middle East’s largest economy has paid off- and today, Celen is much sought after by non-Saudi startups for advice on how to enter the Saudi market. He is now founding partner of Middle East venture builder and holding company Enhance, which launched online gifting platform joigifts.com in 2016. Celen, also co-founder and co-CEO of joi, claims the marketplace is the “fastest non-Saudi startup to launch in Saudi Arabia.” Enhance raised a seed round of US$1.5 million in 2018 with investment from Saudi's iNet, Hala Venture Capital, U.S.- based 500 Startups and angel investors from the Gulf, Europe and the US. “We launched joi in Saudi a month after we launched in Dubai, and I don't think anybody has ever done that [before],” Celen says. “We have a Saudi-first strat egy. Most of our investors are Saudi, and our main key market is Saudi. I think that gives you an insight of the change [in the ecosystem] from 2010 to 2019. The last few years have been an amazing boom.” Government-backed vision Saudi Arabia’s Crown Prince Moham med bin Salman announced Vision 2030 in 2016 as a package of economic and social reforms designed to diversify the economy away from oil, attract foreign capital, and create jobs for citizens. Rais ing the current contribution of SMEs to GDP from 20% to 35% by 2030 is listed as a top priority for the crude producer's prosperity. “In line with its Vision 2030, the King dom has launched multiple government initiatives to spur entrepreneurship and innovation in order to become the hub for entrepreneurship in the region,” says Philip Bahoshy, founder and CEO of MAGNiTT. “These include government- backed initiatives such as licensing op portunities for venture capital firms and startups, investment in local VC funds, funding platforms for SMEs, as well as incubators and accelerators.” The establishment of Monshaat, Saudi's General Authority for Small and Medium Enterprises, is among the key steps to develop and nurture the SME sector. Monshaat works with relevant authorities to remove administrative, regulatory, technical, procedural and informational obstacles faced by the sec tor. At the end of 2018, Monshaat set up a support center model for SMEs to pro vide training, advisory and mentorship services to help entrepreneurs navigate challenges to their growth. The entity also launched a government-owned VC firm -the Saudi Venture Capital Com pany (SVC)- with a fund worth SAR 5 billion ($1.33 billion) that will directly invest in the country’s startups and VC funds. Ali Abussaud, Managing Partner of Saudi-based Hala Venture Capital, says he believes the government's “dramatic support” to SMEs as part of the head line-setting reform plan will help the sector fast-forward to 20 years’ worth of progress in just a few years. Public sector initiatives are the most compelling en ablers in any economy, he insists. “You cannot really rely on the private sector or anybody else to improve the market, unless the government will step up and
38 / ENTREPRENEUR.COM / August 2019 FIGURES FROM SAGIA SHOW IT ISSUED 267 NEW LICENSES TO FOREIGN INVESTORS DURING THE FIRST QUARTER OF 2019, MARKING AN INCREASE OF 70% WHEN COMPARED TO THE SAME PERIOD LAST YEAR. Ali Abussaud, Managing Partner, Hala Venture Capital WWW.SAGIA.GOV.SA IN THE RIGHT PLACE (AT THE RIGHT TIME) do that themselves,” he says, hoping the steps will help change misconceptions about doing business in the Kingdom. “There are a lot of people who think Saudi is a place where it's not easy to work or it's not easy to get a license. In reality, that's not the case.” In 2018, foreign investment license provider Saudi Arabian General Invest ment Authority (SAGIA) announced it would grant licenses in less than four hours, accelerating the process from the previous average of 53 hours. “We applied for a SAGIA license and we got it in two hours,” Enhance's Celen confirms, adding that he even received responses from senior officials at SAGIA at midnight. “I thought the person I was interfacing with was relatively junior and then I realized he was the head of the whole program. I see a hunger in the organization and they're out to make a change.” Figures from SAGIA show it issued 267 new licenses to foreign investors during the first quarter of 2019, marking an increase of 70% when compared to the same period last year. SAGIA also launched Venture by Invest Saudi, an initiative to attract international VCs and their portfolio companies. Licensed incubators in Saudi such as AstroLabs have been advertising SAGIA's new sub sidized entrepreneur license designed to attract innovative companies to the Kingdom. In addition to its “unprecedented” re sults with investor licensing, SAGIA has licensed over 300 entrepreneurs from 45 different nationalities since late 2017. And this is just the start, says Dr. Mazin M. Al Zaidi, Entrepreneurship and In novation Segment Director, SAGIA. “We are continuously studying new ways to provide our investors with the best user experience,” he insists. “Going forward, we plan to launch even more specific investment opportunities, while further streamlining procedures to access them. Early results are comforting but we will not stop there, there is more to come.” Last year, Saudi Arabia’s Misk In novation- a branch of the non-profit Misk Foundation, founded by Crown Prince Mohammed bin Salman to empower young people in Saudi Arabia and around the world to be active participants in the knowledge economy - announced a new partnership with U.S.- based early-stage venture fund and seed accelerator 500 Startups to encourage entrepreneurship across the Kingdom. The first cohort of the Misk 500 Ac celerator program in Riyadh saw 19 startups from across the MENA region pitch their ideas to an audience of more than 200 that included investors and corporations. About 37% of these com panies had at least one female founder. The second edition of the initiative is set to kick-off in Riyadh in September. “We believe entrepreneurship is the key to creating the next generation of innovators, impacting the economy and prosperity of the community, which is why we are focusing on programs that support startups at different stages, from idea to exit, as well as educating key players in the ecosystem such as VC investors and other incubators,” Osama Alraee, Entrepreneurship Growth Direc tor at Misk Innovation, says. Misk also ran a five day BAM (Boot Camp for Accelerator Managers) program in April, where 500 Startups partners trained 35 local accelerator managers in the best practices of run ning a world-class accelerator. Topics covered the ins and outs of how to attract startups to the program, select startups, build a community, generate revenue, define and hone the curriculum, and help startups attract downstream capital. Misk’s support for entrepreneurship goes further, with its international platform, Misk Global Forum’s Entrepre neurship World Cup (EWC), one of the biggest and most internationally diverse entrepreneurship program of its kind. Through the EWC, 100,000 entrants from 170 countries are competing to reach national and regional finals and entry to the Global Final at the Misk Global Forum annual event in Riyadh in November. The Saudi national final was held in early July and have been finals in places as diverse as Barbados, Bahrain and Boston with more planned for China, India and elsewhere. The competition offers all entrants tools to strengthen and scale their ideas, as well as well as life-changing prizes and investment op portunities for the winners.
Mohammed Alsehli, CEO, ArabianChain WWW.INVESTSAUDI.SA >>> A place to 'start first' Both investors and entrepreneurs in Saudi Arabia say they believe the social reforms spearheaded by the Crown Prince, such as easing restrictions on women driving and the lifting of a 35-year-old ban on cinemas, have also fueled local founders with fresh inspiration to innovate. “The change has sparked a trend in Saudi,” says Moham med Alsehli, CEO of UAE-based block chain startup ArabianChain, and CEO of new Sukuk capital markets platform Wethaq. “A lot of people are thinking of entrepreneurship and considering join ing the startup movement.” Although Alsehli, a Saudi national, set up his companies in Dubai, he says the Kingdom is now positioning itself as a place to “start first and move elsewhere second.” He notes: “In 2016, Dubai was already well-established when it came to blockchain technology and innovation. So, it made sense for us to get there, learn from that experience, and then translate that experience into Saudi.” But now he has established Arabian Chain in Saudi Arabia, he is applying for Wethaq to be licensed there too. “Weth aq is going through one of the sandbox applications in Saudi,” he shares. “We see the shift in value, and that is what is attracting us to actually bring in innovation from within Saudi to the world.” He adds that sandbox regulatory environments like those offered by Saudi Arabian Monetary Authority’s (SAMA) and Saudi’s Capital Market Authority (CMA) will have a positive impact on both fintech innovation and investment in the Kingdom. The social reforms in the conservative Gulf Arab state have also created many opportunities in entertainment and ser vice sectors, Hala's Abussaud adds. The government said earlier this year that it plans to invest $64 billion in its nascent entertainment sector over the coming decade. SAGIA's Invest Saudi website states that it is open to starting tour ism, culture and entertainment sector projects “as soon as possible,” including the development of family entertainment centers, botanical gardens, aquariums and theme parks. “This [cultural shift] has doubled down on the improvement because you wouldn't really have all sorts of im provements without the change of inside culture,” Abussaud explains. “It will [help] maintain existing companies here. Usually what happens is that you'll see whenever companies start to get bigger, they will start to find places where they will be more comfortable and have a bet ter quality [of life].” In May, the Saudi government also approved the creation of a “green-card”- style permanent residence scheme that will allow eligible entrepreneurs, investors, and highly-skilled expatriates to work in the Gulf state, without the current requirement of having a local sponsor or employer. “As HRH Crown Prince Mohammed Bin Salman said: 'The sky is our limit,’” SAGIA's Dr. AlZaidi adds. “Therefore, we ask all ambitious dreamers and innovators to unleash their creative business ideas, as this time is theirs. Saudi Arabia is the largest market in the GCC with untapped potential in new innovative sectors. Together with $1.7 billion in government support allocated to startups and a growing ecosystem of venture capital firms, incubators and accelerators, it makes perfect sense for national and international entrepreneurs to launch their innovative startup in Saudi Arabia.” TACKLING THE TALENT CHALLENGE But for the moment, lifestyle -or at least the perception of lifestyle- still makes attracting talent difficult, Enhance's Celen says. More significantly, however, founders struggle to find affordable tech talent. “You still find that if you're a Saudi startup, chances are your tech centre is not in Saudi,” Celen says, with the majority typically outsourcing to more cost-effective alternatives like Egypt, Jordan or India. Saudi nationals remain reluctant to trade healthy paychecks and the security of working in the public sector or for large multinational corporations, in exchange for significantly lower startup salaries, and hiring expat employees is unaffordable too. “It's not only about salary, it's about living costs. One of the first things we have to ask, unfortunate ly, is 'Do you have children?' because if
40 / ENTREPRENEUR.COM / August 2019 IN APRIL, MISK DELIVERED A VCU (VENTURE CAPITAL UNLOCKED) PROGRAM FOR UP-AND- COMING VCS AND ANGEL INVESTORS IN THE REGION WHO WANT TO INVEST LIKE SILICON VALLEY VCS. PARTICIPANTS WORKED WITH INVESTMENT PARTNERS AND LEGAL TEAM MEMBERS FROM 500 STARTUPS TO DESIGN THEIR INVESTMENT THESES. IN THE RIGHT PLACE (AT THE RIGHT TIME) WWW.MISKINNOVATION.ORG.SA/VCU.HTML Danish Rizvi, Chief Operating Officer, ASA Ventures you have three kids, how are you going to afford schooling in Saudi or Dubai? We simply don't have the budget for that kind of salary.” To understand the challenges and op portunities surrounding entrepreneur ship further, research is being carried out by the Misk Foundation. The 2018 Global Youth Index found that young people today are entrepreneurially- minded, with two-thirds interested in starting their own business, but even more recent research showed that many are discouraged from taking the first step. A white-paper recently published by Misk Global Forum, discussed young people’s readiness for the future of work which looked at some of the policy sug gestions for how to prepare young people and their societies to address skills gaps in their learning. Nonetheless, Celen is optimistic that recent exits in the region –like Careem being acquired by Uber for a record- setting $3.1 billion and Souq' sale to Amazon– will rouse new founders and spark a shift to startup life for many oth ers. To accelerate the transformation, he recommends making entrepreneurship a mandatory course in every university undergraduate program. “Teach students how these famous entrepreneurs got started. You don't have to just tell them about Elon Musk, you can tell them about people like Mudassir Sheikha and Magnus Olsson. The kids would love it. It would change the whole culture around entrepreneurship as an option.” “A breakfast decision” Talent is also needed in the form of forward-thinking fund managers, Celen says. According to data from MAGNiTT, Saudi Arabia saw an increase of nearly 90% in the number of investments in startups from 2017 to 2018, including from local investment firms such as Saudi Technology Ventures (STV), Saudi Aramco’s Wa’ed Ventures, Raed Ven tures, and STC Ventures. A 2018 report by OC&C Strategy Con sultants said that the total funds avail able for SMEs –directly or indirectly to tech entrepreneurs– are valued at $3.3 billion. However, actual investments going into Saudi tech startups, up to $5 million, are concentrated on the seed stage and deal flows are moderate. “The typical seed stage funding is a mil lion or two million dollars,” Celen says. “This is really what I call a breakfast decision for a lot of the big family offices. They just write a cheque, it's not a big thing. Unfortunately, what it requires is some [fund management] talent on their end.” But getting the interest of private investors and VC firms is difficult, Wethaq's AlSehli says. “It still requires a push to elevate the prospects of these entities and to change what they see on their tables from an investment oppor tunity perspective.” In April, Misk delivered a VCU (Ven ture Capital Unlocked) program for up-and-coming VCs and angel investors in the region who want to invest like Silicon Valley VCs. Participants worked with investment partners and legal team members from 500 Startups to design their investment theses, think about how to assess investment opportunities in Saudi, and learn how to use cap tables and term sheets. They also had the opportunity to put their learning into practice as they evaluated startups using tools and tactics from 500 Startups’ investment playbook. But conquering the challenge around venture capital requires creating the right mentality for entrepreneurs too, AlSehli says. “When we talk to the entrepreneurs themselves, we need to build the awareness that they can actually build for global issues and on a global scale rather than just solving for local issues or growing regionally.” Many startups from neighboring coun tries are already looking to scale into the Saudi market to grow their presence in the region due to its sheer market size, according to Sietse van de Kerkhof, Ven ture Capital Data Manager at MAGNiTT. Saudi Arabia has a total population of 34 million people and a GDP of almost $700 billion. “[But] while the Saudi market is one of the largest ones in the region startups have to aim for a regional, if not a global, presence in order to scale and return value to their investors,” van de Kerkhof says. Dubai-headquartered VC firm ASA Ventures' Chief Operating Officer Dan ish Rizvi also advises startups in the region to think beyond solutions for their locale. “There definitely is room for improvement in terms of marketing strategy, strategic planning for expansion and scaling up, and understanding the investor’s perspective,” he says. “One of the major pieces of advice we can pro vide [startups] is to take full advantage of the size of the market. Once these startups have a strong enough foothold within the region they need to carefully and strategically think about scaling up and expanding beyond Saudi Arabia.”
41 August 2019 / ENTREPRENEUR.COM / “We are continuously studying new ways to provide our investors with the best user experience. Going forward, we plan to launch even more specific investment opportunities, while further streamlining procedures to access them. Early results are comforting but we will not stop there, there is more to come.” Dr. Mazin M. Al Zaidi, Entrepreneurship and Innovation Segment Director, SAGIA ASA is currently assessing a number of Saudi-based startups and discussing strategic alliances with other VCs in the Kingdom as part of its international expansion. “Apart from empowering Saudi-based startups through opera tional partnerships, we want to bring our startups to Saudi as well,” Rizvi says. “Due to cultural similarities, there is a high potential for our startups from the UAE to thrive there.” “A G20 ECONOMY WITH A STARTUP MENTALITY” Following Careem's acquisition, foreign investors are now, of course, intently watching startups in the Kingdom, Ha la's Abussaud says, setting the stage for Saudi to leapfrog other regional startup ecosystems. “Personally, I completely be lieve that in a few years Saudi will be the leading market,” he says, adding that set ting up more incubators and accelerators would further boost progress. “I think that will always increase the quality, and also reduce the economical losses because whenever you have startups that are failing quickly it will negatively impact GDP.” SAGIA's Dr. AlZaidi's message to in vestors now is simple: “Saudi Arabia is a G20 economy with a startup mentality.” And with all eyes on the Gulf nation due to its lucrative and thriving investment environment and untapped opportuni ties, he says, any savvy early-stage investor in this new exciting phase of the Kingdom’s history has “incredibly high chances” to make a return on their investment. The establishment of free zones would also help accelerate bringing foreign investment into Saudi Arabia, Wethaq's Alsehli adds. “I think that's one of the major things we still lack in Saudi Arabia,” he says. “We also need to focus on cutting-edge technologies. We need to do things differently if we want to reach a different result. We need to be risk-taking when it comes to certain technologies and create environments that allow entrepreneurs to experiment not just in terms of POCs but also to conduct pilots with government entities on a small scale, see the result, and then scale up as fast as possible.” Enhance's Celen admits however that for all its progress, the giant Saudi market can still be difficult and daunting to operate in for both local and non-Saudi startups- unless you have willing, active, founder-friendly Saudi investors. It's why he advises startups to look for active founder-friendly Saudi investors irrespective of whether they are seeking funding or not. “They will help in so many ways,” he insists, citing his own example. “From getting merchants to list on joigifts.com, to getting our license, to any questions on what would be culturally appropriate, we are on WhatsApp with all of [our Saudi investors] and they're like part of the team.” He adds: “Without Saudi, we strongly believe there is no Middle East story. It's about 40% of the disposable income of all the Arab world. We feel it's the true or forgotten G20, and doing business there is critical for us and our success.” Celen's McKinsey buddies definitely aren't making him question his choices anymore.
42 / ENTREPRENEUR.COM / August 2019 GADGETS AND DOODADS THAT YOU MIGHT’VE MISSED OUT ON, SOURCED BY A TECH AFICIONADO. YES, IT’S OKAY TO WANT THEM ALL… AND NO, IT’S NOT OUR FAULT. BENDING REALITY SAMSUNG GALAXY FOLD IMAGE CREDIT SAMSUNG, LG, HUAWEI TECH SHINY Samsung Galaxy Fold Galaxy Fold, Samsung’s first foldable device, has been reworked to give you the quality and perfor- mance expected from a Galaxy device. Design and construction improvements include strengthened hing- es with protective caps, the extension of the top pro- tective layer of the Infinity Flex Display beyond the bezel, and additional metal layers to protect the dis- play. In addition to these improvements, Galaxy Fold remains feature rich with access to your essentials on the cover display, a stunning 7.3-inch Dynamic AMOLED display, 12GB of RAM for intensive mul- titasking,, and 512GB of built in storage. The dual battery with 4380mAh uses and recharges both cells to prevent overcharg- ing, and also works with intelligent battery manage- ment apps to conserve energy. This newest edition to the Galaxy lineup delivers on picture quality too. With six pro-grade cameras using that huge Infinity Flex Display as a massive viewfinder, you’re sure to capture stunning photos and videos.
43 August 2019 / ENTREPRENEUR.COM / ENHANCED EXPERIENCES LG NANOCELL TV #TAMTALKSTECH Tamara Clarke, a former software development professional, is the tech and lifestyle enthusiast behind The Global Gazette, one of the most active blogs in the Middle East. The Global Gazette has been welcomed and lauded by some of the most influential tech brands in the region. Clarke’s goal is to inform about technology and how it supports our lifestyles. See her work both in print regional publications and online on her blog where she discusses everything from how a new gadget improves day-to-day life to how to coordinate your smartphone accessories. Visit theglobalgazette.com and talk to her on Twitter @TamaraClarke. TUNE UP HUAWEI FREELACE #TAMTALKSTECH | GADGETS AND DOODADS THAT YOU MIGHT’VE MISSED OUT ON LG Nanocell TV Huawei FreeLace Huawei FreeLace Turn up the volume with Huawei FreeLace, the premium new earphones created for the conscious consumer. The earbuds are made of memory metal wrapped in liquid silicon, which offers both a decora- tive appearance and a soft feeling against your skin. Huawei FreeLace also allows you to cut the cord with Bluetooth connectivity for easy pairing. Separating the right earbud and its cable from the volume but- tons reveals a USB Type-C connector, which can be inserted into the USB Type- C port of any Huawei smart- phone running EMUI 9.1 for quick and easy Bluetooth pairing via Huawei HiPair. Huawei FreeLace is also big on sound with Magnetic Switch, which improves portability of the earphones, by allowing you to simply connect both of their sides to automatically put them in sleep mode. Conversely, they automatically resume play once separated. The device has in-line controls for volume and playback, and a two-second-long press of a button activates the voice assistant. LG’s NanoCell technology for televisions was developed to provide a more vivid array of colors and thus enhance the viewer experience. NanoCell technology coupled with IPS displays allows you to bene- fit from wide viewing angles, and watch content from a range of perspectives. Es- sentially what this means for you (and the family) is no more sitting strategically to see the TV properly. Using Nano Color, LG’s NanoCell TVs reproduce pure color by applying nanoparticles, which work as purifiers to filter dull colors and enhance purity. With a richer color palette, the NanoCell TV supports over one billion colors, with added vibrance and clarity. Even more, these colors are not simply overamplified or filtered for dramatic effect- they provide accurate colors for a greater sense of realism. LG’s NanoCell TVs also feature Nano Black, which controls backlight units individually to render deeper shades of black in finer detail. With Full Array Dimming, NanoCell TVs preserve contrast and minimize light bleeding– ideal when watching darker scenes. LG’s 2019 range of NanoCell TVs have a variety of other cutting-edge fea- tures including AI-enabled models, Dolby Vision, and Dolby Atmos.
44 / ENTREPRENEUR.COM / August 2019 Brioni SS19 Brioni SS19 CULTURE TRAPPINGS Sacoor Brothers SS19 Sacoor Brothers SS19 Sacoor Brothers SS19 Sacoor Brothers SS19 IMAGE CREDIT SACOOR BROTHERS ‘TREP TRIMMINGS THE EXECUTIVE SELECTION From better goods to better wardrobe bests, every issue we choose a few items that make the approved executive selection list. In this issue, our picks include the Sacoor Brothers Summer/Spring 2019 line, travel kits from Aesop to keep you looking good on the go, and more. SUMMER VIBES SACOOR BROTHERS SS19 Celebrating 30 years of fine tailoring, Sacoor Brothers’ newest Spring/Summer 2019 collection is a nod back to its origins in Portugal, emulating a youthful and relaxed mood. This season’s line boasts oversized flowing pieces for relaxed, with room for more distinct pieces for the evening. The color palette varies from a blend of pastel shades of white and beige, with accent pieces in grey and navy blue. Making its way into your closet and on the streets, this collection is one to watch. sacoorbrothers.com
45 August 2019 / ENTREPRENEUR.COM / EDITOR’S PICK 'TREP TRIMMINGS | THE EXECUTIVE SELECTION STYLE AND SUBSTANCE JULIAN’S BARBERSHOP Tod's eyewear Aesop Departure travel kit IMAGE CREDIT TOD'S | AESOP | JULIAN'S BARBERSHOP by ABY SAM THOMAS It didn’t take too long for me to surrender to the sense of calm that sort of descends on you when you’re being treated to the services offered by the fine professionals who work at Julian’s Barbershop in Dubai. Established in 2003 by Julian Colclough, this enterprise, located at Arenco Tower in Dubai Media City, offers customers a range of high-quality grooming services, all of which are rendered by Colclough and his team within a classically designed space featuring a host of accents and details that are all throwbacks to British barbershops of yore. While you can rest assured that you’ll be coming out of a session at Julian’s Barbershop with a polished haircut or a well-trimmed beard, you’ll also find yourself being served with some good ol’ banter from Colclough and his team while you’re there- and that’s an experience in itself. julianhairdressingdubai.com TAKING ON THE HEAT TOD’S Renowned for its luxury shoes and leather goods, Tod’s certainly have what it takes to make an ensemble. And the Italian company’s sunglasses collection oozes contemporary designs emulating a distinct, timeless spirit. Constructed from a strong acetate, these picks reflect the brand’s relaxed and effortless aesthetic, with Tod’s branded top bar and woven leather detailing on the temples. Designed with materials that promises lightness, comfort and durability. tods.com FOR THE JET-SETTERS AESOP Whether you’re out for a week or the weekend, Aesop has got you covered with two travel kits for all your needs, guaranteed to became a favorite if you’re always on-the-go. The Australian skincare label has taken its cult-favorite products into travel-friendly sizes, and we’re a fan of its cheeky name. The Departure travel kit includes a hand cream, moisturizer, mouthwash, toothpaste and more, plus a refreshing face mist and rinse-free hand wash, so you can freshen up any time. Pairing perfectly with it is the brand’s Arrival kit, containing four Aesop Hair and Body Core staples, perfect for those who don't want to carry it all. Suitable for all skin and hair types, it’s great for those who just want the essentials, and arrive fresh-faced at your destination. aesop.com
46 / ENTREPRENEUR.COM / August 2019 START IT UP ECOSYSTEM by ABY SAM THOMAS ENTERPRISE ISLAND An exploration of the business ecosystem in Malta F irst things first: sure, Malta may not be the first country one would think of when considering a location to start or grow a business in Europe- but there is an argument to be made that this factor by itself is a good enough reason to consider this Mediterranean island nation as a place to invest in when following through on one’s entrepreneurial dreams. For those of us in the UAE, a look at the Maltese government’s initiatives in enabling a pro-business environment within its borders may cause some feelings of déjà vu- much like our nation, Malta may well be a small country, but that has certainly not stopped it from dreaming big when it comes to driving its economy ahead. The country’s past serves it well in this regard: Malta has been known for being a hub for trading and commerce throughout its history, and while it may well be one of the smallest economies within the European Union (EU) today, it is also regarded as being one of its most resilient, with the country recording an annual GDP growth of around 6% in the last couple of years. While it may be primarily regarded as a resplendent tourism destination by most of us, it’s also worth noting that the country has been characterized as “an advanced economy” by the International Monetary Fund, “a high-income country” by the World Bank, and “an innovation-driven economy” by the World Economic Forum- all of these factors just bolster the notion of progressiveness that Malta seeks to not just project, but also actively work on realizing it in its business landscape. >>>
47 August 2019 / ENTREPRENEUR.COM / ENTERPRISE ISLAND | AN EXPLORATION OF THE BUSINESS ECOSYSTEM IN MALTA
48 / ENTREPRENEUR.COM / August 2019 TJD Series "ONE KEY FACTOR FOR OUR NATIONAL SUCCESS IS THE FACT THAT WE ALWAYS TRY TO REINVENT OURSELVES, AND TRY TO FIND WHAT IS NEW AND WHERE IT IS WE SHOULD BE GOING, EVEN WHEN THINGS ARE GOING WELL.” START IT UP ECOSYSTEM David Xuereb, President of the Malta Chamber of Commerce, Enterprise, and Industry IMAGE CREDIT MALTA ENTERPRISE I got to witness Malta’s efforts in building a business-ready environ ment firsthand over a short trip to the nation organized by the Consulate General of Malta in Dubai with the support of Malta Tourism Authority (“the tourism industry's regulator and motivator, its business partner and the country's brand promoter”), Malta Enterprise (“the country's economic development agency, tasked with at tracting new foreign direct investment, as well as facilitating the growth of existing operations”) and FinanceMalta (“the public-private initiative set up to promote Malta as an international financial center”). Now, it doesn’t take long to understand this country’s appeal as a tourism destination- be it with its spectacular scenery that’s blessed with sunshine almost through the year, or its rich cultural history and heritage that spans over 7,000 years, Malta comes across as one of those nations that seems to have been almost designed to cater to an almost standard idea for a place where one would like to take a holiday in. While tourism is cer tainly one of the major contributors to Malta’s economic growth, the manufac turing industry has been another of the country’s mainstays, with Malta Enter prise pointing out on its website that it is also “the second largest employer on the island.” At the same time, Malta has also made it a priority to push ahead with its economic diversification plans, which has allowed the nation to see new economic sectors develop and grow- these include everything from pharmaceuticals, to financial services, to aviation, to information and commu nication technologies, and much more. This forward-thinking approach showcased by Malta when it comes to initiating and developing industries is what David Xuereb, President of the Malta Chamber of Commerce, Enter prise, and Industry, pointed toward when characterizing the country’s eco nomic achievements over the last cou ple of years, despite its limited natural resources. “I think one key factor for our national success is the fact that we always try to reinvent ourselves, and try to find what is new and where it is we should be going, even when things are going well,” Xuereb said. “Certainly, when things aren’t going well, people always want to reinvent themselves, but I think what we’ve been par ticularly clever in doing is trying to reinvent oneself when things are going relatively well.” This particular ethos is especially evident in Malta’s pursuit of a number of new technologies and industries that look set to shape the future of the world as we know it. Consider, for instance, Malta’s efforts at making itself known as a “blockchain island”- not only has the country been focused on adopting the technology (the Malta Business Registry will be the country’s first government agency to use a blockchain-based system),
49 August 2019 / ENTREPRENEUR.COM / ENTERPRISE ISLAND | AN EXPLORATION OF THE BUSINESS ECOSYSTEM IN MALTA Parliament building in Valletta, Malta Christian Cardona, Malta’s Minister of Economy, Investment and Small Businesses. WHY MALTA? 10 reasons for doing business in Malta > Economic, political, and social stability > Strategic location with the European Union (with easy access to nearby markets) > Efficient, transparent tax system > Highly skilled, flexible human resources > Highest GDP growth in the European Union > English as an official language, used for business, legislation, and training > Competitive cost structure with low social costs > Excellent quality of life and safe environment > Fast, flexible response to investors (with a variety of incentives on offer) > Support for R&D and innovation maltaenterprise.com it’s also been championing regula tion around this industry, while also encouraging companies in this space to take up residence in the nation. One such enterprise that has recently set up shop in the country is EFFORCE, a blockchain-based energy saving firm that counts Apple co-founder Steve Wozniak as both a co-founder and an investor. Results like these serve as testament to the Maltese government’s whole hearted efforts in not just setting up ambitious goals for itself, but also in the realization of it. “We engage a lot with niche markets and new ideas that converge with our strategy as a govern ment,” said Christian Cardona, Malta’s Minister of Economy, Investment and Small Businesses. “And we are happy to see that, in the last six years, we have managed to increase the dialogue, and the practicalities of what ensues after, in a very tangible manner.” This state ment by Cardona alludes to not just Malta’s can-do approach to whatever goals it sets out for itself, but also to the commitment the government has toward all those who invest and have a stake in the nation- indeed, Malta bills itself as “a vibrant economy open for business.” For instance, when it comes to new enterprises that want to set up shop in the country, Malta offers them support through a variety of fiscal and financial incentives- these include access to finance in the form of soft loans, interest rate subsidies, and loan guarantees, as well as the provi sion of tax refunds upon redistribution of dividends to shareholders, among other benefits. It’s easy to see that measures like these are already bearing fruit for Malta- just take a look at the enterprises that have set up outposts in the island nation, which includes internationally renowned companies like Airbus, Boeing Nokia, Microsoft, Ford, Guerlain, Christian Dior, Visa, and many more. Incentives aside, Cardona points out that Malta has quite a few inherent qualities that make it such a lucrative setting for doing business. For one, English is an official language in Malta, which essentially prevents any lost-in- translation issues for the non-Maltese who choose to work in the country. There’s also its strategic location in the Mediterranean, which affords businesses in Malta easy access to a number of different markets. The coun try also boasts of long-term economic, political, and social stability, which is further bolstered by a transparent legal and regulatory environment that’s conducive to business. “We have leg islative flexibility,” Cardona explains. “So, we can legislate on sectors, which are of interest to us, in very little time. It’s not only legislation which keeps you advanced in terms of international competitiveness- it’s also supportive legislation, which you have to issue regularly in order to keep up with competitiveness.” At the end of it all, there’s also the appeal of Malta as a country to live in- its draw as a holiday destination should be evidence enough for this. “The quality of life in Malta is super,” Cardona declares. “You can re locate here, with your family, friends, kids, etc., because it’s just beautiful to live here. We are Mediterranean- we enjoy our lives, and we work hard.” That’s a paradigm one will find almost impossible to argue against- which is yet another point in the bag for Malta as a destination for business.
50 / ENTREPRENEUR.COM / August 2019 [THE HOW-TO] Planting the entrepreneurial seed at your company by OMAR TAHBOUB INVESTING IN INNOVATORS ‘TREPONOMICS SKILLSET Omar Tahboub is General Manager at Bayt.com, the #1 job site in the Middle East with more than 40,000 employers and over 35,600,000 registered job seekers from across the Middle East, North Africa and the globe, representing all industries, nationalities and career levels. bayt.com EMPLOYERS WHO WANT TO EMPOWER THEIR EMPLOYEES TO BE INDEPENDENT AND SELF- REGULATE THEIR WORK SHOULD SET CLEAR GOALS AND OBJECTIVES FROM THE GET-GO. C hange is the only constant. In recent years, busi- nesses have had to adapt and trans- form their methods of function- ing in order to keep pace with advancements in technology, such as artificial intelligence in the workplace, changes in effective work arrangements, and the increasingly diverse preferences of today’s profes- sionals. It is beyond doubt that future work environments will continue to transform, and become very different from what they look like today. However, the rise of these new technologies, the demand for higher autonomy at work, and the quest for an environ- ment that fosters creativity and development, all have one aspect in common that not every business may have al- ready picked on. That common factor is: the entrepreneurial seed. The shared economy model is creating thousands of entrepreneurs every day. Tech companies rely on their own employee-entrepreneurs to lead various new products and divisions. The increasing shift towards flexible work arrange- ments is boosting autonomous work models with multiplied room to create and produce. Yet, it is starting to feel harder for companies to distinguish themselves from other players in their indus- tries, or to attract and retain top quality candidates. And that is because businesses are often fixated on incremental and reactive responses to particular trends, such as calls for flexible hours. In order for businesses to push past this stage of subdued potential, they need to consider a new approach in securing their talent, and developing their employees. Businesses need to implement an entrepreneurial mindset- a localized ecosystem where each and every employee thinks of the business as that of their own. Take a step back and think about your organization’s talent management strategies. Does it include set procedures built to encourage growth and development of employees’ skills? If it does, that’s absolutely great. But the question is: is that enough in today’s landscape? The reality of the matter is that many other organizations also already do that, but are still lacking the optimum drive and momentum. Many employers nowadays are shifting their focus towards developing their employees’ mindsets and behaviors, as well as considering that of candidates when hiring. What are they looking for exactly? They’re looking for individuals who think, act, and work like entrepreneurs, but aren’t necessarily always entrepreneurs by education or profession. People with a go-getter attitude, who are self-initiators, and who do not shy away from a challenge are in high demand. Managing a team can be very time-consuming, where managers usually need to guide and track their employees on a regular basis, and thus causing a major opportunity cost. The cost being time and effort that employers could have spent on more pressing issues such as catching up with the latest industry trends, brainstorming, or strategizing future initiatives. But instead, valuable hours are spent handling the logistical and mundane managerial responsibilities. With employees who think and operate like entrepreneurs, this issue disappears. Such professionals
51 August 2019 / ENTREPRENEUR.COM / INVESTING IN INNOVATORS | PLANTING THE ENTREPRENEURIAL SEED AT YOUR COMPANY >>> are able to take responsibility of their tasks, and lead their way through them until they are done and deliver worthy results. Not only that, they also strategize, optimize, evaluate, and take action accordingly. They are the ones who truly invest their full capacity, instead of simply going through the checklist. So, how can employers build and encourage the entrepreneurial spirit of their employees? Here are some quick ways to get started: 1. Set clear expectations Employers who want to empower their employees to be independent and self- regulate their work should set clear goals and objectives from the get-go. That starts with giving employees something to aim for: something Specific, Measurable, Attainable, Relevant, and Timebound (SMART). Not only do the goals need to be laid out clearly, and in a challenging yet realistic manner, they also need to be established in mutual agreement. It is very easy to fall for commands and task lists, but that’s exactly how you stop cultivating entrepreneurship within a team or a company. Make sure that your team fully understands what is expected from them, why it is expected of them, and how they can ultimately grow and impact the bottom line. Paint the complete picture, where each employee is genuinely an essential brick of the larger building, and where each project or task being handled is fundamental for the success of the organization. Most employees want to impress their managers, and want to be recognized for their good work. So, by setting your expectations, they’ll have enough information to manage themselves, and you won’t have to intervene, and spend your time and effort going back and forth and guiding the whole process. 2. Lead by example It is no secret that employees are highly influenced by their managers. What managers do (and how they do it) can highly impact the behavior and performance of their employees. This is a big reason why, in certain companies, both culture and productivity vary drastically from one team to the other. Managers are looked up to as role models and are on the spotlight most of the time. The good thing is managers can and should ac- tively exhibit entrepreneurial behavior by taking initiative, exploring new projects, own- ing their work, using delega- tion for empowerment not evasion, and similar behaviors that infiltrate the team and company. 3. Give time to think It is very easy to get sucked into the routine at work, when everything seems mechanical and repetitive, there’s no drive to push outside of one’s comfort zone, and creativity and passion take a prolonged break. Managers should encourage their employees to step out of the routine box by offering them with the time and space to think for themselves. This can give employees the chance to think of the value of their work, which can make them look at their work in a different perspective, an entrepreneurial perspective. As only when employees start to understand the value that they are adding to the organization is when they can start to devise new tactics to cut costs and start being more efficient. Doing so should not only occur when there’s something to brainstorm or a challenge to solve. In fact, it might be more beneficial to adopt a proactive approach, and push everyone to think of what is working, is it optimal, what needs to be changed, and what value is being delivered. Organizations with very tight policies tend to create a culture that restricts employees’ ability to think for themselves. And people who aren’t given the chance to think and create simply won’t, which can be a recipe for disaster. If you want your employees to act and operate like entrepreneurs, you’ll need to give them the freedom, trust, and time. 4. Seek them out Employers looking for some- one to join their organization might think that they just need an employee with the right qualifications to get the job done, and that’s it. But very little attention is paid to personality, drive, motivation, entrepreneurial character- istics, potential, and such. Shifting to include the latter components when hiring is an integral component of building the right type of company and talent force. It is important that companies are firstly not limited to small candidate pools. Choice is abundant nowadays- Bayt.com offers a platform with over 36 million
52 / ENTREPRENEUR.COM / August 2019 ‘TREPONOMICS SKILLSET THREE WAYS ENTREPRENEURIAL THINKING CAN HELP CHILDREN ALL THE WAY TO ADOLESCENCE (AND ADULTHOOD AS WELL) by HELEN AL UZAIZI Cove Beach in Dubai Helen Al Uzaizi is the CEO of BizWorld UAE and founder of the entrepreneurship education platform for the MENA region, Future Entrepreneurs. With a 15+ year career in the corporate and startup worlds, Helen directed her passion to the entrepreneurship education field, working to instill the entrepreneurial mindset in the next generation of leaders. bizworlduae.org START ‘EM YOUNG MANAGERS SHOULD ENCOURAGE THEIR EMPLOYEES TO STEP OUT OF THE ROUTINE BOX BY OFFERING THEM WITH THE TIME AND SPACE TO THINK FOR THEMSELVES. CVs to sift through. Secondly, screening and shortlisting must be orchestrated based on qualifications, as well as behavioral and personal traits. Looking for entrepreneurial talent means deploying the correct filters, questionnaires, relevant tests, and assess- ment measures. During the interview stage, employers can specify their assessment questions to discover the candidate’s way of think- ing. They can ask situational, experiential, or personality- related questions outside the scope of work of the job at hand, but still have to do with the company at large. This can give employers the chance to get an understanding of what motivates the candidate. People with an entrepreneurial mindset tend to be motivated by the organization’s priorities, activities, and potential areas for improvement and growth. Other companies prepare run- ning rotational programs and mentorships to identify “en- trepreneurial” talent early on. Indeed, there are various other steps that can also support building an entrepreneurial culture within any company. From incubating in-house and products, to enhancing cross-departmental learning opportunities, to endorsing side projects, business can get creative in their endeavor to enhance creativity. But at the end of the day, let’s keep in mind that at the cornerstone of all of this is investing in talent and building effective talent management practices. M oving from childhood into ado- lescence can be a very chal- lenging time for kids. Not only are social norms changing, but their ability to adapt to their quickly evolving environments is being developed. Schools change, responsibilities change, and their lives become different from day to day. Throughout this time, maturing happens, and it aids in their ability to critically think, react to situations, and become more independent. But is there a way to develop these skills sooner to help them mature, and ultimately, cope better? In a nutshell, yes. Teaching entrepreneurial thinking at a young age can help kids learn and hone valuable skills that they can use to cope with stress and unforeseen issues that arise in their ever-changing world. Creativity, problem-solving, and emotional intelligence are just a few of these skills that can be gained through early teaching and long-term practice. For kids that practice entrepreneurial thinking, in difficult situations, they are able to problem solve effectively by analyzing long-term ramifications. This kind of processing comes with so many benefits that will bode well for kids from childhood all the way into adulthood. 1. Positive habit-forming Entrepreneurial thinking is not just an activity, but rather a lens through which all situations are viewed. This is also known as a “positive habit.” Instead of going down another path, the child has to make a conscious decision to change their perspective. By making these daily decisions, kids become more aware of the benefits that come along with forming positive habits, and find them easier to engage in a variety of life aspects. 2. Emotional support When a child is able to effectively problem- solve, and see the fruit of their efforts, positive feelings and increased self-worth follow. This internal confidence leads to kids feeling emotionally supported, and it has a great effect on their ability to take criticism and grow without fear of failure. 3. Behavior Most of the time, bad behavior comes from the inability to control one’s emotions and/ or the inability to communicate. Practic- ing entrepreneurial thinking solves both of those inhibitors by giving the child the tools to be able to look at the problem from a big-picture and emotionally intelligent perspective. All of the attributes that are gained from teaching entrepreneurial thinking tend to lead to better behavior, emotional health, and positive habits by giving kids the tools to not only cope, but thrive. Equipping them early helps kids navigate the landscape of their lives so that they can face obstacles with creativity and without fear. Difficult situations, new experiences and issues that arise are all the more easily handled and learned from by learning and practic- ing entrepreneurial thinking young.
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54 / ENTREPRENEUR.COM / August 2019 Telecom breakthroughs are the key to transforming SME futures by HANY ALY Cove Beach in Dubai ‘TREPONOMICS PRO THE NEW WAVE T he UAE’s rise as a global incubator for entrepreneurs, startups, and future innovation has created a rich landscape for businesses of all sizes to thrive in. Backed by the leadership’s vision for creating a vibrant platform of opportunity, small- to-medium enterprises (SMEs) are being touted as key contributors towards the country’s economic diversification. It’s pleasing to see that the wheels are already set in motion. Contributions from the SME sector towards GDP are estimated to be at around 53% in 2019, up from 49% in 2018, according to the Federal Competitiveness and Statistics Authority’s latest report. Backed by a range of public sector initiatives –such as plans to expedite payments to SMEs within 30 days instead of 90, and the growth of supportive institutions like Khalifa Fund, StartAD, and Dubai SME– the federal government is targeting total SME contributions to reach 60% by 2021. The UAE leadership has made supporting SMEs a key priority. This sets an inspir- ing example for other sectors, including the telecommuni- cations industry, to make a mark on the SME ecosystem in order to drive the future progress of the nation. ICT (information and communica- tions technology) players are digitally transforming the sta- tus quo of business environ- ments across the world. In the UAE, this transformation is coming to life with the rollout of 5G networks. With faster speeds of up to 1 Gbps, higher network capacity enabling up to 100 times more connected devices per square kilom- eter, and 1 ms latency, 5G is creating a new chapter in connectivity for individuals, businesses, and government entities. 5G is also giving way to the realization of inter- net of things (IoT) network and artificial intelligence use cases, which harness the potential to digitally trans- form the social and economic futures of the country.
55 August 2019 / ENTREPRENEUR.COM / THE NEW WAVE | TELECOM BREAKTHROUGHS ARE THE KEY TO TRANSFORMING SME FUTURES Hany Fahmy Aly is Executive Vice President - Enterprise Business at du. Hany brings more than 18 years of experience to his position at du, where he heads up the company’s Enterprise Business division. His past experience leaves him well-positioned to do this, having worked in diverse sectors such as marketing, sales, customer experience and relationship management, with a strong foundation of financial skills. Prior to joining du in 2013, Hany worked with Vodafone in Egypt, where he spent 13 years working up to the position of Chief Business Officer. Hany started his professional career with Procter and Gamble in Egypt. Hany holds a Master of Business Administration from Columbia Business School in New York, from which he graduated with honors. du.ae THE UAE LEADERSHIP HAS MADE SUPPORTING SMES A KEY PRIORITY. THIS SETS AN INSPIRING EXAMPLE FOR OTHER SECTORS, INCLUDING THE TELECOMMUNICATIONS INDUSTRY, TO MAKE A MARK ON THE SME ECOSYSTEM IN ORDER TO DRIVE THE FUTURE PROGRESS OF THE NATION. Hany Fahmy Aly, Executive Vice President - Enterprise Business, du Promising a world of revo- lutionary change, du’s 5G enriched future offerings will lay the foundation for a revolu- tionary set of use cases. These include extreme mobile broad- band use cases, which enable higher traffic volumes and data rates that that will transfer into an increasingly enriched and seamless connected expe- rience for end users. Through the realization of massive machine communication, im- proved latency will enable bet- ter and faster response times for everyday applications such as connected ambulances and smart city sensors. 5G will also power critical machine com- munication use cases, which will enable the proliferation of innovations like autonomous cars, remote medical surgery, AI robots, factory automation, and drones with advances in areas such as network capacity. The transformative potential of du’s digitally transformative solutions flows into our offerings such as Business WiFi, which offers extreme connectivity– anytime, anywhere. By developing business broadband solutions with a commitment towards placing advanced 5G connectivity in the palms of businesses across the UAE, we are being instrumental in enhancing business customers’ ability, to digitalize their operations. With the ability to leverage our intelligent and dynamic 5G network, with higher speeds up to 1 Gbps and higher capacity, customers can boost their productivity and increase efficiency with a plug and play 5G solution that suits businesses of all sizes. Similarly, digital transforma- tion of the SME sector is the core focus behind our Business POS (point of sale) offering. This is redefining the SME space to help businesses move forward with seamless, effi- cient, and affordable payment technology. With Business POS, this payment solution enables merchants to accept card payments and digitize their payment transactions. As the UAE aims towards becoming a cashless society by 2020, solutions like this, which empower businesses’ digital transformation agen- das, are even more pertinent to the needs of SMEs. While these innovative solutions are set to make an immense impact on the SME landscape, there is plenty more to come as 5G connectivity unleashes an ever-increasing variety of digital-first use cases in the coming years. Off the back of these tech- nologies, this is enabling telcos to revisit their service offerings in order to shape and empower the SMEs of tomor- row. Through the provision of empowering telecom solu- tions, operators can make a positive impact on the future state of the business sphere. In the case of the UAE, tools like these can proffer SMEs advanced capabilities to navigate the future challenges and opportunities that come their way. At du, we are taking pride in our strategic role of empowering the next genera- tion of business. By leveraging technologies and our extensive expertise, we continue to cre- ate an exclusive portfolio of telco offerings aimed exclu- sively at the UAE’s SMEs. The UAE’s economic diversi- fication agenda is in a healthy state of play thanks to pio- neering efforts from the public sector. As digital transforma- tion becomes widespread, telcos will continue to play a crucial role in laying the foun- dations for SMEs to thrive. By developing a wider range of telco products for SMEs, this will generate a positive country-wide impact on the SME sector. SMEs are the backbone of the UAE’s economy. Equipped with robust telco solutions, their future potential is limitless.
56 / ENTREPRENEUR.COM / August 2019 THE CASE FOR PURSUING EXECUTIVE EDUCATION by MARYKE LUIJENDIJK To EMBA, or not to EMBA? ‘TREPONOMICS SKILLSET T he Executive Master of Business Administration (EMBA) has been around for a long time, but a constantly changing world with countless new educational options begs the question if an EMBA is still relevant and beneficial. Well, I may be biased, but I am of the opinion that it most certainly is- and here’s why: 1/ An EMBA diversifies your skillset An EMBA diversifies your skill- set, which, in turn, diversifies your opportunities. Mid-to senior level professionals very often get to a stage in their careers where they feel they have reached a plateau. They find themselves asking “Is this it?” and “What will I do for the next 30 years?” That’s where the EMBA steps in. The program allows you to add to your skills and expertise, which in turn leads to adding to your options. This can be within different sectors and/ or companies, but it can also be within your own sector or role– you might start getting involved in new projects, start leading new divisions, and so, you start mapping out a new career path or direction. 2/ An EMBA gives you the academic grounding you need An EMBA gives you the aca- demic grounding to know what you have been making up as you went along. You get to a point where you are doing so much outside of the scope of what you were originally qualified for, which often causes a gap between your academic knowl- edge, and what you are current- ly doing– the EMBA fills that gap. You might sit in class and realize that you have been ap- plying a certain academic model all along without knowing it. The EMBA also helps you to connect the dots between what you have done up until now, and how that fits into what you will be doing in future. 3/ An EMBA helps build up your network The word “network” has been used so often in speaking about the benefits of an EMBA that it feels quite cliché. Bet that as it may, the network you will gain from an EMBA really is one of the biggest takeaways you will get. It is, however, very important that you look at the depth and the scope of the network your EMBA will bring. Make sure the EMBA network will give you more than what you already have or what you could gain in your own capacity. Find an EMBA where you will be surrounded by the “non-traditionals”- you will be amazed at the perspec- tives that someone who knows nothing about what you do can bring to you and your profes- sion. Look for a program that has participants from the fields not directly associated with an EMBA (such as perform- ing arts, NGOs, military), and see how your assumptions are
57 August 2019 / ENTREPRENEUR.COM / TO EMBA, OR NOT TO EMBA? | THE CASE FOR PURSUING EXECUTIVE EDUCATION Maryke Luijendijk is the Program Director for the Executive Master of Business Administration (EMBA) at American University in Dubai (AUD). She joined AUD from Rotterdam School of Management, Erasmus University (RSM) where she was the Director of Marketing and Admissions for the globally top-ranked MBA portfolio. She served on the Strategic Platform of RSM, where she was involved in internationalization and new business development, including setting up various cross-national collaborations and joint degrees. Prior to that, she worked in the UK, and before that, she held various roles at educational institutions in her native South Africa. She has served on several advisory boards in the graduate management education sphere, including the Graduate Management Admissions Council (GMAC), TheMBATour and MBATube/MasterTube. aud.edu MAKE SURE THE EMBA NETWORK WILL GIVE YOU MORE THAN WHAT YOU ALREADY HAVE OR WHAT YOU COULD GAIN IN YOUR OWN CAPACITY. FIND AN EMBA WHERE YOU WILL BE SURROUNDED BY THE “NON-TRADITIONALS”- YOU WILL BE AMAZED AT THE PERSPECTIVES THAT SOMEONE WHO KNOWS NOTHING ABOUT WHAT YOU DO CAN BRING TO YOU AND YOUR PROFESSION. SCRUTINIZE THE PROGRAM CONTENT TO MAKE SURE THAT IT IS RELEVANT AND REAL. IF THE CURRICULUM HAS NOT BEEN REDESIGNED IN THE LAST YEAR OR TWO, YOU MIGHT WANT TO ASK HOW IT REFLECTS THE LATEST TRENDS THAT AFFECTS THE WORLD. Maryke Luijendijk challenged and perceptions change. In our AUD EMBA, we foster this by actively seek- ing individuals that will bring fresh ideas to the table. 4/ An EMBA can broaden your outlook EMBA content will, of course, teach you what you need to know about business; yet, how it is taught, and who it is taught by is crucial. Ensure that the EMBA you choose will give you so much more than what you can learn in your own capacity. Scrutinize the program content to make sure that it is relevant and real. If the curriculum has not been redesigned in the last year or two, you might want to ask how it reflects the latest trends that affects the world. For the AUD EMBA, this means that we cannot, for example, teach supply chain without looking at drones and 3D-printing, we cannot teach marketing with- out looking at R-programming, we cannot teach finance with- out looking at fintech and all it entails, etc. If the professors teaching you has never worked in the industry and/or are not consulting in their fields, you need to ask how they will en- sure that what they teach you is applicable. The content you take away from your EMBA will be the solutions you im- plement at work every day. 5/ An EMBA builds you Arguably the greatest value of an EMBA comes not from the content but from the journey. This sounds philosophical, and in a sense, it is: the growth you experience while on the pro- gram will change you as a per- son, change the way you lead, and change the impact you have. To make the most of this process, seek out the programs that actively support your journey- programs that offer coaching, that work on your soft skills, and that challenge your assumptions. At the AUD EMBA, for example, we are all about making you comfortable with being uncomfortable. We do this through an integrated skills trajectory where we create situations in which you need to push your boundaries and feel out of depth, because we believe this is where the greatest growth happens. 6/ An EMBA teaches you to be more mindful In a world where resources are getting scarcer and popula- tions are growing, you would be well served by looking for EMBA programs that pay at- tention to aspects of ethics, sustainability, and corporate social responsibility. Programs that value more than just the bottom line are most likely the ones that will be best equipped to ensure you and those around you can still benefit from your business decisions for generations to come. For the AUD EMBA, this notion is translated into the program by ensuring that all faculty mem- bers, regardless of the subject, dedicates a portion of their teaching to aspects of ethics, sustainability, and corporate social responsibility. For us, it is not merely about “going green,” or “doing good,” it is about instilling these topics as key business principles in all fields of business. The worst reason possible to do an EMBA is to do it only for the title. You need to first and foremost ensure that what you want to gain fits with the con- tent, culture, and approach of the EMBA program you choose. However, there is no denying that often the EMBA title is the differentiating factor when it comes to further steps of your career. At a certain stage, you will be amongst peers that have very similar potential and experience to you– if you wish to set yourself apart, more of- ten than not, an EMBA is what makes all the difference.
58 / ENTREPRENEUR.COM / August 2019 THE NEW NORMAL MONEY ECON WHY 2019 AND 2020 WILL BE GREAT VINTAGE YEARS FOR INVESTING IN THE UAE AND KSA F our years ago, I wrote an article calling the peak in the investment cycle in the consumer sector. Today, I am calling the end of the prolonged downturn we have been in since oil prices peaked in 2014. The broader economic indicators are already signaling a rebound. This can be seen in the purchasing managers indices, as well as in the foreign direct investment (FDI), which was up by 126% in the Kingdom of Saudi Arabia (KSA) in 2018. In the capital markets, the massive oversubscription of the international bond issues of the KSA government and of Saudi Aramco is also a sign of investors’ confidence in the region increasing. In terms of our own data at Awad Capital, our clients are reporting “marginal improvements” in demand for their products and services in 2019 so far, on a like-for-like basis relative to last year. These are clients in the food and beverage sectors, diversified retail, and the broader consumer sector. The acid test will once again be the summer, and the religious holidays in terms of their impact on consumption. This year will be the first one in a while where Eid Al Fitr finished during the school year, with consumers in the UAE going back to the country for a few weeks before the summer holidays officially kicked off. On the other side of the summer, Eid El Adha will fall in August instead of September, hence juxtaposing summer holidays and Eid holidays, and bringing the consumers back home a few days or even weeks earlier. The cumulative effect of these two seasonal factors will be, in my view, supportive of local demand, and dampen the negative effect of the holidays on business activity. Our forecast is that the real turnaround will start to be seen in the numbers in Q4 2019- read on for more on why we expect this to happen. by ZIAD AWAD 58 / ENTREPRENEUR.COM / August 2019
59 August 2019 / ENTREPRENEUR.COM / THE NEW NORMAL | INVESTING IN THE UAE AND KSA WHILE THE INTRODUCTION OF VAT WAS A LONG AWAITED AND EXPECTED MOVE, ITS TIMING FURTHER HIT THE CONSUMER, AND RETAILERS’ MARGINS. MORE THAN A YEAR ON, VAT IS NOW PART OF EVERYDAY LIFE, AND ITS FINANCING OF THE GOVERNMENT BUDGETS SHOULD BENEFIT THE BROADER ECONOMY AT SOME STAGE. SINCE 2017, WE HAVE SEEN THE OIL PRICE TRENDING HIGHER, REACHING AN AVERAGE OF $65 IN 2018, VERSUS AN AVERAGE OF $50 IN 2017. IT IS NOW FORECASTED TO BE STABLE BETWEEN $55 AND $65 IN 2019 AND TO AVERAGE $63. THE IMPLICATION FOR OPERATORS AND INVESTORS IS AS FOLLOWS: TO SURVIVE AND THRIVE, CONSUMER-FACING BUSINESSES NEED TO BE MANAGED MUCH MORE PROFESSIONALLY AND TIGHTLY THAN THEY WERE IN THE PAST. THE SLOWDOWN NO NEWS IS GOOD NEWS The difficult years we saw since 2015 were not induced by external factors, such as was the case in the great financial crisis of 2008. Indeed, these were the result of mostly local and regional factors, in addition to the oil prices fluctuations, which are always the biggest drivers of our regional economies. Just a look at the events which had a negative effect on the regional economies puts into perspective how idiosyncratic this recent slowdown has been: The fall in oil prices It all started in the second half of 2014 when oil fell from a peak of US$115 per barrel in June 2014, to under $35 at the end of February 2016. It then stayed be- tween $45 and $55 for a year. Since 2017, we have seen the oil price trending higher, reaching an average of $65 in 2018, versus an average of $50 in 2017. It is now fore- casted to be stable between $55 and $65 in 2019 and to average $63. The war in Syria and Iraq The war in Syria started in 2011, and reached its most extreme point in 2016, with it now thought to be in its final stages. Much like was the case with Iraq, the economic impact of this war should not be underestimated. Syria and Iraq are substantial markets with 56 million consumers. These consumers were rising, and these countries have the potential to be great markets for GCC exporters as well as trading partners. The reconstruction of Syria and Iraq opens great avenues for companies across the region. Introduction of VAT While this was a long awaited and expected move, its timing further hit the consumer, and retailers’ margins. More than a year on, VAT is now part of everyday life, and its financing of the government budgets should benefit the broader economy at some stage. The expat tax In 2017, KSA introduced a series of measures to further boost Saudization by both reducing expatriate employment and encouraging local employment. These objectives are absolutely sound in the long-term. However, the economy has had to adjust to the new measures in the short term. With regard to the “tax on expatriates,” it has had a number of negative implications: > The actual tax reduces the liquidity available for spending by companies and the expatriate employees > Many expats and their employers are not able to cope with the tax, hence resulting in an exodus of expatriates returning to their countries, and hence reducing the pool of local consumers > In certain cases, a solution has been for the expat bread earner to stay in KSA, while sending their taxed dependents back home. This has the unintended effect of reducing the number of consumers in the country, while not always creating new job openings for Saudi nationals. While the above list may seem gloomy and more could be added to it, its purpose is to explain the slowdown that we have seen in consumer related businesses. The positive news, however, is that we do not see any further bad news on the horizon. Indeed, some of the reform measures should be starting to bear positive fruits on the economy, while the oil price is sta- bilizing, and the global economy remains broadly stable. THE FUNDAMENTALS ARE AS GOOD AS EVER (AND ECONOMIC REFORM IS STARTING TO BEAR ITS FRUITS) When it comes to the positive fundamen- tals of our region, these can be listed, in short, as follows: > Vast natural resources > Strategic geographic location > Young and growing populations > Increasing levels of wealth > First class infrastructure None of these factors have gone away. Together, they combine to making this region a very attractive destination for investment. To this list, we can now add: accelerating economic reform. >>>
60 / ENTREPRENEUR.COM / August 2019 MONEY ECON THE LEVEL OF COMPETITION FOR CONSUMER’S ATTENTION HAS REACHED LEVELS SIMILAR TO THOSE OF DEVELOPED MARKETS. IN PARALLEL, WE HAVE SEEN THE MASSIVE DISRUPTION OF E-COMMERCE, AS WELL AS A SLOWDOWN OR RETRENCHMENT IN EXPAT IMMIGRATION. HAVING BEEN A CATCHWORD FOR MORE THAN FIVE YEARS, EXPO 2020 WILL BE A REALITY FROM OCTOBER 20, 2020 TO APRIL 10, 2021, BRINGING 25 MILLION VISITORS TO THE UAE, WITH AN ESTIMATED $23.4 BILLION TO BE ADDED TO THE UAE’S GDP. There is a very broad economic reform on- going across our region. I have listed here a far from exhaustive list of some of the most remarkable measures the govern- ments are taking to modernize and boost their economies. These are some of the many fundamental drivers of the expected economic recovery: Vision 2030 At its heart, Saudi Arabia’s Vision 2030 is a series of reforms designed to diver- sify the country’s economy, reducing its overall reliance on oil. The plans are based on three pillars, acknowledging Saudi Ara- bia’s role at the heart of the Islamic world, its ability to become a global investment power house, and finally, positioning itself as a global hub connecting Africa, Asia, and Europe. As part of its diversification plans, Saudi Arabia is investing into key sectors such as culture, entertainment, and sports, as well as introducing reforms to improve its business climate. 80 pro- jects are said to be planned for completion by 2030, including a luxury Red Sea re- sort featuring 50 islands, covering 34,000 sq. km., and a $2 billion investment into the General Authority for Entertainment, the body responsible for leisure initiatives across the country. Already in 2018, for- eign investments have made more than a two-fold increase from the previous year. KSA privatization program In April of last year, Saudi Arabia an- nounced its privatization program, which aims to pull in $11 billion worth of non-oil revenues by 2020, creating up to 12,000 jobs. Focused on driving public-private partnership investments worth between SAR24–28 billion, plans include the corporatization and privatization of key government services such as transport, manufacturing and water. The govern- ment aims to raise $200 billion through privatization in the coming years as part of its Vision 2030. It is hoped through its privatization reforms that the Saudi government will improve services, reduce government spending and enable it to focus on ensuring the legislative and regulatory environment to enable busi- nesses to thrive. At the same time, various transparency and anti-corruption reforms in Saudi Arabia have been moving at a fast pace, and with significant high-level support. This is key for encouraging entre- preneurship as well as foreign investment, and a healthy development of competition within the private sector. KSA and UAE allowing foreign ownership In an effort to attract more FDI to their nations, both KSA and UAE have intro- duced reforms permitting 100% foreign ownership in multiple sectors. The reforms are not only designed to draw more investments into each country, but among multiple benefits to businesses, it is thought that it will drive M&A activity and FDI due to the greater pool of foreign purchasers. UAE and KSA giving long term visas The UAE has recently undertaken a sweeping set of reforms in relation to visa requirements, which have been designed to help facilitate the process for people seeking employment. These reforms have included providing a one-year grace period for widows and divorced women, students completing university, and the possibil- ity of a two-time renewal of 30-day visit visa. This has been followed up with the introduction of a 10-year visa for highly skilled workers and investors, and this is expected to improve all round confidence among the business community and inves- tors in committing to the UAE market. Similarly, KSA has been relaxing its visa rules, and both countries are talking of offering long term or even permanent residencies.
61 August 2019 / ENTREPRENEUR.COM / THE NEW NORMAL | INVESTING IN THE UAE AND KSA Ziad Awad is the CEO of Awad Capital, an independent Dubai-based, DFSA-regulated financial services firm specializing in mergers and acquisitions (M&A), corporate finance and capital markets advisory. Ziad has 24 years of investment banking experience, and has advised on around US$100 billion of M&A and half a trillion of capital markets transactions,. Prior to founding Awad Capital in 2013, Awad held a number of senior positions with Bank of America and Merrill Lynch in Dubai, and with Goldman Sachs in Dubai, London and Paris. His career spans M&A, with specializations in technology, education, healthcare, logistics, industrials, energy and power, as well as the debt capital markets and trading businesses. awadcapital.com SAUDI ARABIA’S VISION 2030 IS A SERIES OF REFORMS DESIGNED TO DIVERSIFY THE COUNTRY’S ECONOMY, REDUCING ITS OVERALL RELIANCE ON OIL. THE PLANS ARE BASED ON THREE PILLARS, ACKNOWLEDGING SAUDI ARABIA’S ROLE AT THE HEART OF THE ISLAMIC WORLD, ITS ABILITY TO BECOME A GLOBAL INVESTMENT POWER HOUSE, AND FINALLY, POSITIONING ITSELF AS A GLOBAL HUB CONNECTING AFRICA, ASIA, AND EUROPE. IN DUBAI, THE LEVEL OF COMPETITION FOR CONSUMER’S ATTENTION HAS REACHED LEVELS SIMILAR TO THOSE OF DEVELOPED MARKETS. IN PARALLEL, WE HAVE SEEN THE MASSIVE DISRUPTION OF E-COMMERCE, AS WELL AS A SLOWDOWN OR RETRENCHMENT IN EXPAT IMMIGRATION. A Hada, Ta'if, Saudi Arabia UAE and KSA bankruptcy laws Both countries have introduced upgraded bankruptcy laws. By introducing such legislation, they hope to encourage entre- preneurship, and protect investors by pro- viding a more robust legal framework for businesses. The law was first implement- ed in the UAE in a case in 2018, enabling a company to restructure its debt, and then reassume business operations. Expo 2020 Dubai While we cannot tell for sure if no more bad news will come our way in the future, one piece of good news is about to become a reality in Dubai. Having been a catch- word for more than five years, Expo 2020 will be a reality from October 20, 2020 to April 10, 2021, bringing 25 million visitors to the UAE, with an estimated $23.4 bil- lion to be added to the UAE’s GDP. Beyond the numbers, Expo 2020 will be a big boost to both consumers’ and investors’ confidence in the region. It will also have a permanent impact on the global position- ing of Dubai as a tourism and events des- tination, further fueling the growth of the tourism, hospitality, transport, and food and beverage segments of the economy for many years to come. Indeed, the legacy of Expo will be long lasting, and we will see Dubai hosting even more high-profile global events, including even potentially the Olympics. I am confident that domestic factors are now lined up for an upturn. Actually, the sheer unanimous pessimism I encounter in the local business community is in it- self a sign that we are hitting the bottom. However, one thing can still dip us back into negative territory, and that would be an international recession, which could be for example driven by an escalation of the trade wars, or another US-driven credit crisis, this time originating in student loans or credit cards. CONCLUSION A NEW NORMAL IN THE GCC The main sectors this article focuses on are the consumer-facing sectors such as retail, healthcare, education, and food and beverage. These are the sectors which used to be cherished by investors, and about which I warned in my 2015 article. However, a word of caution: we do not expect to revisit the growth levels seen in the years preceding this recent slowdown. Our markets -and my focus is mostly on UAE and KSA- have significantly ma- tured over the last 10 years. Particularly in Dubai, the level of competition for consumer’s attention has reached levels similar to those of developed markets. In parallel, we have seen the massive disrup- tion of e-commerce, as well as a slowdown or retrenchment in expat immigration. The consequence of this new normal is that, while growth will resume, it will be at lower levels. So, expect low to mid-single digits, where previously double digits were the norm. Also expect lower margins, more in line with international peers. KSA prob- ably has more growth and margin still un- der its belt given the scale of the economy and the abundance of opportunities, but this new normal will also catch up in the Kingdom. The implication for operators and inves- tors is as follows: to survive and thrive, consumer-facing businesses need to be managed much more professionally and tightly than they were in the past. And in order to be consistently profitable at razor-thin margins, scale will be key, leaving little room for small and marginal operators. The winner in this will hope- fully be the consumer, who will be able to enjoy better products and services at lower prices.
62 / ENTREPRENEUR.COM / August 2019 BREAKING DOWN WHAT MAKES FOR A GOOD PITCH FOR FUNDS FROM INVESTORS by ANTIGONE CHRISTOFIDES GET YOUR MESSAGE ACROSS Cove Beach in Dubai ‘TREPONOMICS SKILLSET I founded Agga Consulting with the goal to enable startups, SMEs, and aspiring entrepreneurs to have access to high-quality strategy and management advisory in an affordable manner in terms of pric- ing, but also in terms of mode of collaboration. As part of this philosophy, Agga Consulting collaborators have been running numerous workshops mainly in the UAE and Greece with the goal to give practical solutions to some of the most common questions in the minds of entrepreneurs. During many of these workshops, a common question was fre- quently brought up by our participants, which was how can they effectively pitch for funds from investors. Investors are not only venture capital firms. They may come from many differ- ent sources, such as your clients, FFFs (i.e. friends, fools, and family), banks, grants, angel investors, etc. Although the language, format used, and even time spent on transmitting this pitch may vary according to who is your audience, we believe that all potential investors are looking for the same re-assuring mes- sages. What differs is the level of detail of information to be actually disclosed in that communication to give a reassurance to potential investors that these messages are backed up. Thus, we felt that it would be interesting for us to further explore this field, and provide entrepreneurs a practical approach to pitch for funds from investors, that actually works in a “#SimpleAs123” manner. To get this as right as possible, we mobilized our network of collaborators that are based across Europe, such as Periklis Tsoulos, CFA who is based in Amsterdam to research it, and we also reached out to entrepreneurs, such as the Dubai-based Mirhan Mandour, founder and CEO of Digiteam, and one of the leaders of the female chapter of the MENA Fintech Association. Our exercise was fruitful, and that led us to identify the following 10 core elements that should be present in any successful pitch: 1. Idea Probably the most important element of your pitch. Ideas can be expressed in terms of the issue they are trying to resolve, the solution they are actually providing, and the benefits expected from utilizing this solution, or the risks from not utilizing this. As for how you represent it, mobilize your creative talent to work in this part; for instance, through the use of short videos, simulations, or augmented reality. 2. Potential Investors want to put their money into a market that is growing, not saturated, and looks healthy overall. Therefore, it is important that you transmit this reas- surance by backing it up with research, market projections, or evidence of other successful ventures in that market. 3. Commitment The first person that needs to believe in your idea is you. You need to demonstrate that you are investing time and money in this, so that others can follow.
63 August 2019 / ENTREPRENEUR.COM / GET YOUR MESSAGE ACROSS | BREAKING DOWN A GOOD PITCH FOR FUNDS Antigone Christofides is the founder and Managing Director of Agga Consulting, a Dubai-based strategy and management consulting firm whose value proposition lays into offering affordable and easy-to-apply business advisory to small and medium enterprises and startups. Antigone holds over 18 years of international experience in marketing and strategy consulting, having worked for major FMCG, retail, telcos, and financial services companies across Greece, Italy, Spain and the UAE. She holds an MBA in Corporate Strategy from ESADE Business School in Barcelona and a BSc. in Business Studies from CASS Business School in London. agga-consulting.com INVESTORS WANT TO PUT THEIR MONEY INTO A MARKET THAT IS GROWING, NOT SATURATED, AND LOOKS HEALTHY OVERALL. WWW.AGGA-CONSULTING.COM 4. Skills and experience It is important to demonstrate that the right skillset is present in your organiza- tion to make the idea happen. Here is where your team needs to be introduced, highlighting the relevant skills and experi- ence they hold to make you realize your idea. 5. Ambition Investors not only want to invest in a promising market, but also in companies that they know how to evolve. Showcase your ambition, how you are planning to evolve the company at later stages. If you find it hard, here is a trick. Think about evolution in terms of new products/ser- vices, in terms of growth in new markets, in terms of new partnerships, etc. 6. Business operation and planning skills Ideas don’t bring money, business does. Thus, it is important to demonstrate that you understand what is the complexity behind making your idea a reality (i.e. activities that need to be performed, resources that need to be onboarded, etc.), but also that you know how to make that happen in a reasonable, but not very lengthy, timeframe. 7. Investment If you have done your exercise extensively, by now, you should have a good idea of the total investment you will need to make your idea reality. Although you may be planning to finance partially from your own funds (which is actually also what we recommend), potential investors would like to also see this information in order to understand better whether your feet are on the ground. If you have a finance or accounting person in your team, this is where they should shine. 8. Gains Although it is reasonable to state that profits are rarely evidenced from day one of operations, investors expect you to be very specific by when you are foreseeing this to happen. Projected income state- ments, cash flows and balance sheets, or even metrics calculations such as net pre- sent value, break-even, etc. may be useful here in order to demonstrate to potential investors that profits will be made, and relatively soon. Again, this is an exercise to be driven by your finance or accounting expert. 9. Funding Once all of the aforementioned elements have been addressed, it is the time to ask the core question to your investor, which is the funding you are actually looking from them. 10. Alignment Last, although it may not apply in any situation, it is worth trying to understand before your meeting with a potential investor if there are any elements that provide you a common ground. This could be, operating in a market in which the investor has demonstrated a particular interest in, similar background, etc. The identification of such elements will make the investor see you from a different angle, and thus could give you an extra bonus over other entrepreneurs looking to get access to the funds of that investor. To further support our clients and stay inline with what we preach as Agga Consulting, which is that we are the af- fordable business advisory that provides “#SimpleAs123” methodologies to some of the most common questions in the minds of entrepreneurs, we have created a generic storyline that can be used across businesses, across pitches and encom- passes the identified 10 core elements. So, the next time you try to pitch your idea to a potential investor you can tell him/ her that: 1. It is a great idea… 2. … with enormous potential… 3. … with evidence that we are implementing it in the right way… 4. … and with the right people onboard 5. We have a clear vision of how this could evolve to… 6. … and we have clarity on the actions required to get there reasonably fast… 7. It will cost us X dollars... 8. … but we expect to generate profits very soon 9. We are looking for X dollars of external funding… 10. … and a partner that can be a catalyst to this journey. Good luck with your pitches!
64 / ENTREPRENEUR.COM / August 2019 The Eventtus guide to (successfully) executing a rebranding effort by MUHAMMAD OMAR More than just a new look ‘TREPONOMICS SKILLSET P ulling off a successful, meaningful rebranding is always a tire- some task, and lots of compa- nies can't get it right. Our last rebranding project at my company, Eventtus, taught us a lot, and we would like to share with you the most criti- cal points to keep in mind to execute a successful rebrand- ing effort. 1/ Answer the why question first Why do you want to rebrand? Do you just need a refreshed look after a long time? Are you facing specific challenges, and identified rebranding as part of the solution? Did you enter a new market, or have discov- ered a particular opportunity, which requires an inevitable change in looks, and is worth a full rebrand? These are some of the questions you need to ask. Rebranding is not a simple decision, you are risking your brand assets, the backlash of your current customers, and making a substantial invest- ment, so you need to under- stand, why are you doing this, and be sure that it is worth the investment. At Eventtus, the case for rebranding was clear. The company has evolved greatly over the last couple of years, expanding its portfolio, and scaling its business with major key events, venues, corpo- rates, and exhibitions all over the world. We were focusing so much on the product that the brand was kind of left behind. So, it was time for the brand to evolve to reflect these changes, and hence, rebranding and formulating our current motto: Think Big, Think Easy. 2/ Have a clear scope, and write a rebrand manifesto Defining a clear scope (and sticking to it) is an essential aspect of a successful rebrand- ing. Knowing precisely what you want to change, what you want to keep, the communica- tion message that you wish your brand identity to reflect are major flags whether you will have a successful rebrand- ing project or not. Lots of brands dive headfirst into rebranding, and get lost and consumed in the aesthetics, then end up with something that might look visually appealing, but the message that needs to be delivered gets lost in translation. Create a well-written, clear manifesto to be your North Star, and use it to get buy-in from all stakeholders. Re- branding is one of the toughest projects to discuss and get a clear go-ahead on, as brand- ing involves colors, fonts, and designs, which has a subjective element, so agreeing on what to do isn't an easy task.
65 August 2019 / ENTREPRENEUR.COM / MORE THAN JUST A NEW LOOK | THE EVENTTUS GUIDE TO (SUCCESSFULLY) EXECUTING A REBRANDING EFFORT >>> 3/ Hire an expert Unless you are a huge company with a big design, branding, and marketing team, you should hire an expert for the project. Find a branding and design agency that fits your goals. Research and ask for recommendations, check their portfolios, and use these criteria to find the right fit: Experience Hire an agency with expertise on rebrand- ing projects, an agency that successfully proved time after time they know what they are doing, and how to satisfy clients’ needs. Relevance Make sure to choose an agency that has worked on similar industries. It doesn't need to be the same industry you are in, but it’s better if you find one like that. For instance, if you’re a company offering a SAAS product, don't go to an agency that has only done rebrands of physical products and their packaging- they simply won't understand you well. Design soul That one is hard to define, but when you browse different portfolios, you will always see a general design pattern. Some agencies favor soft fonts, others like bold, radical recreations, and some agencies go safe and corporate-y, so make sure to choose one that reflects the soul of what you are hoping to give your brand. This is somehow subjective, and it needs an eye for design and branding, so involve your design team when makig this decision. 4/ Research your target audience Eventually, your work is for your audience, the current customers, and the potential ones, so you need to make sure to know who they are, what they like, what are their preferences, and that what- ever you are doing will reflect a better way to serve them. There are many types of research that you can conduct to ensure your rebranding is successful, including: > Brand awareness research > Brand perception research > Brand identity research > Brand loyalty research > Brand values research > Brand message research > Brand strategy research Make sure to cover all your bases; begin a qualitative analysis, interview customers, and hold internal and external focus groups (we did tons of that before our project started), and gather all you can about your customers' emotions and perceptions. Use this data to formulate your quantitative research surveys, so you can measure, compare, and assess exactly what you need to do. And a bonus point, doing this made it much easier to convince the major stakeholders in our company that this project is indeed a priority. 5/ Involve your experts Marketing teams tend to be protective of projects like this- they love leading the whole thing, and making every call. But out of experience, in rebranding, inclusion is key. Collaborate with your design team, your UX/UI designers, your art director if you have one of those, and someone to represent the business side. Having people that represent different aspects helps you see the problem from various angles- you need these inputs. But make sure to make the roles and decision-making process within this mini team crisp and clear, so as to not hinder progress. 6/ Be unique, but stay relevant Every brand wants to be unique and different, and it's understandable- we all want to stand out, and be visually pleasant and remarkable. But in our pursuit of uniqueness, many times we forget being relevant. When we started the Event- tus rebranding project, we also aimed to be unique, and were first looking for a radical change in our logo/icon, but then settled for the current logo that is a re-imagination of the concept of the logo we once had, done in a new, sleek, and modern way, because that concept is relevant to us, and represents who we are as a company. Going radical would have defied the purpose of the project. 7/ Plan the switch When you switch to your new brand, it's not just about your website, logo, colors, and icons. You have to plan for that switch accurately. Create a list of all your collaterals, documents, sales kits, every communication asset you have, and make sure to have a plan for how you will update everything to your new identity. You will need to redesign and reproduce everything: your blog design,
66 / ENTREPRENEUR.COM / August 2019 ‘TREPONOMICS SKILLSET Muhammad Omar is the Head of Marketing at Eventtus, an award-winning digital event management and engagement tech company. eventtus.com | @e3langi | muhmorsi YOU OWE YOUR AUDIENCE AN EXPLANATION. PEOPLE, IN GENERAL, DON'T LIKE CHANGE, AND ESPECIALLY YOUR USERS. THEY GOT USED TO A CERTAIN UI, COLORS, LOGO, AND ICON OF YOUR BRAND. AND IF YOU DID A REALLY GOOD JOB, THEY MIGHT EVEN HAVE AN EMOTIONAL CONNECTION WITH IT. your stationery, business cards, logos on sales kits and brochures, presentations, your online social media accounts, and maybe even change some posters in your office. Lots of brands mess up this point, and end up with an incoherent online presence that has both the old and the new brand co-existing, which, in the end, makes you look sloppy. Don't fall for that, and have a clear plan from day one. Pro-tip: create checklists of all your resources that need to be rebranded, use it to track progress, and make sure nothing gets missed. 8. Tell your audience why You owe your audience an explanation. People, in general, don't like change, and especially your users. They got used to a certain UI, colors, logo, and icon of your brand. And if you did a really good job, they might even have an emotional connection with it. Remember Slack's logo and colors change? Lots of people were sad or angry, and didn't want the change, but Slack issued an informative, nicely written article explaining the functional and practical problems they faced using the old identity, and why they needed the change. We followed the same path as any great brand- we explained on our newly redesigned blog (which you really need to check and subscribe to if you are working at any role in event creation or management industry) why did we rebrand, and what it was all about. 9/ Use the opportunity to go public You don't get to rebrand every day- it's a big deal. Use it well! Go public with your rebranding project; create a landing page for your rebranding, be visual and beautiful, partner with publishers, and do a PR campaign. Use this chance to increase your brand awareness, and use that platform to position your brand the right way. Everybody likes a good story, right? Another great way to use this opportunity is what we did here at Eventtus, which is to present to the world a new product! With the rebrand, we finally got the chance to introduce Eventtus LeadBox, our new software solution that grants sponsors and exhibitors the means to drive immediate ROI, with a simple yet valuable lead generation tool. Doing that helped our SEO and product awareness big time, and our PR even helped us generate leads- this wasn’t our main goal, but hey, what a great bonus achievement! As you go through the rebranding process, make sure to keep revising your brand manifesto as you go, ensuring that you are on the right track all the time, not losing sight of what's important, and what you actually want to achieve with your rebranding. And that's it. Happy rebranding, everyone!
68 / ENTREPRENEUR.COM / August 2019 THREE DIGITAL METRICS EVERY MARKETER NEEDS TO USE TO UNDERSTAND BRAND ENGAGEMENT by LAMA ABDELBARR Cove Beach in Dubai Lama Abdelbarr leads on digital communications for Middle East and Africa at Talkwalker, a media monitoring and analytics company that empowers over 2,000 brands and agencies to optimize the impact of their communication efforts. talkwalker.com ‘TREPONOMICS PRO DIGGING DEEPER S hould your marketing team care about engagement rates? The short answer is no, marketers need to stop putting so much focus on engagement rates when they measure success. The long answer involves me talking to some industry experts to find out what why looking at engagement rates can be misleading and how the metric can be repurposed for deeper insights. The consensus amongst the industry experts was that engagement rate is a vanity metric that simply doesn’t cut it anymore. That’s why they proposed three alternative approaches to the metric, which will allow you to dig deeper into your audience’s actual engagement with your brand: Heba Sayed, Marketing Manager at IBM Watson Customer Engagement, Middle East, Africa, and Turkey Klime Mickovski, Acting Head of Product/Head of Data & Insights - Digital at Sky News Arabia Jamal Al Mawed, founder and Managing Director at Gambit Communications 1. THE HEALTH OF THE ENGAGEMENT RATE Looking at an engagement rate in isolation does not indicate a whole lot. Measuring a pas- sive act by consumers (double tapping as they scroll down a seemingly endless feed) does not actually indicate anything about the level of engage- ment and the connection a consumer makes with the brand message. “In my view, a healthy engagement rate that is improving over time is the key social media metric that each brand should closely monitor,” says Heba Sayed, Marketing Manager at IBM Watson Customer Engage- ment, Middle East, Africa, and Turkey. Marketers should shift their focus away from how high the engagement rate is to focus instead on the health of that rate. Is it improving over time? Is that improvement reflected in an improvement on other metrics? Does it amplify the brand image and message? “This takes a lot of work from the brand, though, to be able to generate a con- sistent drumbeat of messaging and content that pleases its audience and inspires action,” Sayed explains. “But it's an effort that will be highly rewarded!” 2. DAILY ACTIVE USERS Delving even deeper into the quality of engagement, Klime Mickovski, Acting Head of Product/Head of Data & Insights - Digital at Sky News Arabia, advises marketers to use daily active users as their key metric. “Daily active users are users who visit or interact with a product or service on a daily basis- whether that be a company’s website, social channels, or app,” he explains. “This means that your daily active users are actually true loyal fans who have your brand top of mind. They are a gold mine in terms of embodying and spreading your message. The number of daily active users is a far more superior metric to the number of followers, as it measures the actual brand loyalists who spread your brand awareness and reach, and at the same time, also directly impact the digital revenue you gener- ate, as they consume most of your monetizable inventory. If brands prioritize the number of daily active users as their growth metric, they will be able to expand both their audience and revenue.” 3. FLUCTUATION OVER TIME Benchmarking results is an important habit that can drive marketers to achieve more and perform better. This is certainly an outlook that Jamal Al Mawed, founder and Managing Director at Gambit Communications, also subscribes to. “All the current metrics such as reach, im- pressions, hits, interactions, engagement, etc. are just numbers, unless we are look- ing at the fluctuations in them versus our competition, or our own previous history,” Mawed says. “That’s when we can use them to get more insights into what we are doing right or wrong.” Indeed, consistently monitoring both your brand, as well as its competitors can present a great array of data to be used for actionable insights. The best practice for marketers would be to keep tabs on results over time, and deep dive into steep fluctua- tions to understand what’s working and what’s not.
69 August 2019 / ENTREPRENEUR.COM / AHEAD OF THE CURVE | TECH-SAVVY CUSTOMERS ARE TRANSFORMING THE PROPERTY MARKET TECH-SAVVY CUSTOMERS ARE TRANSFORMING THE PROPERTY MARKET by CECILIA REINALDO AHEAD OF THE CURVE Cecilia Reinaldo is the CEO of Home Owners Direct, an e-commerce property portal that has marked a regional first in the property sector with its comprehensive technology-driven platform that connects property owners with buyers and tenants directly for free. On this UAE-based digital platform, they can meet directly to negotiate and reach private agreements on property sales and rentals. hod.co THE DIGITIZATION OF THE REAL ESTATE MARKET HAS ITS ROOTS IN THE EVOLUTION OF BIG DATA AND ADVANCED DATA ANALYTICS, WHICH ENABLE PROPERTY COMPANIES TO GAIN UNPRECEDENTED INSIGHTS ON CUSTOMER BEHAVIOR AND ASPIRATIONS. T oday, we are witnessing an amazing convergence of digital technology in the real estate sector. The property market is indeed at the intersection of several tech forces that together will define the future of how the industry evolves. These forces of digital change, such as fintech powered by financial start- ups, smart cities and smart contracts drive by block- chain technology, contech (construction startups), and proptech (property startups) are driving fast-paced change that has underpinned the need for not just developers, but every stakeholder in the real estate industry to adapt, change, and evolve. The most profound influ- ence that has driven this transformation comes from none other than the customer. Today’s tech-savvy millennials, who have information at their fingertips, have underlined the need for a new business model that the property sector cannot ignore. It is a two-way street: digital- savvy customers are driving the property sector to be digital-first in their strategy, and in doing so, customers are more tech-empowered to make the right decisions in real estate investment. The digitization of the real estate market has its roots in the evolution of big data and advanced data analytics, which enable property com- panies to gain unprecedented insights on customer behavior and aspirations. Companies that have chosen to leverage this data and innovate are the ones that are making headway in property sales, irrespective of market challenges. Simultaneously, the practi- cal application of blockchain technology, reflected in the Dubai Blockchain Strategy that is embraced by Dubai Land Department as it moves to implement “smart contracts,” which reduces the time for completing transactions, as well as advances driven by ar- tificial intelligence, such as real estate robots, have opened up new opportunities for property sector stakeholders to enhance their engagement with customers. The tech-savvy digital na- tives -our new customers- are increasingly going online for anything from property search to purchase. According to the National Association of Real- tors Research Group’s Real Estate in a Digital Age Report, 99% of millennials search on online websites for property purchases, with only 56% visiting an open house, and nearly as many found their house on a mobile device. Photos and online information about properties were more important to millennials, and nearly half of them reported that virtual tours are important in decision-making. Millennials are also exploring new ways to invest, such as through crowdfunding, and seeking ways to avoid interac- tions through middlemen. Further, new fintech platforms are offering options to invest in funds that enable investors to make a single investment and immediately own a diverse portfolio of real estate assets. Property companies, too, are responding to the shift through digital tools such as chatbots and the adoption of virtual reality and augmented reality to take potential customers through 3D tours. Such tools for informed decision-making are crucial to engaging customers who are increasingly conducting every process in the real-estate-pur- chase journey with the click of a button on their smartphones. The digital model of doing property business has trans- formed traditional norms of advertising and marketing, too. With mobile-friendly websites and other online-driven initia- tives, they are making the pro- cess of property research and purchase simpler and easier. In this changing market dynamics, it is important for real estate agencies to adapt to the new models. They will need to focus on creating real value for customers, especially as peer-to-peer marketing takes the upper hand with only the buyer/seller or tenant/ landlord transacting money, as technology increasingly eliminates any third-party in the transaction. With the internet changing how real estate is delivered to customers, it is important to be more social, and leverage real estate reporting software to manage business more effectively. An active presence on social networks, such as Facebook, Twitter, YouTube, or Instagram, and the use of blogs and vlogs are all impera- tives to succeed in engaging with the customers. Technology will continue to evolve, and customer expec- tations will keep changing as tools and resources get smarter. The real challenge for the real estate industry is how quickly businesses can adapt and change with time, and leverage applications for the benefit of the consumer experience. It’s a challenge to stay ahead of the curve, but the key is not to fall behind.
C onceived to capitalise on the unprecedented growth, opportunities and market demand for private label and licensing opportunities, the MENA region’s inaugural Private Label and Licensing Middle East exhibition will take place from 29 – 31 October 2019 at Dubai World Trade Centre (DWTC). With more than 130 international brands from 50 plus countries exhibiting products and solutions, the show is expected to attract more than 5000 visitors eager to explore private label and licensing avenues to expand or launch their business. Aimed at a number of verticals and industries associated with Fast- Moving Consumer Goods (FMCG), the show will connect private label suppliers and contract manufacturers from across the globe with a focus on identifying new products and solutions to drive increased business opportunities. Key focus areas of the show will explore three specific pillars: Private Label, which denotes product manufactured or packaged for sale under the name of the retailer rather than that of the manufacturer. Retail heavyweight Carrefour, the region’s leading private label is the Retail Excellence Partner for the event and will showcase a wide suite of private label products alongside other key retailers and brands. Brand Licensing, a process of leasing a renowned brand and using it on product or a company for a designated time period. The event Category Sponsor for Licensing, Cartoon Network will present brand licensing opportunities to visitors to leverage their iconic brand characters on product packaging. Contract Manufacturing, which is the production of goods by one firm, under the label or brand of another firm that helps to produce and sell products without having to invest in heavy machinery or equipment. Sales of private label in the Middle East and North Africa are increasing as consumers, particularly within the UAE and Saudi Arabia, are becoming more price conscious and their value perception of non-branded products is improving. With companies across the region exploring new avenues to source the rights to leading brands, entertainment trademarks, licensees, product line and strategic partnerships, Private Label and Licensing Middle East will feature a host of tailor-made programmes and workshops, including: Meetings Programme: Private Label & Licensing Middle East will host of suite of big retailers and FMCG giants to meet and network. RFP Portal: Open to all visitors and exhibitors, the Request for Proposal portal will allow buyers to upload purchasing requirements, receive proposals and schedule meetings ahead of the show that will enable the potential customers to build profile and receive connection recommendations based on sourcing needs and sales offerings. Private Label & Licensing Middle East Summit: High-profile industry experts will share insights, product innovation and latest market trends to unravel the opportunities lying with private brands. Experts will share experiences, cases and updates ranging from ideation to distribution with a view to help businesses win and sustain customer loyalty. Brand Licensing Workshop: The free to attend workshop will help manufacturers and retailers understand the importance of product differentiation to help stay ahead of the curve and, ultimately, increase bottom line. Packaging Masterclass: The custom-made workshop organised by TetraPak, will help companies explore innovative concepts of optimal packaging design to meet the ever-increasing consumer demand for trendsetting products. A new event by Gulfood, Private Label and Licensing Middle East will highlight the growing business opportunities for individuals and companies in the region. Among key sponsors and partners of the exhibition are Carrefour as Retail Excellence Partner, TetraPak as Packaging Masterclass Partner, Cartoon Network as Category Sponsor – Licensing, FlavourTech and Al Emlaq as Gold Sponsor. While the focus of Private Label and Licensing Middle East stretches across a plethora of industries, the inaugural exhibition will run alongside Gulfood Manufacturing 2019 to ensure participants can maximise business potential across the food industry supply chain. BRAND ELEVATION TO TAKE CENTRE-STAGE AT 1ST PRIVATE LABEL AND LICENSING MIDDLE EAST ADVERTORIAL MENA REGION’S FIRST EXCLUSIVE TRADE SHOW WILL CONNECT PRIVATE LABEL SUPPLIERS AND CONTRACT MANUFACTURERS TO FOSTER NEW BUSINESS AVENUES
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72 / ENTREPRENEUR.COM / August 2019 “WE GOT FUNDED!” A look into how Washmen and FineDine secured their latest fundraising wins (and what one can expect to see from them in the future) by PAMELLA DE LEON 1. Do it early “Start raising early– and stay focused on your business metrics throughout the long fundraising process. Your past performance is not enough.” 2. Stay determined “Be patient, and choose the time you invest into each investor carefully. Some investors have specific investment theses, or focus on specific industries. Other inves- tors are generalists. Don’t take any feedback personally, even if it feels personal. Be self-aware in knowing who your business is attractive to. You also need to be flexible in accommodating different investors’ require- ments, while making sure you have harmony among your shareholders.” 3. Prepare for the unknown “Raise more than what you think you need. Scaling your business has a lot of unknowns– you don’t want to be too worried, because you need to make an investment into something you find out is crucial for your busi- ness, and haven’t accounted for it. You also want to be able to test ideas out..” Washmen co-founder and CEO Rami Shaar shares his tips for entrepreneurs looking to raise funds for their startups ‘TREP TALK IMAGES COURTESY WASHMEN | FINEDINE Washmen team START IT UP STARTUP FINANCE WASHMEN washmen.com Washmen, a Dubai-based startup streamlining dry cleaning and laundry ser vices, has successfully raised US$6.2 million in a Series B round. The investment round was led by international VC fund AddVenture, and joined by Germany-based chemical and consumer goods company Henkel, Lebanon’s Cedar Mundi Ventures and B&Y Partners, and the UAE’s Clara Ventures. The new capital in fusion will be used to expand the startup’s presence locally and drive its growth. Launched in 2015 by Rami Shaar and Jad Halaoui, Washmen was founded with the intention to eliminate the need for a washing machine from UAE homes. The startup kicked off its operations by partnering with logistics partners and high-quality laundromat facilities to pick up, clean, iron, and deliver laundry as fast as the next day after it was brought in, for a price that was at least 20-30% less than what premium services tended to charge. A wash and fold service (priced per bag) was later added to its portfolio, thereby allowing customers to fully outsource their laundry. “Since that kind of opera tion didn’t exist in the local market, we had to build our own facility in order for that offering to scale across Dubai and Abu Dhabi with the qual ity and hygiene customers expect,” co-founder and CEO Shaar remembers. According to Shaar, Wash men currently serves over 30,000 individual customers and processes over 300,000 items a month, with two cur rent facilities (its latest is a new 300,000 sq. ft. facility in Dubai) to both wash and fold, as well as clean and press items. By building their own facilities, the co-founders believe they have gained an edge in their operating model: “This allows us to better cap ture margins, reinvent that into the business, and keep prices affordable- the objec tive remains to replace the need for a washing machine at home.” And with the new investment and investors in and out of the region, the co-founders are confident on their new partners’ extensive knowledge to help their start up’s scale across geographies. “We intend on utilizing the R&D of our partners exten sively, in order to improve our quality and widen our service offerings.” A noteworthy fea ture the startup also admin isters today is its recycling program, wherein customers’ recyclables consisting of plas tic and paper waste can be gathered in a Washmen bag, which is then collected by the company. As the startup continues to grow, Shaar says he and his team are focused on staying true to Washmen’s primary offering, which is its “con venience, reliability, quality, affordability, and the ease of payment it offers,” basing their strategy on customer retention more than acquisi tion- which they admit is a challenge that becomes more difficult as the startup scales. “We understand how hard it is to acquire- losing a customer is a waste of effort and money. Retention is a function of our product, and so is building a better product that will minimize frictions for customers, as well as our operations.” And with a continued goal of establishing itself as the go-to trusted laundry and dry cleaning brand in the UAE, the co- founders continue to work on “making transparency and quality staples of our opera tion and reputation.” Onward and upward!
73 August 2019 / ENTREPRENEUR.COM / FINEDINE finedinemenu.com FineDine, a SaaS data-driven digital menu platform and a tablet application for the F&B and hospitality sector, has raised an undisclosed investment from Middle East food vertical accelerator Savour Ventures. Launched in March 2016 by Duygu Kutluoglu Kilic and Adil Burak Kilic in Istanbul, Turkey, the startup came into being after Burak stumbled on the idea of digitizing paper menus for diners, who would get to see how their choices would be served before being ordered. With CEO Duygu’s project manage ment background and CTO Burak’s skills in software development, the duo launched FineDine as a SaaS menu management platform for restaurants, cafes, bars and hotels to increase sales and customer retention by digitizing the dining experience with interactive digi tal tablet menus. The platform enables self-ordering (and soon self-checkout), allowing consumers to decrease the fric tion between the diner and the kitchen, as well as help managers make decisions based on analytics on the menu and service performance. Currently, FineDine serves more than 800 customers in 52 countries, mostly in Kuwait, Saudi Arabia, and the UAE. Its customers include the likes of Cavalli Club, Hard Rock Hotel & Casino, Hilton, Raffles Hotels & Resorts, Shangri-La, and Sofitel Raffles in the GCC, South East Asia and USA. Kilic credits their growth to their digital marketing strat egy which acquired most of their cus tomers online. Besides being integrated to restaurant management system such as Epos Now, Clover and more, it also partners with KSA-born startup Food ics’ dashboard to allow guests to place orders from the FineDine app and sent to Foodics’ point of system immediately. An alumni of 500 Startups’ accel erator program in San Francisco, the startup has also previously received investments from 500 Startups Istan bul, as well as Turkish angel investors Fira Isebecer and Hande Enes. When it comes to advice for startups pitching to investors, Kilic tells entrepreneurs that it’s essential to talk about the long-term vision, rather than just the current status of the project. And with the new investor onboard, Kilic is certain that the startup will make use of Savour Ventures’ network, mentors and know- how to grasp a deeper understanding of the F&B scene in GCC. They plan to use the new capital infusion to “dominate the Gulf region, and grow in South East Asia.” Ahmed Wadi, founder and CEO, Moneyfellows CURRENTLY, FINEDINE SERVES MORE THAN 800 CUSTOMERS IN 52 COUNTRIES, MOSTLY IN KUWAIT, SAUDI ARABIA, AND THE UAE. For you as an investor, what made FineDine a startup that was worth investing in? “FineDine ticks all the right boxes: it offers clear value to both restaurant goers and restaurants, it harnesses technology for scalability, and it has an amazing team behind it, who combines both passion in serving their customers and expertise in the market they operate in.” Mona Al Mukhaizeem, Managing Partner, Savour Ventures THE INVESTOR’S VIEWPOINT FineDine CEO and co-founder Duygu Kutluoglu Kilic, and CTO and co-founder Adil Burak Kilic FineDine app Mona Al Mukhaizeem, Managing Partner, Savour Ventures WE GOT FUNDED | WASHMEN AND FINEDINE SECURE THEIR LATEST FUNDRAISING WINS
74 / ENTREPRENEUR.COM / August 2019 Soushiant Zanganehpour, founder and CEO of Swae, on how his startup aims to upgrade the decision-making process by TAMARA PUPIC POWERING STRATEGY START IT UP Q&A Soushiant Zanganehpour, founder and CEO, Swae IMAGE COURTESY SWAE M ore often than not, we wit- ness or hear about the lack of voice or influence most people have on systems, institutions, and organizations that have sig- nificant impact on their lives, which has led many to try to upgrade the decision-making process. “This frustration, coupled with the countless examples of abuse of power, the elitism of experts that exclude others due to their perceived ignorance, the limited feedback loops and tools we have to ensure lead- ers remain accountable to promises, and most impor- tantly, the generally uninspir- ing decisions produced by this way of decision-making really inspired me to explore alternatives,” says Soushiant Zanganehpour, founder and CEO of Swae, an AI-enabled platform giving users tools to better express themselves, and participate and influence decision-making processes and governance. Officially established in 2018, the Vancouver-based Swae aims to create more intelligent, meritocratic, and higher quality decisions in or- ganizations by disrupting the overly-centralized, top-down and outdated hierarchical process of decision-making. “We do this by combining anonymity, artificial intelli- gence, and collective intel- ligence to give people the ability to build powerful proposals from the bottom- up without much expert intervention and dependency,” says Zanganehpour. “This allows them to participate in consequential and complex decisions that have impact on them– from government policy, community budgets, to workplace decisions. The plat- form also helps organizations unleash the creativity of their stakeholders, discover unre- vealed truths, data and well- crafted bottom-up solutions, so decision-makers can make more intelligent decisions around products, services, policies, and strategy.” Prior to his work on Swae, the whole of Zanganehpour’s career trajectory shows his tendency to solving problems at the intersection of public policy, business, technology, and systems change. Swae is his fourth entrepreneurial experience- the three previous startups that he worked on, which focused on large event promotion and production, digital advertising technology, and education, have been led to profitability and a buy- out. Zanganehpour is also currently engaged as a board member of Harvard Business Review's Advisory Council and Biocarbon Engineering (a reforestation startup using drones to replant a billion trees per year), as well as an advisory board member of RADIUS ventures, a social venture accelerator based out of Simon Fraser University’s Business School in Vancouver, Canada. His academic career includes him working as an adjunct professor at Sciences- Po in Paris, France, and a lec- turer at the Masdar Institute in Abu Dhabi, UAE, teaching business models for social progress and impact investing at the master's level. It is thus his career so far that offered him an insight into the quality and efficiency -or the lack thereof- of decision- making processes in organiza- tions of all sizes. “I came up with the idea of Swae in 2014, as a result of my experiences working in senior manage- ment roles inside small and large organizations,” says Zan- ganehpour. “Here, I regularly witnessed several occasions where poorly designed, non- meritocratic, and politically motivated decision-making processes led to poor decision quality, and poor organiza- tional performance. I felt strongly that these processes and their end outcomes were a disservice to the organi- zation’s potential, and the available but untapped collec- tive intelligence that resided within them.”
75 August 2019 / ENTREPRENEUR.COM / OFFICIALLY ESTABLISHED IN 2018, THE VANCOUVER-BASED SWAE AIMS TO CREATE MORE INTELLIGENT, MERITOCRATIC, AND HIGHER QUALITY DECISIONS IN ORGANIZATIONS BY DISRUPTING THE OVERLY CENTRALIZED, TOP-DOWN AND OUTDATED HIERARCHICAL PROCESS OF DECISION- MAKING. Cove Beach in Dubai POWERING STRATEGY | SWAE AIMS TO UPGRADE THE DECISION-MAKING PROCESS "I REGULARLY WITNESSED SEVERAL OCCASIONS WHERE POORLY DESIGNED, NON-MERITOCRATIC, AND POLITICALLY MOTIVATED DECISION-MAKING PROCESSES LED TO POOR DECISION QUALITY, AND POOR ORGANIZATIONAL PERFORMANCE." The Swae team Swae is a sector and organ- ization-agnostic platform that combines anonymity with artificial and collective intelligence, and guides users through a methodical discov- ery process to help articulate their solution into a problem. In doing that, the platform provides conditional ano- nymity, allowing users to feel comfortable expressing uncon- ventional ideas, and revealing their identity only if their idea is selected. Natural-language understanding (NLU) and natural-language processing (NLP) algorithms help improve the quality of the initial solu- tion, functioning as a proposal editor to strengthen effective- ness. All proposals can be improved through distributed crowd input and deliberation, as well as be upvoted/down- voted to symbolize political support in order to garner the attention of decision-makers. The most engaged proposals automatically escalate up- wards to a feasibility decision round. This process creates bottom-up solutions that are well-written, researched, and deliberated. The actual process of developing Swae started in 2016 when Zanganehpour was accepted to Singularity University’s Global Solutions Program, and he began working on the conceptual validation of the idea. “While there, learn- ing about future exponential technologies, and the impact on our social and business institutions, my initial hypoth- eses were validated that most decision-making processes are outdated, and unfit for our times,” he says. “Today’s most consequential institu- tions (governments, corpora- tions, city councils) operate through hierarchies, interpret stakeholders’ preferences through periodic elections and consultations, and make deci- sions leveraging proportional representation, precluding regular, meaningful, and substantive participation of stakeholders into the process. However, our ever-advancing communication technologies are challenging old organi- zational structures, enabling direct instantaneous exchange, the creation of distributed organization and new business models, and the aggregation of distributed intelligence, efficiently. Given these pos- sibilities, people expect more transparency and inclusion in decisions that have a big im- pact on their lives. Institutions and organizations that fail to update their decision-making processes will be left behind.” The following year, Zan- ganehpour began working full-time on the concept, bootstrapping the develop- ment with personal savings. In June 2018, the Swae team was awarded a US$600,000 non-dilutive grant by the Global Challenges Founda- tion, winning their inaugural 2018 global New Shape Prize competition for Swae’s model, technology, approach and vi- sion for governance and 21st century decision-making. The funds were used to expand the team (currently oscil- lating between six and nine people), build the first version of the Swae web app, test it in organizational settings in order to experiment with bottom-up ideation and decision-making, and also gain commercial and operational validation. Since then, Swae has proven to be a SaaS platform that is highly customizable to the needs of any organization, and as such has already garnered signifi- cant interest, listing MSF/Doc- tors without Borders, Bosch, the government of Chile, and the city of Juarez, Mexico, among its clients. In early 2018, the Swae team participated in NYU Abu Dhabi’s Venture Launchpad program, an AI and robotics fo- cused sprint accelerator, which supported them with access to market and pilot opportunities with state-owned corpora- tions in the UAE. “Thanks to startAD, it was during this program where we met the innovation team at Etihad Airways, and through a com- petitive process with several rounds of pitching, follow-up meetings, legal and technical due diligence, and compli- ance, their team helped curate and land the opportunity to deploy the platform across the organization to support internal intrapreneurship and innovation management,” says Zanganehpour. >>>
76 / ENTREPRENEUR.COM / August 2019 1. Design for meritocracy and transparency “To radically improve the quantity and diversity of input, design a more transparent and meritocratic system.” 2. Encourage anonymity “To improve the quality, diversity and truthfulness of input, encourage anonymity.” 3. Have a clear process and selection criteria “To attract broader participation, commit to a process and define the selection criteria upfront.” 4. Broaden the scope of contribution “To attract broader participation, encourage ideas that are not limited to a particular scale and scope.” 5. Provide some paid time to participate “To encourage higher quality input, provide paid time for employees to get involved.” ‘TREP TALK Swae founder and CEO Soushiant Zanganehpour on how entrepreneurs can execute better decisions at their enterprises START IT UP Q&A The Swae team Today, the Swae platform digitally enables and powers the Etihad Airway’s Entrepre- neurship and Employee-Driv- en Innovation Program, iFikra, allowing it to function and scale across the entire work- force. “Having the convening power and support of the NYU startAD program gave us an initial leg up in brokering the relationship and getting to a quick ‘yes/no’ decision about a possible future,” says Zanganehpour. “This was extremely valuable because getting to a ‘yes/no’ decision with potential pilot customers is key for an early stage start- up with limited resources. Having an internal champion that helped clear the way, protect the idea and fight for the opportunity, amidst all the competing internal priorities has been the game-changer. Our partnership with Etihad would not have been pos- sible without the tireless and ongoing support and internal championing of Kai Ling Ting, Senior Manager, and the rest of her Strategy and Innovation team at Etihad Airways.” As an entrepreneur who is as active in the GCC as in other parts of the world, Zan- ganehpour is full of praises for the region’s intentions to sup- port innovating and develop- ing new products and services, but points out to legacy sys- tems, cultures, and mindsets that constrain the existing potential, and limit the extent to which the GCC competes with global standards, when it comes to customer centric- ity, cost, long-term thinking, appreciation of risk, and innovation tolerance. “The region is restrictive and very costly for early-stage startups and entrepreneurs,” he adds. “The high costs and short- term commercial pressures in turn limits the types of innovation and ventures that are pursued. Lastly, there is a lack of real investment into startups, because very limited real funding is provided, and instead, a lot of attention is paid to potential POC con- tracts.” At this stage, Zanganehpour and his team are focusing on building Swae 2.0, which should be available by Q4 2019, and finalizing the details of its pricing model which, he explains, will be based on a combination of vari- ables including the numbers of users, management users, duration, and of success- fully graduated decisions. Due to its many unique details, Zanganehpour believes that the Swae platform has, at the moment at least, only indirect competitors that provide solu- tions in the areas of employee engagement, innovation management, stakeholder consultation, crowdsourcing, participatory budgeting, and big data decision-support. But Swae stands out for two core reasons- the design of its decision-making workflow and methodology, and the way AI is integrated in the process. “We believe AI can be used to level the playing field, so those with poorer language skills who do have valid insights can also have an equitable chance at making their ideas heard for the benefit of the collective decisions,” says Zanganehpour. “We therefore use NLU/NLP algorithms to help improve the quality of initial solutions articulated on the platform, functioning as a proposal editor, to strengthen the proposal’s effective- ness. This process creates bottom-up solutions that are well-written, researched, and deliberated.”
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78 / ENTREPRENEUR.COM / August 2019 UAE platform fluidmeet helps entrepreneurs and SMEs find the right space to meet their various needs by PAMELLA DE LEON TAPPING INTO TRENDS START IT UP Q&A IMAGE COURTESY FLUIDMEET Alliance Business Village meeting room A s entrepreneurs set up shop in Dubai (and with it, the need for a business address in a commer- cial building as required by law to complete your license process), so does the demand for loca- tions that cater to young enterprises wanting to keep their costs low as they test out the market. A UAE-born startup is now offering a cost effective and suitable solution to meet this need: fluidmeet, founded by Jareer Oweimrin and Suleiman Salloum, is a value-added marketplace of work, meeting, and event spaces, which allows users to book everything from meeting rooms to banquet halls to co-working spaces to serviced offices, all from the startup’s app and website. Both the founders used to be manage- ment consultants working across the GCC region, with their tasks including meeting clients, delivering workshops, and training within organiza- tions. As such, every time they needed a space to host these sessions, Oweimrin remem- bers facing a host of issues as they tried to identify the area they needed, research venues offered in this area, then call them and enquire about its details and amenities. It didn’t end there though- they then had to wait on propos- als, which could take hours to days, and then compare it all to finally decide on one, following which they’d have to head to the venue, and submit the payment, before actually using the space. If it weren’t clear already, Oweimrin and Salloum found this process to be extremely tiresome and un- necessarily time-consuming, and that’s what led them to find a better way to do things- and thus, fluidmeet came into being in 2015. When they started out with fluidmeet, the founders knew there were others who faced challenges like them, and so they started with asking colleagues in the consulting industry, like trainers, life coaches, and recruiters who often needed spaces on de- mand. Venue providers bought into their idea at the prospect of gaining more business, and a streamlined inquiry and booking platform. “It turned out that the industry was highly fragmented, and in dire need of standardization- fluid- meet stepped up to the plate.” As they built their business, forming a stellar team was the first hurdle, and Oweimrin believes it was their “defined values” set early on that helped the startup navigate such issues. The young com- pay also exercised financial prudence by being cautious “about the money that came in, as the money that went out.” He commends the sup- port of friends and family as tantamount, since they were the avenue to fluidmeet’s first customers. For their cur- rent strategy, the team has invested in (and continue to invest in) over 15 digital mar- keting channels, plus events and roadshows to market the product. It’s worth mentioning how the startup evolved with their customer’s needs as well. Ini- tially, fluidmeet started offer- ing meeting rooms in business centers and hotels. They later found that people would want to work from serviced offices and co-working spaces- these were then quickly added to the platform. They also realized that some prospective clients were looking for freedom from contracts and long-term ten- ancy. But they also had pro- spective clients who wanted to book or inquire about spaces for weeks or months at a time-
79 August 2019 / ENTREPRENEUR.COM / WHEN THEY STARTED OUT WITH FLUIDMEET, THE FOUNDERS KNEW THERE WERE OTHERS WHO FACED CHALLENGES LIKE THEM, AND SO THEY STARTED WITH ASKING COLLEAGUES IN THE CONSULTING INDUSTRY, LIKE TRAINERS, LIFE COACHES, AND RECRUITERS WHO OFTEN NEEDED SPACES ON DEMAND. Cove Beach in Dubai TAPPING INTO TRENDS | FLUIDMEET HELPS ENTREPRENEURS AND SMES FIND THE RIGHT SPACE The Swae team "THE INDUSTRY WAS HIGHLY FRAGMENTED, AND IN DIRE NEED OF STANDARDIZATION- FLUIDMEET STEPPED UP TO THE PLATE.” Jareer Oweimrin, founder and Executive Director, fluidmeet NEST Dubai co-working space Suleiman Salloum, founder and Executive Director, fluidmeet so, the team developed the platform to accommodate both user journeys. The startup today offers meeting rooms, co- working spaces, serviced office spaces and event spaces on an hourly and daily basis online, while those seeking for spaces on a monthly or annual basis can request for calls or tours as well. The fluidmeet team also began to understand the differentiating factors between a meeting room request and an event space request with regards to guests and func- tionality of the space, and, as such, functionalities for food and beverage requests and accommodations were added online then. Besides offering various free and paid subscrip- tion agreements for hosts, they also noted how providers sought business efficiency and productivity- this prompted them to create a customer relationship management tool to manage space listings, book- ings, production, advertising and marketing. “They began to see new performance metrics related to their spaces that had been on Excel at best, or some- times on paper, if not anywhere at worst,” Oweimrin says. The founders recall that fluidmeet’s visitors didn’t exceed 500 visits in the first few months, but it currently receives over 40,000 visitors on a monthly basis, with more than 2,000 spaces show- cased on the platform today. Noteworthy milestones for the startup include gaining an undisclosed investment from a family group based in the GCC as an angel investor, which paved the way for a large marketing campaign in Janu- ary 2016, which was followed by forming strategic relation- ships with travel agencies, aggregators, and law firms. The following year brought in the introduction of an auto- mated request for quotation service for event seekers, plus diversification in the form of moving from corporate book- ings to include social segments as well, such as a wedding and anniversary inquiries. In 2018, fluidmeet implemented subscription-based featured listings, launched its apps, and also kicked off operations in Bahrain and Saudi Arabia. The rise in popularity of co-working spaces is another trend that Oweimrin seeks to capitalize on when it comes to fluidmeet. “The ability of these spaces to be more dy- namic than other workspaces are quite profound, and it will have major implications on the real estate market in the fu- ture,” says Oweimrin. “Our be- lief is that the WeWorks of the world have played an impor- tant role in this evolution, and our role as aggregators and enablers will help shape this transition.” For the next few months, the team’s focus is on building a scalable technology and operations platform that works with external providers. They’re also preparing to raise around $2 million in a pre- Series A round to grow their business- the team’s expan- sion is on the cards, as is en- tering new markets like Egypt and the Levant. Oweimrin also asserts fluidmeet’s aim of growing to multiple geogra- phies over the next few years from Asia, to Africa, and then Europe. “It’s already on that trajectory, but guiding the ship takes calculation, finesse, and a little bit of luck,” he says. “Our dream has always been to grow fluidmeet into a global brand. We have always looked to fluidmeet as a realization of the Dubai dream. Its value is synonymous with everything that’s been built in Dubai. It’s a land of dreams and oppor- tunities, and fluidmeet is just one of those opportunities that has been growing beyond its peers.”
80 / ENTREPRENEUR.COM / August 2019 UAE startup AlgoDriven uses its proprietary data platform to help accurately price and identify used cars by PAMELLA DE LEON DRIVING EFFICIENCY IN THE AUTOMOTIVE INDUSTRY “WE’RE OBSESSIVE ABOUT ACCURACY AND QUALITY- ENSURING THAT WE PRODUCE THE BEST POSSIBLE PRODUCTS FOR OUR CLIENTS, AND BUILD IN FEEDBACK LOOPS THAT WE CAN KEEP IMPROVING. FINALLY, WE’RE TACKLING THIS PROBLEM ON A GLOBAL SCALE, STARTING IN THE MENA REGION." START IT UP Q&A IMAGE COURTESY ALGODRIVEN | ALGODRIVEN.XYZ B uying a used car in the UAE has often been likened to walking through a minefield, with the process of having to assess a car’s capabilities often causing mental dilemmas like no other. One startup is hoping to make buying a used vehicle easier by streamlining the process of assessment and evaluation be- fore a purchase with the help of its proprietary vehicle data platform. Co-founders Glenn Harwood and Jaron Crossland initially built AlgoDriven after growing frustrated at the pro- cess of evaluating used cars. “We decided to build a mobile app to help car dealers with this problem- valuing used cars they wish to purchase or trade-in,” says Harwood. “That evolved from there, as we found that banks, insurance, fleet, and classifieds all face a similar problem.” The duo both have extensive experience in the automotive industry- Crossland’s family has owned car dealerships for generations and has run dealerships brands like Mercedes-Benz, Mazda, Chrysler, Jeep and Kia, while Harwood has had stints with Mercedes-Benz in Australia and Abu Dhabi, as well as BMW in Dubai. Having launched in mid-2017, AlgoDriven’s core product is the EvalExpert mobile app, which car dealerships use to evaluate used cars to purchase or trade-in against new ones. “It streamlines the whole process from start to finish, giving them the confidence to make competitive trade-in offers,” Harwood says. “This allows them to sell more cars, and the consumer ultimately benefits from competitive trade-in prices.” Using its proprietary vehicle data platform, AlgoDriven offers a complete vehicle appraisal solution, consisting of a mobile app, a desktop dashboard, integrations to existing software, and website plug- ins. AlgoDriven’s enterprise products also identify a car’s factory vehicle identification number (VIN), whether it’s in the country of its original registration, outstanding recalls for issues such as faulty airbags, as well as the date of first vehicle registration. It follows a vehicle pricing method based on data from a car’s VIN, macro and market factors (and even seasonal events such as Ramadan), and depreciation curves. According to the AlgoDriven website, there’s also a DriveExpert feature coming up, which will allow users to manage a dealership’s test drive process to give insights, analytics, and data to convert more drives into sales. The startup’s products are built specifically for the GCC market, plus Australia and New Zealand, with China and Hong Kong next on its list. It’s an ambitious list of features, and as with any startup, acquiring the first customer was a pivotal and rather difficult step for AlgoDriven as well. Harwood and Crossland leaned on their personal networks to get their first few customers, and they made a conscious decision to invest in the product first, rather than in marketing. “We believe an amazing product will lead to customers who are raving fans, and they will do our marketing for us.” The bet paid off, as once the startup got a handful of customers, it began to snowball from there, and their philosophy, as Harwood puts it, has proven to be right so far. This response
81 August 2019 / ENTREPRENEUR.COM / DRIVING EFFICIENCY IN THE AUTOMOTIVE INDUSTRY| UAE STARTUP ALGODRIVEN “WE DECIDED TO BUILD A MOBILE APP TO HELP CAR DEALERS WITH THIS PROBLEM- VALUING USED CARS THEY WISH TO PURCHASE OR TRADE-IN. THAT EVOLVED FROM THERE, AS WE FOUND THAT BANKS, INSURANCE, FLEET, AND CLASSIFIEDS ALL FACE A SIMILAR PROBLEM.” Glenn Harwood and Jaron Crossland, co-founders, AlgoDriven was also the affirmation the duo needed that it was a viable business. “Once we started to get 5-10 customers who started giving really positive feedback and referring more customers, then we knew we were onto something, and we went all in.” When asked on how they feel they fare in contrast to their competitors, Harwood explains it’s their experience that gives them distinct insights to solving problems around automotive data. “It’s these insights, which have allowed us to build user-centric, easy to use mobile apps for our customers,” says Harwood. “We’re also obsessive about accuracy and quality- ensuring that we produce the best possible products for our clients, and build in feedback loops that we can keep improving. Finally, we’re tackling this problem on a global scale, starting in the MENA region.” As the startup develops region-specific products, Harwood asserts they focus on the differences between the markets they cater to (GCC, Australia, and New Zealand), as they scale and explore international markets in the future. On a basic level, they take in differences in the vehicle themselves and terminologies, which they localize on both the app, as well as on all the sales and marketing materials. Next, they consider differences in the process of how car dealerships sell cars in the region. “We’ve been careful to accommodate these differences in both the look and feel of the app, as well as the process flow. This is one area where our experience working in [these] markets has given us an advantage.” At the same time, the co-founders call themselves lucky for having been able to grow their startup through word of mouth. “We’ve found that by investing in an exceptional product and service that our customers love, they continue to refer more customers,” says Harwood, adding that they’re continuing this focus as they scale regionally and globally, along with a small sales team to help provide the similar personalized, face-to-face service the startup is now known for. Their strategy seems to be working as Harwood says that AlgoDrive’s product is now used in over 300 showrooms in markets where they operate, with it helping clients evaluate “tens of thousands of cars per month.” They’ve accumulated customers consisting of single-used car showrooms, franchised dealers, dealer groups, rental leasing and fleet companies, vehicle wholesalers, finance brokers and vehicle brokers, alongside car dealerships representing major players like BMW, Mercedes-Benz, Toyota, Lexus and Nissan. As for its business model, AlgoDriven is essentially a SaaS platform, wherein car showrooms pay monthly access fees to use the product. With all of its tech developed in-house so far, the startup is continuing to re-invest heavily in building new features and products. It has bootstrapped its growth to date, choosing to stay lean and reinvesting revenues, while also joining Oman Technology Fund’s Wadi Accelerator, which also counts as being AlgoDriven’s first investor. It also recently raised US$625,000 from Oman Technology Fund, Dtec Ventures, 500 Startups through its MENA-based 500 Falcons Fund, and Silicon Valley-based Social Capital. With the help of their new regional and international investors, the co-founders now hope to learn from their expertise, and open up new market potential and partnership opportunities in the future. The startup is also in the process of rolling “exciting new features” in its mobile apps, and “new data points in our API products to add even more value to our products and customer’s businesses.” They’re also boosting sales and marketing in MENA, and plus looking for other geographic markets to expand to in 2020. When it comes to raising funds, Harwood advises fellow entrepreneurs to, “be passionate about what you’re doing, know your business and its metrics inside and out, and make sure you have a well-polished, short, succinct and compelling story to your pitch.” Much like other startups, the AlgoDriven co- founders have also faced the frustrations of building a team, and in particular, giving them the framework, processes and support they need to thrive. This is when, Harwood says, it’s good to have mentors on hand you can call and get advice from, as they’ve sure to have been in similar situations as well. As the co- founders reflect on their startup’s journey, one recurring lesson they’ve realized is the importance of good relationships in business. “It’s easy, especially for a tech startup, to get caught up in product and code, and become disconnected from customers and other stakeholders,” says Harwood. “When we reflect on our journey, we realize the importance of these relationships with all stakeholders in our business- whether that be customers, team members, suppliers, partners, or investors.”
82 / ENTREPRENEUR.COM / August 2019 Five ways to avoid bankruptcy when starting a new company by JIMMY HAOULA Jimmy Haoula is Managing Partner of BSA, a growing law firm in the Middle East. bsabh.com Money matters START IT UP STARTUP FINANCE S tarting your own business is one of the most exciting decisions you can take. But it is imperative to follow fundamental rules and keep certain key considerations in mind to avoid facing financial issues that may lead to bankruptcy. Here are five factors to keep in mind when managing your finances as a startup: 1/ Set a clear plan of action To succeed, your project must set out a plan of action explaining all details, including clear rules and regulations, governing the workflow and explaining the work method. Based on a good com prehensive business plan, a company will be able to make smart decisions related to location, pricing, and investment. Without a good business plan, there will be no bank loans, and no one will invest their money in the intended project. Fur thermore, do not hesitate to spend a little extra money to make sure that the basics are legally covered. If you do not know all the legal and financial duties for your project, you will end up in trouble, and it is usually less expensive to seek legal and accounting advice prior to the occurrence of any difficulty. 2/ Focus on the quality of products/ services (and market interest as well) A product or service is the basis of any business. However, if the quality of the product or service provided is less than the expectations of the customers, or if there is another product in the market that is better and more cost-effective, it will not be purchased by many. Develop a strong and authentic product or service, maintain your existing customers, and focus on targeting more. 3/ Do not borrow too much Ideally, you may have a nice pile of sav ings hidden away that will help you build your project, but it is more likely that you will have to borrow some money. Banks and financial institutions try to sell more debt, and as attractive as it may sound filling cashflow gaps with debts, when there is a shrinking market in certain economies, along with liquidity prob lems, this is absolutely risky and danger ous– more so in countries where certain criminal penalties may be imposed if the company’s directors or shareholders are unable to pay off those debts. At the same time, although the right amount of loan for your small business depends on the type of business, it is important to ensure you will be able to get the best return on your investment as well. You should know the value of monthly inter est, the installments you will pay, as well as the term of the loan beforehand. Try to deduct loan payments from any expected profits to understand what the loan can cost you to ensure you repay it on time. At the end of the day, getting more money is not the solution for a business to grow. Instead, a company has to hack its way by finding more effective ways to actually use its existing cashflows, assets, and resources. 4/ And do not borrow too little Getting started without adequate capital is just as risky as over borrowing. If you assume that profits will cover operating costs, without ensuring adequate capital to keep your project functioning, you may not have the opportunity to bring in cus tomers who will help move the business to make profits in the first place. It is beneficial to carefully research the cost of doing a particular business in your area- setting a company budget, and sticking to it, can give you an idea of how much you need to have as a minimum capital. 5/ Give due consideration to money collection and cashflows Cash flow is the engine fuel for the busi ness to push it forward. At the begin ning of your company’s project, some customers may offer to buy your product, whether by debt, or forward sale, or in stallments, and you may probably give in in order to retain them. However, if you are not able to collect it in the future for any reason, this debt may be the reason for the failure of your project. For this reason, make sure to rely on cash sales, especially during the first few months of the project. Once successful, you can allow for more flexible and lenient sale terms to some of your good and trusted customers. Whilst the reasons behind the failure of many companies are varied, ranging from lack of market interest to internal con flicts over strategy or execution, the most common reasons are financial struggles and bankruptcies.. Thus, it is important not to neglect any of the aforesaid essen tial principles.
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