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ETHAN XUE FRONTRUNNER OPPO MIDDLE EAST AND AFRICA PRESIDENT PROACTIVITY EXEMPLIFIED JULY 2020 | ENTREPRENEUR.COM | UAE AED20 9 7 7 2 3 1 1 5 4 1 0 0 8 > CONNECTING THE DOTS VALUE PROPOSITION FIVE UAE STARTUPS ON STRATEGY PIVOTS DURING HEALTH CRISIS THE PROS AND CONS OF VIRTUAL DUE DILIGENCE FIRST PERSON LEADING THROUGH A PANDEMIC (AND FOR WHAT COMES AFTER) EFFICIENCY MATTERS TACTICS TO IMPROVE COLLABORATION FOR REMOTE TEAMS MARKETING GOES MOBILE HOW TO SUCCESSFULLY CONNECT WITH CONSUMERS
4 / ENTREPRENEUR.COM / July 2020 CONTENTS JULY 2020 18 INNOVATOR PROACTIVITY EXEMPLIFIED Frontrunner Ethan Xue OPPO Middle East and Africa President shares his advice for leaders. 18 42 MONEY VC VIEWPOINT Connecting the dots Al Waha Fund’s Areije Al Shakar looks at the pros and cos of virtual due diligence. 26 START IT UP ECOSYSTEM Catalyzing online commerce Visa’s COVID-19 CEMEA Impact Tracker shows how the COVID-19 pandemic has radically altered how customers interact with businesses today. 14 EDITOR’S NOTE By Aby Sam Thomas 50 START IT UP Q&A Value proposition Aalia Mehreen Ahmed looks into how five UAE startups went about pivoting their business models amid the COVID-19 crisis. 40 CULTURE LIFE First person Loretta Ahmad, founder and CEO of Houbara Comms, reflects on leading a company through a pandemic. 32 ‘TREPONOMICS PRO Making Milestones Samir Ranavaya shares 10 lessons from 10 years of running a business in the Middle East. 57 START IT UP STARTUP FINANCE “We got funded!” The story behind the recent fundraising success of MENA startups Ajar. Ethan Xue, President, OPPO Middle East and Africa 36 Acer ConceptD 3 Ezel
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10 / ENTREPRENEUR.COM / July 2020 CONTENTS JULY 2020 Samir Ranavaya, Managing Director of Innerspace, shares 10 lessons from 10 years of running a business in the Middle East 32 43 IN THE LOOP DOUBLING DOWN KBW Ventures, founded by HRH Prince Khaled bin Alwaleed bin Talal, has participated in food tech startup TurtleTree Labs. 48 ‘TREPONOMICS MARKETING Marketing goes mobile Surkus’ Bhaji Illuminati on the secret to successfully connecting with consumers. 38 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. 60 ‘TREPONOMICS PRO Weathering the storm Pilar de Miguel Viera explores why organizations should take a customer- first approach during unprecedented times. 58 START IT UP Q&A Boots on the ground Behind the scenes at Dublin-headquartered RentalMatics as it expands into the Middle East. 36 TECH SHINY #TamTalksTech 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. 52 Tabby, a buy-now-pay-later fintech startup launched in 2019 by Hosam Arab, has raised US$7 million in a new round to propel its growth and entry to the Saudi Arabia market.
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12 / ENTREPRENEUR.COM / July 2020 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 DIGITAL SOLUTIONS DIRECTOR Mahdi Hashemi mahdi@bncpublishing.net GROUP SALES DIRECTOR – B2B GROUP Joaquim D’Costa COLUMNIST Tamara Clarke INTERN Aalia Mehreen Ahmed 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 2020. 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. CONTRIBUTORS 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! Loretta Ahmad Areije Al Shakar Fida Chaaban Tamara Clarke Bhaji Illuminati Panos Linardos Iba Masoob Pilar de Miguel Viera
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14 / ENTREPRENEUR.COM / July 2020 O ne of the entertaining aspects about our use of video conferencing platforms amid the COVID-19 crisis is how they offer, often accidentally, a no- filter look into how we are going about our lives and livelihoods today. Work- ing from home over the course of the coronavirus pandemic has meant that we’ve had to juggle our personal and professional lives from a singular set- ting, and this has led us to quite a few unfortunate (but almost always amus- ing) moments where our dual selves collide with each other. I feel it’s safe to say that we’ve all witnessed these kind of snafus by now- consider, for instance, those viral videos showing how kids interrupted their parents’ live television interviews on BBC and Sky News recently. Closer to home, we’ve seen the son of UAE Minister of State for International Cooperation H.E. Reem Al Hashimy make a cameo as she made a speech for a high-level global conference con- ducted online, and I’ve personally had to deal with the meows of my pet cat, Kat, come through on multiple Zoom discussions that I have been moderat- ing from my home. Such moments, as funny as they seem in hindsight, can be quite hor- rific to experience in real time- I can personally attest to the feeling of absolute embarrassment that envelops me when Kat makes an appearance on my professional calls. But while I may be cringing during these instances, I’ve yet to experience anyone actually making me feel that way about them either- on the contrary, people have been absolutely gracious and accepting of these moments, with many of them telling me that they have only made me seem more relatable and easier to identify with, especially given our cur- rent circumstances. Indeed, whenever Kat caused my pretenses to fall in the middle of my discussions, I found out that the conversations I was having also turned for the better- the discourses became a lot more open and friendly, with the resulting levity also allowing for can- dor to take precedence over charisma in the dialogues that we were having. Stripping off the supposed norms that are expected of these chats made it possible for informal yet insightful viewpoints to come into the limelight, and that’s what ended up making it an enriching experience for everyone involved. And that’s something I’d advise all you entrepreneurs to take to heart in the times we live in today. Let’s drop the act, let’s be real, and let’s have everyone feel like they can be themselves- without our judgment, and with our support. EDITOR'S NOTE Strange circumstances make for quality takeaways CANDOR OVER CHARISMA Aby Sam Thomas Editor in Chief @thisisaby aby@bncpublishing.net Kat
16 / ENTREPRENEUR.COM / July 2020 Registration for Dubai trade licences can now happen entirely via WhatsApp, according to the latest announcement by Virtuzone, a company setup specialist in the UAE, and KIKLABB, the company setup jurisdiction located in Port Rashid. In addition to ease of opening a busi ness in Dubai, the new service will also transform how the licensing industry has been traditionally managed. Using the popular messaging service WhatsApp, Virtuzone and KIKLABB pro vide customers with a detailed step-by- step licencing process, including quick to fill and user-friendly forms that are designed to be used on smartphones. The new provision also facilitates a channel for customer service (which allows quotations, enquiries, requests) that can be availed using email or phone, and allows for payment links to be shared. Despite the adverse impact on indus tries, due to the COVID-19 pandemic, Virtuzone and KIKLABB have seen an in crease in the demand for trade licences in the first half of 2020. “KIKLABB and Virtuzone are leaders within their respective fields, and with the use of WhatsApp, it’s never been easier to set up and register a business,” commented Tasawar Ulhaq, CEO of KIKLABB. “WhatsApp has become the most popular form of communication among our clients and by facilitating the entire company formation process via this platform, we not only ensure social distancing in times of COVID-19, we also make it as convenient as possible to set up a business in Dubai,” added George Hojeige, CEO of Virtuzone. facilitate new service that will allow you to register for a Dubai Trade License using WhatsApp Virtuzone and KIKLABB Dubai Chamber launches business mentoring and support program to help SMEs navigate impact of COVID-19 Responsible business D ubai Chamber of Commerce and Industry has launched its Business Mentoring and Support Program (BMS), a CSR initiative which will pair large corporations with SMEs in Dubai that require ongoing support and mentorship in light of the new challenges from the COVID-19 pandemic. The program, established by Dubai Chamber’s Centre for Responsible Business, will match SMEs with companies offering professional advice and resources tailored for their needs, and help strengthen business efficiency. At the same time, it provides an avenue for large corporates to broaden their CSR impact and contribute in giving a hand to Dubai’s entrepreneurial ecosystem and economy. The program also aims to create a business support platform that fosters stronger links between large companies and SMEs in Dubai. Dr. Belaid Rettab, Senior Director, Economic Research and Sustainable Business Development Sector, Dubai Chamber, notes that it will offer other benefits for participants such as recognition, training, CSR support, mentorship and business partnerships. First up who will launch the first initiative supported Dubai Chamber’s BMS Program is The Coca-Cola Company, which will introduce its Open Like Never Before initiative. The company will donate 250,000 face masks and US$240,000 worth of products to 3,000 restaurants and small stores across UAE. Coca-Cola will also advise retailers with in-store safety communications and social awareness campaigns to encourage customer engagement. For companies interested in participating in Dubai Chamber’s BMS program, contact the team at: responsiblebusiness@dubaichamber.com IN THE LOOP
18 / ENTREPRENEUR.COM / July 2020 INNOVATOR 18 / ENTREPRENEUR.COM / July 2020
19 July 2020 / ENTREPRENEUR.COM / ETHAN XUE FRONTRUNNER/ OPPO MIDDLE EAST AND AFRICA PRESIDENT PROACTIVITY EXEMPLIFIED PROACTIVITY EXEMPLIFIED | FRONTRUNNER ETHAN XUE by ABY SAM THOMAS | PHOTOGRAPHY FAROOQ SALIK 19 July 2020 / ENTREPRENEUR.COM / “本分” (pronounced “benfen”) is a Chinese term that refers to one’s willingness to take responsibility, and this is one of the principles that Ethan Xue, President for the Middle East and Africa (MEA) at OPPO, shares with me when I ask him about the ideals that he’d recommend fellow business leaders to keep in mind as they go about leading their enterprises. Now, this is a rather small detail from the wide-ranging interview I had with Xue, but given the times we are living through right now, it was this sentiment he shared that particularly struck me, especially when he explained how one could go about exemplifying “本分” (which, by the way, is also one of OPPO’s core values) in our day-to-day lives and businesses: “When issues emerge, be the first to take responsibility, and act proactively.” >>>
20 / ENTREPRENEUR.COM / July 2020 Xue, who is originally from China, has been leading OPPO’s MEA operations since August last year, but he’s been working with the company for the past eight years- he reveals that he joined the Dongguan-headquartered enterprise in 2012 right after his graduation, and he’s since worked his way up in a variety of different roles there. Prior to his current role, Xue previously led the marketing team in China for the 2018 launch of Reno, one of OPPO’s premium series of smartphones, and he is today tasked with leading all of the company’s sales and marketing teams based in the MEA re gion. When asked to describe his duties as OPPO’s President for the MEA region, Xue replies, “My main focus is to under stand the local market needs (includ ing culture and consumer behaviors), management of our well-selected talent for the MEA team, and relationships between OPPO and our local partners.” As a brand, OPPO is per haps primarily known for its smartphones- from the aforementioned Reno line, to the recently launched Find X series, its devices have found favor with an audience around the globe- Gartner had ranked it fifth in its list of top five smartphone brands in the world for the first quarter of 2020. But smartphones aren’t the only thing that OPPO has under its banner. “There is no doubt that smart phones are now contrib uting the biggest profits in this market; however, OPPO is expanding,” Xue says. “Our products range from smartphones to IoT (Internet Of Things) products- we’ve launched our first wireless ear phones and smartwatch earlier this year, and they will hit the local markets very soon. And that is not the end of the story- as the world’s leading smart device manufacturer and innovator, we’d like our users to see technology as an art form, and provide them with products that can truly affect the way they live.” OPPO’s latest release in the region has been the Find X2 Pro, with reviews large ly casting it as one of the best Android phones you can buy right now. Given his role at OPPO, it’s to be expected that Xue would echo this sentiment- however, there is still something rather relat able as he voices his excitement about the device. “I really fancy the black ceramic back of the Find X2 Pro,” Xue says. “The first time I touched it, I was very impressed by the unusual texture. And the journey of surprise only starts there. You will love it more when you find that you can take great photos of, say, running kids, even at night, or when you suddenly realize that taking notes is now never a problem- Find X2 Pro can transfer an image to text with a blink! This is the phone for people who care about work-life balance, who want an easier life, without compromising the quality of their communication and daily activities.” OPPO made its debut in the MEA re gion when it joined the Egyptian market place in 2015, and a hub for the region was set up in Cairo the next year. In 2019, the brand decided to make Dubai the center of its operations in the region- Xue says this was done because the UAE and Saudi Arabia were the key countries OPPO wanted to focus on in the region in 2020. “I’m pleased to see that the Can alys Q1 2020 report indicated that OPPO is now ranking fifth amongst smartphone vendors in Middle East,” Xue says. “Meanwhile, we also scored the high est year-on-year growth (214%) when comparing all the brands.” While OPPO’s success in the local market can be drawn back to a variety of reasons, Xue points out that the brand’s efforts in under standing the region and the multicultural people who live in it has been especially key. “The MENA region is a market full of opportunities for people who dare to try and always think about local users before they act,” Xue declares. This is a philosophy that Xue has inte grated into his leadership strategy for his team in the region as well. “A good leader should be humble, and have a generous heart to welcome team members with comprehensive backgrounds and believe in them,” Xue says. “As the leader of the MEA market, where we have both Chi nese employees from our headquarters as well as from the region, respecting each other and respecting the local market, is the bottom line for us to operate here. I encourage all team members to get to know each other well, and get to know the market from a deeper perspective, which means that they need to be always INNOVATOR “I ENCOURAGE ALL TEAM MEMBERS TO GET TO KNOW EACH OTHER WELL, AND GET TO KNOW THE MARKET FROM A DEEPER PERSPECTIVE.” Ethan Xue, President, OPPO Middle East and Africa
21 July 2020 / ENTREPRENEUR.COM / willing to try new things, while also never stopping learning from the past.” And when it comes to making sure his team feels motivated and supported, Xue believes that a clearly defined goal is absolutely integral to achieving that. “Based on my personal experience of taking management roles, setting up the right goal at the very beginning can affect the whole team and their morale all the way to the end,” he says. “Rumors that lead to negative feelings will travel fast inside the team when they cannot see the finishing line, and as a consequence, that will see them achieve less than expected as well.” But Xue also notes that once goals are set for the team, they should be allowed to realize them at their own paces- undue pressure from leaders in the beginning can have a negative impact rather than a positive one. “Passion can be stimulated when people get near to realizing a goal,” he says. “So, it’s important for leaders not to push too hard at an early stage- we’ll get there when we get there.” It should be clear here that Xue is not a fan of micromanaging when it comes to leading teams- he subscribes instead to the belief that leaders create leaders. “Good leaders should always trust their teams,” he declares. “I’m not talking about just believing in their skills; of course, that’s the bottom line. But the trust that I’m talking about is allowing team members to make deci sions, so that they feel like they really belong to the team. They will also be bonded together via responsibilities of the decisions that they made. You may also see that as a trick to retain an excellent executive team, as each one of them can have a sense of personal achievement at the end of the day, but at the same time, they are also willing to share with each other.” At this point, it’s worth noting that my conversation with Xue is happen ing as the world continues to grapple with the effects of the global corona virus pandemic, and much like every one else, he too has been personally affected by the COVID-19 crisis. “The last time I hugged my parents or met with my friends back in China was half a year ago… I miss my hometown so much,” Xue admits. Of course, the business landscape in which Xue operates has been rattled too by the COVID-19 crisis- Gartner says that global sales of smartphones to end users have declined by 20.2% in the first quarter of 2020, with OPPO be ing one of the brands (alongside Sam sung, Huawei, and Apple) that had registered these falls in demand. But there are opportunities to be found in crises as well, Xue notes. “We’ve witnessed the massive potential of e-commerce because of the widespread COVID-19 situation, and it is quite impressive to me that so many brands and platforms are switching the way they do business with such remarkable speed,” Xue says. “OPPO is one of them- apart from the CSR campaigns we did with media and third party organizations, we’ve achieved satisfactory results in the past quarter, and I’m look ing forward to the performance of e-commerce department. In addi tion, COVID-19 reshaped consum ers’ purchase behavior- they’re now tending to spend more time browsing online content, while also starting to pay attention to physical and mental health. I think this is a sign for us to invest even more on social platforms, and also enhance offline experiences to attract consumers who will now evaluate shopping experiences with a higher standard.” “The MENA region is a market full of opportunities for people who dare to try and always think about local users before they act.” OPPO launches the Find X2 Pro in the UAE A true flagship experience OPPO has announced the launch of its much- awaited flagship smartphone, Find X2 Pro, in the UAE in partnership with Etisalat. Packed with the game-changing 5G technology, a pioneering camera system, and the most advanced screen in the industry, Find X2 Pro has been declared to be “an embodiment of design elegance that delivers OPPO’s industry- setting ultra-premium experience.” The coveted flagship was made available in its black ceramic model with 512GB ROM at Etisalat stores across the UAE and Etisalat website from June 18, 2020 for AED4,999. The Find X2 Pro smartphone is powered by OPPO’s most powerful triple-camera system that adopts a Sony IMX689 48MP primary camera, a 48MP ultra-wide-angle lens, and a 13MP telephoto lens. With a 5G-ready Snapdragon 865 chipset, a smooth 120Hz refresh rate, 3K QHD+ Ultra Vision Screen that is capable of displaying over one billion colors, and an innovative 65W Super VOOC 2.0, the fastest charging technology in the industry, the OPPO Find X2 Pro has been designed to deliver a true flagship experience. PROACTIVITY EXEMPLIFIED | FRONTRUNNER ETHAN XUE >>>
22 / ENTREPRENEUR.COM / July 2020 “A GOOD LEADER SHOULD ALWAYS PUSH THE BOUNDARIES AND BREAK RULES- YOU CAN’T IMAGINE THE NUMBER OF TIMES I’VE UPGRADED MEETING AGENDAS WITH DIFFERENT DISCUSSIONS!” INNOVATOR Ethan Xue, President, OPPO Middle East and Africa
23 July 2020 / ENTREPRENEUR.COM / “it’s important for leaders not to push too hard at an early stage- we’ll get there when we get there.” THE EXECUTIVE SUMMARY Ethan Xue, President - MEA, OPPO, shares his advice for leaders 1/ Don’t limit the definition of learning “Don’t define learning as just as going to a forum, a keynote, a workshop, an e-learning exercise, etc. Learning can sometimes be done by just paying attention to the latest television shows, toys that your kids like to play with, etc.- simple, everyday observations and thinking can provide fresh perspectives to look into the market and users.” 2/ Build your network early on “In business, you cannot overstate the importance of support you can get from people you know from way back in your career. Remember to keep in touch with them- that can also help refresh your interpretation of the market sometimes.” 3/ Use positivity as a tool “Fuel your team with compliments. It’s always good to show your appreciation and trust as a leader, because when morale is high and people are confident, you will be surprised to see that there is still so much space for them to climb higher up.” 4/ Consider your past ambitions “Instead of comparing the kind of job or business you wanted to do when you were a kid and your current state, revisiting a childhood dream can remind you of the kind of person you wanted to become- understanding the reason behind it may call back a lost soul, and it’s a good way to review your practice of enterprise as well.” 5/ 本分 “Pronounced ‘benfen,’ this is a Chinese term which is one of OPPO’s core values, and it means being willing to take responsibility. So, when issues emerge, be the first to take the responsibility, and act proactively.” PROACTIVITY EXEMPLIFIED | FRONTRUNNER ETHAN XUE Xue is thus clearly optimistic about what the future holds for OPPO in the MEA region, with him believ ing that his company’s innovations are certain to find an audience here. “I come from a country where the internet has an impact on almost every aspect of life,” he says. “Peo ple browse online when they have to hunt for a nice restaurant, call a cab, book a ticket, or get bored- the young generation there cannot live without technology. And after spending some time in the MEA region, I see similar great opportunities here- the demand for technologies that can switch life styles from offline to online is boom ing, and this applies to everything from software developments to smart devices. COVID-19 has perhaps even accelerated the trend, and as such, it is, for sure, a good time to make the maximum use of it.” When asked about the kind of innovations one can expect from the OPPO brand in the future, Xue points toward the user-centric nature of his company to answer that. “Some people tend to define innovations as groundbreaking technologies or shocking functions that can change your life. From my point of view, innovation can also focus on minor changes, such as, say, slightly moving up the position of a button- the kind of changes where users will benefit, and OPPO always put the demand of users ahead of everything.” From a personal standpoint though, Xue is looking forward to enabling his team to think both daringly and differently to ensure OPPO’s prosperity on the road ahead. “A good leader should always push the boundaries and break rules- you can’t imagine the number of times I’ve upgraded meeting agendas with different discussions!” Xue says. “After all, an idea from a chat over lunch could spark the innovation for the next generation of products- who knows!” “We’ve witnessed the massive potential of e-commerce because of the widespread COVID-19 situation.” OPPO Find X2 Pro IMAGE COURTESY OPPO
What do you think are the three most important facets of Radisson Hotel Group in the MENA region, especially in the current market climate? Our development team is at the heart of our growth strategy, and they all are individually and collectively translating it to execution. We have created a dual approach regarding our growth strategy in particular for Africa. One part con centrates on focus countries, while the other centers around creating clusters; both resulting in critical mass and a scale strategy. Each member of our development team leads through this approach with both the proximity of their geographical zone, as well as, and very importantly, their cultural and language understand ing, reinforcing our alignment with each focus market- North Africa, Franco phone, and Anglophone Africa. Another significant factor which drives our ability to succeed in establishing long-term partnerships with our invest ment community is our responsiveness- always quick to provide answers and support, our pragmatic design approach, our transparency throughout the pro cess, in combination with our continu ous guidance throughout each phase, including construction and financing. Can you explain how the aforemen tioned factors relate to and comple ment the brand value of the Group? At the heart of Radisson Hotel Group is our brand promise– every moment mat ters. It is simply how we do business, and who we are at the core. Relating to our core beliefs, I think the following reflects what makes us apart, but also the reason why many investor, guests, and employees have decided to either work or stay with us. On our people– we grow talent, and talent grows us. This shows the trust and empowerment in every single team member we demonstrate, but also the mutual humility in allowing new thinking, innovative ideas and constant desire for improvement. On our relationships– we value open and direct interactions to build trust. We have always shown transparency in our business dealings, and we value honest and open discussions in every partnership we enter into, but we have also learned to listen to feedback, fur ther improving our offerings and tailored solutions. Finally, on our diversity– we are many minds with one mindset. We believe in cultural diversity, and we operate in most countries further translating our ambi tions to become a true global catalyst of growth, inclusion, and opportunities. Have the past few months affected Radisson’s pipeline, and what do you think the long-term effect will be on the MENA hospitality industry? We have obviously witnessed delays on sites due to the lack of movement of goods, but also of people. Some coun tries have had more restrictions than others, but overall, we have seen most of our pipeline in line with schedule, with delays not expected to exceed six to nine months. A natural decision is to reassess the timing of opening, as while a property could be completed on time, it is also important to ensure its opening in a positive commercial environment, so that preservation of cash and liquidity is ensured to our owners. ADVERTORIAL Redefining hospitality Ramsay Rankoussi “At the heart of Radisson Hotel Group is our brand promise– every moment matters. It is simply how we do business, and who we are at the core.” Vice President and Head of Development for Africa and Turkey, Radisson Hotel Group H aving been part of the Radisson Hotel Group for over six years leading its development efforts in various mandates, Ramsay Rankoussi was recently appointed the enterprise’s Vice President and Head of Develop ment for Africa and Turkey, after previously overseeing its strategic growth across the Middle East, Turkey, and French-speaking Africa. In an interview with Entrepreneur Middle East, Rankoussi shared his thoughts on the road ahead for Radisson, as well as the hospitality industry as a whole: 24 / ENTREPRENEUR.COM / July 2020
ADVERTORIAL Our growth objectives remain unchanged for the region, but Africa will represent the biggest land of opportunities, while the Middle East will represent a priority of conversions of operating hotels willing to join our network. Across the African conti nent we are working on offering tailored solutions for green-fields and takeovers, and we are geared up to further acceler ate our growth journey in key countries. What sectors and geographies do you see the biggest demand for hotels in the MENA region right now, and which of Radisson’s brands complement them? Egypt and Morocco represent two of our focus countries in the region, and the op portunities exist in every segment– from the midscale Park Inn by Radisson brand, to the upscale Radisson but also lifestyle Radisson Red, our core upper-upscale brand Radisson BLU, but also our entry level luxury, Radisson Collection. Morocco is one of our top priorities, as we seek to accelerate our presence from two operating hotels to over 15 hotels within the next five years. We will also focus on reinforcing our operational strength in the holy cities of Makkah and Madinah with the ambition to reach over 5,000 rooms in the coming years between the two. Our regional strategy remains on creating scale further helping us to translate clustering efficiencies across every segment we represent. Finally, what’s your out look for the hotel group for the rest of 2020? The priority for everyone is the preservation of capital and liquidity, as cash flows are negatively impacted with the reduction or ab sence of any inflows dur ing the various lockdowns. Both owners and opera tors will work hand in hand to protect their capital, but also minimize the impact on employees to preserve as much as possible job safety and security during these difficult times. Our ambitions across the region remains the same, and we are further accelerating our development priorities to assist owners in needs with conversion solutions and creative commercial offerings. There will also be an acceleration of newer technol ogy that was ongoing, but now will just be implemented at a faster pace and across many touch points of the industry. LEADING THE WAY Ramsay Rankoussi, Vice President and Head of Development for Africa and Turkey, Radisson Hotel Group Based in Dubai, Ramsay leads Radisson Hotel Group’s strategic growth across Africa and Turkey with a team based in Dubai and Cape Town. Ramsay Rankoussi has been with the company for more than six years and has recently been appointed to lead Radisson Hotel Group’s growth in Africa. The appointment reinforces Radisson Hotel Group’s confidence that Africa continues to be a region of growth.Tasked with increasing the Group’s hotel portfolio and footprint in his assigned markets, the Group’s largest geographical area, Ramsay is an expert dealmaker, leading transactions from sourcing through to execution. Radisson Hotel Group’s development and growth strategy in Africa follows a two-fold approach. The first part concentrates on focus countries while the second centers around creating key hubs. By creating a mass city scale development strategy with a focus on key countries and surrounding markets including Morocco, Egypt, Nigeria and South Africa, the group’s ‘hub approach’ ensures synergy among neighboring countries and creates further value for its hotels, in terms of both development and operations. Each member of Radisson Hotel Group’s development team is a leader in this approach because of their geographical proximity as well as their local cultural knowledge and linguistic understanding of each focus market. Ramsay is proficient in legal contract negotiations, due diligence, and financial analysis. He oversees the underwriting, strategic planning, investment analysis and asset management activities for all type of deal structuring, including conversions and take overs, financial commitments, franchise and straight management agreements. A Belgian national, Ramsay is fluent in multiple languages and with a multi-cultural background. He holds a Bachelor’s degree in Business Administration and an MBA specialized in Hotel Real Estate Finance and Asset Management from the ESSEC Business School (IMHI) in Paris. radissonhotelgroup.com Radisson Blu Hotel, Cairo Heliopolis Hormuz Grand, A Radisson Collection Hotel Hormuz Grand Muscat Waterside Terrace
26 / ENTREPRENEUR.COM / July 2020 Visa’s COVID-19 CEMEA Impact Tracker shows that the COVID-19 pandemic has radically altered how customers interact with businesses today by TAMARA PUPIC CATALYZING ONLINE/COMMERCE START IT UP ECOSYSTEM
27 July 2020 / ENTREPRENEUR.COM / N othing lasts forever” has been a popular say- ing for a long time, but it seems that, in our current circum- stances, business owners are contemplating its truth more strongly than ever before. After all, the global COVID-19 pan- demic seems to have changed the face of commerce, with the recently released COVID-19 CE- MEA Impact Tracker by Visa, which surveyed merchants and consumers throughout the CE- MEA region, showing that the crisis has absolutely altered the way customers interact with businesses today. The survey stated that the impact of the pandemic on merchant revenues and profits has been high in all regions, with merchants in the Kingdom of Saudi Arabia being hit the worst, and South African retailers being only slightly more resilient. When asked to assess their custom- ers’ purchase frequency during the COVID-19 crisis, mer- chants across all regions re- ported a decrease, with the UAE and Russia seeing the highest dips at 86% and 84% respectively, and South Africa the lowest, with two-thirds (66%) of merchants recording a decrease and 27% seeing an increase in customer visits. “As we have seen in our report, merchants are understand- ably anxious about the future with economic uncertainty and changing shopper behavior,” noted Marcello Baricordi, Group General Manager - MENA, Visa. It’s in response to this senti- ment that throughout this crisis, and after it, Visa has been committed to helping small and micro businesses bounce back from COVID-19. “As a company that enables digital payments at more than 61 million merchant loca- tions around the world, Visa’s priority is to help small and medium businesses thrive at every step,” Baricordi explained. “Globally, Visa is committed to digitally enable 50 million small businesses to power recovery in communi- ties worldwide. Regionally, we’ve already launched our SME focused campaigns in the UAE and Pakistan, which are really focused on helping SMEs have the tools they need to hasten recovery.” This is the reasoning behind Visa’s latest initiative, “Where You Shop Matters,” which is centered on encouraging con- sumers in the UAE to support the country’s small businesses. One of the facets of the cam- paign is Visa’s Small Business Hub, a platform that equips merchants with information toolkits for digital growth as well as resources on how to move to new digital ways of working and, eventually, aid in their business recovery. “For small businesses looking to get back on their feet, it is impor- tant to adopt and embrace new ways of working, integrate digi- tal solutions, spruce up your e-commerce offerings while making sure the foundation of great security is in place to give consumers a great smooth, secure, and frictionless experi- ence,” Baricordi said. But there’s been some silver linings even amid this crisis, as noted by the co-founders of Little Majlis, an online arts CATALYZING ONLINE COMMERCE | VISA’S COVID-19 CEMEA IMPACT TRACKER 1 COVID-19 CEMEA Impact Tracker COVID-19 CEMEA Impact Tracker “ "CONTACTLESS PAYMENTS WILL PLAY A MAJOR PART IN YOUR RETURN TO BUSINESS. UNDERSTANDING AND PLANNING FOR THIS IS ESPECIALLY CRUCIAL FOR SMALL BUSINESSES IN THE REGION.” Marcello Baricordi, Group General Manager, Middle East and North Africa, Visa IMAGES COURTESY VISA >>>
28 / ENTREPRENEUR.COM / July 2020 and crafts marketplace based out of the UAE. “Since we launched eight years ago, our intent has been to cham- pion locally made and make it the norm, rather than the exception,” said co-founder Anna Bolton-Riley. “These days, with border restrictions in place and a sense of the unknown prior to and dur- ing the height of the current coronavirus wave peak, both existing and new corporate clients sought out Little Majlis’ services and products, as a more reliable and manageable approach to gifting.” Indeed, co-founder Anna- belle Fitzsimmons noted that when Dubai Duty Free faced difficulties with their sup- ply chain of products sourced from abroad in the early days of the coronavirus pandemic, it was Little Majlis to whom the retailer turned to when they wanted to stock up their shelves. Unfortunately, the restrictions around movement in Dubai and the temporary closure of Dubai Duty Free happened soon after- but Fitzsimmons still believes this to have been a win for her homegrown enterprise. “While this is a short-term setback, we can’t lose sight of the fact that without the pandemic, the advantages of ‘Made in the United Arab Emirates’ may not have been so convincing, and we wouldn’t be looking for- ward to the world opening up again, and #MadeInUAE being promoted to a global audience at this prime retail location,” she said. This crisis, Fitzsimmons added, has also shown that the overall support given to the SME community in the UAE has not been diminished. “We have worked hard to build a strong base of quality repeat wholesale, retail, and corporate clients who share an aligned vision,” she explained. “In the months prior to the pandemic, we were getting more and more corporate enquiries for locally- made products. We reached out to these entities during the height of the crisis, reminded them that we were open for business, and ready to service their needs. As the movement restrictions started to ease, we began collaborating on some unusual projects, including some fun ‘welcome back’ office gift sets. Never did we think that face masks and quirky face mask stickers would be on our product delivery list.” Raed Hafez, CEO, el Grocer, a Dubai-based grocery market- place platform, also reports that the COVID-19 crisis has changed how their business is perceived- for the better. “Our business is built to focus on high density populated areas, and this is how we get the best return on our investment,” Hafez said. “However, dur- ing the COVID-19 movement restriction period, our service offering was no longer driven by need for convenience, it be- came an essential service and a necessity. We were approached by government bodies to ensure that the continuity and increased coverage of our service. Given this new ‘mis- sion,’ we looked at expanding our network coverage to ensure that everyone has the option of ordering their groceries through el Grocer, rather than risking their health to battle the crowds in the stores. We worked with our retailers to identify the gaps, and made How would you gauge the impact of COVID-19 crisis on revenue / profit so far for your business / store? UAE 59 66 64 54 55 15 26 4 28 14 3 21 12 3 27 4 24 16 3 1 KSA RUSSIA UKRAINE SOUTH AFRICA High impact Medium impact Low/No impact Difficult to assess 83 93 85 83 70 Sum of High + Medium impact Impact on merchant revenues and profits has been high in all regions, with KSA merchants worst hit, and South African retailers only slightly more resilient Based on your experience with the business, what is your assessment of your customers’ purchase frequency DURING this COVID-19 crisis? UAE 86 70 84 81 66 7 27 7 12 9 7 14 16 9 5 KSA RUSSIA UKRAINE SOUTH AFRICA Decrease Stable Increase CHARTS COURTESY VISA’S COVID-19 CEMEA IMPACT TRACKER REPORT START IT UP ECOSYSTEM
29 July 2020 / ENTREPRENEUR.COM / sure that every town had at least one retailer available to order from. Our grocery mar- ketplace was the first and only online grocery business that covered 100% of the UAE.” Another consequence of the COVID-19 crisis is that it has brought many new shoppers online. According to Visa’s COVID-19 CEMEA Impact Tracker, two-thirds of UAE consumers (68%) and Saudi consumers (66%) and 71% of Kenyan consumers say that COVID-19 has led to their first online grocery shopping, while 70% of those surveyed in UAE and 69% in Kenya are making their first online purchases from pharmacies. Plus, this crisis has driven nearly two- thirds of consumers in the UAE (68%) and Saudi (66%) to do their shopping online for the first time. Another study showed why the UAE has been so well- equipped to handle this in- creased demand. A recent anal- ysis by the Dubai Chamber of Commerce and Industry based off latest data from Euromoni- tor showed that the UAE’s e-commerce sector has been comparatively more success- ful than in more than 38 other advanced and emerging market economies. Comparing the per- centage of goods that are not in stock, levels of inventory for their major e-commerce plat- forms, and daily percentage of stock keeping units that were marked as “goods not avail- able” on the retailer websites for each country, the Dubai Chamber analysis revealed that the UAE adopting supportive government initiatives, having modern infrastructure, and strengthening its evolving lo- gistics sector have all contrib- uted towards building a strong supply chain and addressing current e-commerce challenges effectively. In a nod to these stats, Hafez pointed out that the future grocery shopping missions will be driven by a mix of conveni- ence and reliability. “The cus- tomer will continue to demand top selections and variety of products and offerings,” he said. “However, the customer will also demand a high level of dependability and consistency. Their purchasing is recurring, and in order for el Grocer to earn and keep their trust, [it] requires a service level that goes well beyond providing the best pricing or promotions. Further, our target customer is no longer just the digital native. Our customers span all demographics. Our tech and service must be intuitive to all users, no matter how comfort- able they are with technology and digital services. Finally, ensuring that food and grocery supplies are available to all citizens redefined our mission and highlighted the need for business continuity planning even for a startup like ours. We are now well connected with the authorities to deal with any new guidelines and regula- tions immediately.” Apparently, merchants across the MENA region are following in el Grocer’s footsteps- more than a third of merchants in KSA (38%) reported that they had acquired an e-commerce platform as a direct result of COVID-19, while 93% of merchants in Ukraine and 91% of those in UAE had estab- lished their platforms before the pandemic. A majority of merchants in all markets are optimistic that consumer use of online services will grow after the pandemic ends, with WHEN ASKED TO ASSESS THEIR CUSTOMERS’ PURCHASE FREQUENCY DURING THE COVID-19 CRISIS, MERCHANTS ACROSS ALL REGIONS REPORTED A DECREASE, WITH THE UAE AND RUSSIA SEEING THE HIGHEST DIPS AT 86% AND 84% RESPECTIVELY, AND SOUTH AFRICA THE LOWEST, WITH TWO-THIRDS (66%) OF MERCHANTS RECORDING A DECREASE AND 27% SEEING AN INCREASE IN CUSTOMER VISITS. GOING ONLINE GOES WELL BEYOND OFFERING A WEBSITE OR AN APP.” Raed Hafez, CEO, el Grocer CATALYZING ONLINE COMMERCE | VISA’S COVID-19 CEMEA IMPACT TRACKER >>>
30 / ENTREPRENEUR.COM / July 2020 this conviction particularly apparent in KSA, where 80% of merchants predict an in- crease in use after the COVID crisis. However, Hafez advises all not to underestimate the work required for a business to go online. “Going online goes well beyond offering a website or an app,” he said. “It’s a complete set of activities and services that must work hand in hand seamlessly to provide a fluid and comfort- able service to the customer. It’s important to partner with a professional service provider who can provide the full of- fering including customer ac- quisition, logistics, customer service and technology. Each industry got impacted differ- ently, and the lasting effect will vary drastically from one sector to another. However, one thing is common: digital transformation is no longer a ‘nice to have.’ The business’ ability to continue offering its products and services must be consistent regardless if the customer is present physically or virtually at its premises. This must be well planned and executed across all cus- tomer touchpoints.” Another important fact that businesses cannot avoid, Baricordi says, are contact- less payments. Today, VISA reports that more than half of the transactions in the UAE are contactless, while in Saudi Arabia that figure is even higher at 89%. “Amid social distancing guidelines, there’s been a fast-growing demand for contactless payments on cards and on mobile phones, because consumers prefer the speed and convenience of it and trust its security features,” Baricordi said. “We can expect the popularity of contactless to be sustained and further increase post- pandemic. And therefore, if you are an existing business, contactless payments will play a major part in your return to business. Understanding and planning for this is especially crucial for small businesses in the region.” Furthermore, Visa’s COVID-19 CEMEA Impact Tracker showed an assumption that merchants who claim contactless will increase in preference among consumers, since contactless is gaining at the expense of cash. In Saudi Arabia, 43% of merchants said they have seen a decline in the use of cash, while 80% have witnessed a rise in contactless. In conclusion, Baricordi advises that anyone look- ing to set up shop in a post COVID-19 era should bring their A-game to online busi- ness development to ensure business sustainability and longevity. “It is clearly evident that small businesses which adopted digital solutions were the ones that were able to survive and thrive during the worst of the COVID-19 lockdowns,” he said. “Inte- grating digital solutions at the start allows for a seamless introduction and consumer journey which is more likely to build customer loyalty. In fact, for a new small business, it is relatively easier to prior- itize digital solutions across their supply chains, logistics, e-commerce, and digital pay- ments, as they are free of the burden of legacy systems and processes.” In effect, the road ahead is clear: it’s time for all businesses to deploy a digital- first strategy. THE EXECUTIVE SUMMARY MARCELLO BARICORDI, GROUP GENERAL MANAGER – MENA, VISA Customer experience matters “Small merchants need to look at how to enhance their online avenues/e-commerce offerings to remain popular with regular customers, and acquire new ones too.” Prioritize contactless payments “Sellers that still use cash on delivery as the primary mode of payment need to swiftly implement a contactless consumer journey to stay in the game.” Security shouldn’t be ignored “With increased reliance on digital commerce, cybercriminals have been preying on more vulnerable first-time online shoppers. And therefore, making customers feel secure online and educating them about safe payment behavior is critical to building trust in an e-commerce offering.” "WITHOUT THE PANDEMIC, THE ADVANTAGES OF ‘MADE IN THE UNITED ARAB EMIRATES’ MAY NOT HAVE BEEN SO CONVINCING, AND WE WOULDN’T BE LOOKING FORWARD TO THE WORLD OPENING UP AGAIN, AND #MADEINUAE BEING PROMOTED TO A GLOBAL AUDIENCE AT THIS PRIME RETAIL LOCATION.” “FOR SMALL BUSINESSES LOOKING TO GET BACK ON THEIR FEET, IT IS IMPORTANT TO ADOPT AND EMBRACE NEW WAYS OF WORKING.” Annabelle Fitzsimmons and Anna Bolton-Riley, cofounders, Little Majilis START IT UP ECOSYSTEM
MIDDLE EAST FOR THE MOST DARING LEADERS FOR THE MOST DARING LEADERS BNCPUBLISHING.NET
32 / ENTREPRENEUR.COM / July 2020 IMAGES COURTESY INNERSPACE 10 lessons from 10 years of running a business in the Middle East by SAMIR RANAVAYA Marking milestones ‘TREPONOMICS PRO M y company, Innerspace, is best known as the team who host Hacker Kitchens, Hulsta Furniture and Rolf-Benz in the region, and we’ve just reached a major business milestone- ten years of operations in the Middle East. We opened our Hacker Kitchens showroom on Sheikh Zayed Road in 2010, and with a vision of bringing excellence to the interiors market, in terms of design and customer experience, we quickly grew in both size and reputation. I’m proud to say we now have a robust team of 35 people working across design and installation, working with the region’s most renowned architects, interior designers and consumers. Here are 10 lessons that I’ve learned from a decade of running a successful business in the UAE: Samir Ranavaya is the Managing Director of Innerspace. innerspaceme.com
33 July 2020 / ENTREPRENEUR.COM / The Concept team at Intelak Incubator MARKING MILESTONES | 10 LESSONS OF RUNNING A BUSINESS IN THE MIDDLE EAST 1/ AUTHENTICITY MATTERS Innerspace is built on values such as qual- ity, honesty, and authenticity. Building trust through authenticity has always been crucial: from the outset, we were committed to creating a long-term, life- long relationship with the brands we rep- resent, with the region, and with our con- sumers. Think about how we feel when someone breaks a promise, or we are told a lie, and we know just how highly we all regard truth, honesty, integrity, and trans- parency. Truth is an absolutely fundamen- tal principle to be valued and protected at all costs. Put simply, an authentic at- titude is truth in action. Authenticity is doing what we say, and saying what we do, but the important piece of the puzzle is we must do it with consistency. You re- ally gain trust when you deliver on your promises day in and day out. Ten years of consistently delivering on promises to our team and clients has really made us a trusted brand. 2/ SHARE A CLEAR VISION First and foremost, a clear vision for the business is crucial- and it has to resonate with your team, it’s our compass for this enterprise. We quickly outgrew our initial vision, which was to be the market leader- so then what? It sounds cliché, but start with the why- what positive impact do you want to make on your family, your wider family or organization, the commu- nity, the industry, the world? This wider, growing vision gave us the depth we need to keep growing and getting through chal- lenges too. Our vision is to shape creative spaces with timeless designs, and most importantly, enrich people’s lives through excellent interior design. When it comes to profit, we reframed it as benefits- we want to maximize the benefits for our team and clients alike. This is when it really becomes fulfilling as a business owner, you see how you are making a positive impact on people’s lives, whether it’s creating more security for staff, or an inspiring environment for clients to cook, enjoy, reflect, and entertain in. When we break it down like this, we find a common thread that drives us all in the same direc- tion. I see profit as what good we’re all getting out of it. >>>
34 / ENTREPRENEUR.COM / July 2020 3/ VALUE INTUITION, AND TUNE IN When it comes to decision making, if you are clear on your highest values, your deepest desires, and in tune with your vision, then you can make fast, accurate, and courageous decisions aligned with your purpose. When we were conceptualizing In- nerspace in 2008 during the international financial crisis, we were warned against taking such a huge risk in seemingly uncertain times. We saw this as a fantastic opportunity, a no-brainer: during a financial crisis, clients are more dis- cerning with their money, their expectations are much higher. In uncertainty, values become an even stronger compass and more important to clients- they want to know who is be- hind the brand, and what they stand for, in order to get that connection. We were focused on the opportunity, and the appetite for an excellent qual- ity product and genuine ser- vice- nothing could deter us. Our clients are very intuitive, and they can just sense when a company genuinely cares- this is key when entrusting a designer to create such a per- sonal space like their home. 4/ FOCUS YOUR ENERGY ON A SINGLE POINT As I’ve stripped away the non-essentials in my life, the things that don’t serve me, I see the business flourish. We eschewed flamboyance, embraced humility, and pared down our office space. This dispassion for distractions meant we are completely fo- cused on making our clients’ experience better. For exam- ple, at face value, we have a beautiful kitchen showroom; however, every detail, every cabinet, each square metre of space has a function that demonstrates ergonomics, comfort, safety, aesthetics, and usability, so that clients can make informed decisions about their bespoke designs. It fits in line with our design ethos, that form must follow function; after all, design is the allure of function. On another level, the mind by its nature is fickle, and it’s important to have the discipline to keep it aligned with our purpose and vision. We collectively do our best to create a work environ- ment that helps us focus every bit of energy and attention to the task at hand, making our organization a better place to work and enriching people’s lives through excellent design. We have a passionate dispas- sion for distractions. 5/ CHECK YOUR EGO AND YOUR EMPATHY The old African proverb comes to mind: “If you want to go fast, go alone; if you want to go far, go together.” The power of the team and a collaborative mindset has been a key fac- tor for success in our journey. When we work together, share strengths, and blend ideas, the level of creativity and ef- ficiency sky rockets. Our team comes from so many different backgrounds, religions, nation- alities, experiences, all with different perspectives. If egos get in the way, it can be in- credibly limiting and stressful, but empathy, the ability to put ourselves in someone else’s shoes, unlocks an efficient, harmonious, and stress-free path to success in any endeav- or, for you and everyone else involved. Our strength is in the unity of our diversity. 6./ BUILD RESILIENCE The enterprising spirit of the UAE can be traced back to its origins as an international trading hub, and this filters through to business today. It reminds me of the tough Arctic explorers and moun- tain climbers from the days of yore. When I arrived in Dubai 15 years ago, I was impressed with the pace of growth and the visionary leadership- there is an adventurous, ambitious, and pioneering mindset that permeates day to day life. It makes an entrepreneur feel right at home. As the story of the UAE will show you, it's your attitude when you meet with challenges that will en- able you to succeed. History has proven time and time again, your team needs the mental stamina to endure the journey with equanimity, cour- age, and a smile. This fortitude is contagious. 7/ PRACTICE EQUANIMITY, POISE, AND STAYING COOL All enterprises face chal- lenges, and we’ve had our fair share over the last ten years. The outcomes of these chal- lenges are all based on how you choose to respond to them. When it’s a technical issue, a calm mind is most efficient at problem-solving. Many prob- lems are caused by miscommu- nication. When we approach those situations from a place of empathy, by listening to under- stand, and treating everyone with dignity, we can make good decisions and restore peace of mind. Words and actions coming from a place of fear or clouded judgement can land us in hot water, which is why we embrace a cool, calm approach at Innerspace. ‘TREPONOMICS PRO Innerspace Project - Hacker Kitchen designed by Bruno Guelaff
35 July 2020 / ENTREPRENEUR.COM / 8/ EMBRACE FREEDOM It used to be so frustrating for me when things don’t go to plan. Frustra- tion comes from a fear of loss and our outcomes being out of sync with our expectations. Instead, focus on excellent work in the here and now; don’t allow yourself to think “what if.” If you let go of selfish attachment to an outcome and let things grow and develop at their natu- ral pace, you will end up on the correct trajectory. Real freedom lies beyond the mental shackles of self limiting beliefs and barriers we create in our minds. This is when we can let our creativity blos- som whether it’s planning, designing, or problem-solving. It’s a liberating feeling to work from freedom, rather than work- ing for freedom. 9/ BELIEVE IN SELF-MASTERY AND INTELLIGENCE We’re always fine-tuning our business, and it’s equally important to fine-tune ourselves. Rigorous self-observation and analysis are crucial parts of self mastery– learn to manage yourself so you can ef- fectively manage others. The importance of emotional intelligence is well-known, and going beyond that is an awareness of our social intelligence– demonstrated by our power of connecting, influencing, and inspiring. It’s determined by our level of empathy and skill in interaction with people, and it shows in how comfortable we make our team and clients feel when we interact. The greater our social intelli- gence, the greater our sphere of influence and impact. It simply starts by listening (really listening!), genuinely caring, and acknowledging. When thoughts, emo- tions, words, and actions align first, then we connect with people- that’s when the magic happens. 10/ NURTURE MENTORS AND POSITIVE PEERS I quickly learned that good mentors and peers are not to be confused with cool looking entrepreneurs with a pile of money and blinding charisma. When I scratched beneath the surface of many successful business people, I found that the apparent success was achieved at the cost of their health, reputation, friends, family, community, and exploitation. That just didn’t make sense to me- that didn’t sound like true success. The most effective and genuine mentors are time-tested, have impeccable reputations, have nothing to gain from you, want noth- ing in return, and give seemingly infinite wisdom to help you live a full life of purpose, progress, and peace of mind. This attitude to mentorship and learning works within your team too, and will enable you to flourish as a leader and teacher. AS I’VE STRIPPED AWAY THE NON-ESSENTIALS IN MY LIFE, THE THINGS THAT DON’T SERVE ME, I’VE SEEN THE BUSINESS FLOURISH. WE ESCHEWED FLAMBOYANCE, EMBRACED HUMILITY, AND PARED DOWN OUR OFFICE SPACE. THIS DISPASSION FOR DISTRACTIONS MEANT WE ARE COMPLETELY FOCUSED ON MAKING OUR CLIENTS’ EXPERIENCE BETTER. Innerspace Project - Hacker Kitchen - Um Suqeim MARKING MILESTONES | 10 LESSONS OF RUNNING A BUSINESS IN THE MIDDLE EAST
36 / ENTREPRENEUR.COM / July 2020 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. FOR THE CREATORS ACER CONCEPTD 3 EZEL IMAGES COURTESY ACER | HUAWEI | SWITCH Acer ConceptD 3 Ezel TECH SHINY The ConceptD 3 Ezel is a convertible notebook designed especially for creative professionals. The device itself is a work of art boasting amber-backlit keys against a white, all-metal chassis, and a large glass trackpad that supports multi-finger gestures. The crown jewel of this device is Acer’s innovative Ezel hinge, which enables you to switch between six usage modes such as stand mode for drawing, or display mode for presenting. The notebook features a 14 or 15.6-inch touchscreen display with brilliant color accuracy. Furthermore, the large display is perfect for drawing using Acer’s Active Stylus, which features 4,096 levels of pressure sensitivity. You’ll never miss a stroke with this stylus! Weighing in at just 1.68 kg (14-inch screen) or 1.95 kg (15-inch screen) the device features an SD card reader, USB Type-C Thunderbolt port and 1 TB of PCIe SSD storage. ConceptD 3 Ezel is powered by a 10th Gen Intel Core i7 or i5 processor and promises 18 hours of battery life to work as long as you do.
37 July 2020 / ENTREPRENEUR.COM / #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. #TAMTALKSTECH | GADGETS AND DOODADS THAT YOU MIGHT’VE MISSED OUT ON Huawei Sound X, a premium dual- subwoofer speaker, blends cutting edge acoustic technology with minimal design. The smart speaker co- engineered by Devialet comes equipped with patented signal-processing Speaker Active Matching (SAM) technology and Push-Push symmetrical structure to deliver an immersive experience. Sound X integrates 3.5-inch dual subwoofers that deliver 60W of booming bass and also offers Huawei Share- to pair a Huawei smartphone with the HUAWEI Sound X, simply tap the handset against the speaker. If you receive a phone call, Sound X will pause the music allowing you to answer calls, and when the call ends, music automatically resumes. Last but definitely not the least, Huawei Sound X also allows for gesture controls. To pause audio playback, simply cover the top of the speaker with your hand, and give it a tap when you are ready to resume. Huawei Sound X gives you ultimate control and excellent audio. LISTEN UP HUAWEI SOUND X SCREEN ON DEMAND SWITCH MINI PROJECTOR Forget watching movies on a standard TV: the Switch Mini Projector gives you a cinema experience at home. With popular streaming apps such as Netflix and YouTube loaded and ready to go, you can stream and watch your favorite shows from the projector. Plus, the Switch Mini Projector connects to your smartphone and gaming console to mirror photos and videos or create an immersive online gaming experience. The powerful DLP lens projects up to a 150-inch screen, and its 90-degree flip feature allows for project- ing onto ceilings and walls. This compact projector is designed to fit in your pocket, making it portable. Whether you’re wanting to bring entertainment on a camping trip, or looking to spice up a social gathering, the Switch Mini Projector is the ideal companion. Huawei Sound X Huawei Sound X
38 / ENTREPRENEUR.COM / July 2020 CULTURE TRAPPINGS IMAGE CREDIT JOHN LOBB | AUDEMARS PIGUET | ZADIG&VOLTAIRE | WISHFUL ‘TREP TRIMMINGS THE EXECUTIVE SELECTION F rom better goods to better wardrobe bests, every issue we choose a few items that make the approved executive selection list. In this issue, we present our picks from the Zadig & Voltaire SS20 collection, a new timepiece collection to splurge on, an addition to your summer’s skincare routine, and more! Hendra from John Lobb SS20 FOOT FORWARD JOHN LOBB If you’re going to splurge for style, you may as well go with the finest. John Lobb has produced bespoke and ready-to-wear men’s shoes and boots since 1866 in London, and for its Spring/ Summer 2020 collection, the brand introduces a casual offering with the Hendra soft loafer. Taking in the brand’s inherent adventurous spirit to evoke its versatility, the smooth suede loafers is made on flexible leather sole and is available in a range of suede colors. johnlobb.com PUT YOUR BEST Hendra from John Lobb SS20 Hendra from John Lobb SS20
39 July 2020 / ENTREPRENEUR.COM / As we welcome the summer (and the dust and humidity that comes with it), this season’s must-have is from Huda Kattan, the entrepreneur behind cult beauty blog and global cosmetics line Huda Beauty- say hello to her new skincare brand, Wishful, and its Yo Glow Enzyme Scrub. It’s formulated with pineapple and papaya enzymes, alpha and beta hydroxy acids, as well as soft physical exfoliants to remove dead skin, reduce dark spots, and brighten your overall complexion. Made in South Korea, the brand formulated the three key ingredients into a gentle yet powerful formula. Use it once or twice a week- after your cleanser, take a dime- sized amount to use on clean, dry skin. Gently massage the scrub in circular motions across the face and neck, rolling and sweeping away dead skin cells and impurities. After which, just rinse, gently pat the skin dry, and let that skin glow! hudabeauty.com/wishful 'TREP TRIMMINGS | THE EXECUTIVE SELECTION EDITOR’S PICK WISHFUL EVOLVING BEAUTY AUDEMARS PIGUET After a year of being in the market, the Code 11.59 by Audemars Piguet continues to evolve, boasting five new self-winding date, hour, minute, and second references, and five new self-winding chronograph models. Powered with the manufacture’s latest generation of chronograph movement, there’s now a new twist to the fine timepiece collection. The brand’s craftsmanship is seen on its new lacquered dials with sunburst patterns that comes in a palette of blue, burgundy, purple, and grey. Designed for both men and women, the dials are enhanced by the watch’s extra-thin bezel and double curved sapphire crystal, giving it a distinct glass that plays with depth and light, as well as optimal curved ergonomics for comfortable wearing. For those who want an extra oomph (and we have a feeling you do), the collection also features refined two-tone gold cases in shades of grey, enhanced with an 18-carat pink gold middle case that comes with a light grey or black inner bezel. If you’re one for details, you’ll notice the Audemars Piguet gold signature engraved on the side. There’s certainly more than what meets the eye with this timeless watch. audermarspiguet.com IS EVERYTHING ZADIG & VOLTAIRE The Paris-born brand Zadig & Voltaire infuses style, genres and eras to create looks infusing art and rock ‘n’ roll. Founded in 1997 by Thierry Gillier and Cecilia Bönström, the ready-to- wear brand evokes the aesthetic of an everyday stylish man. With a palette of monotone colors of grey, black, and navy blue, it sets the tone for a collection inspired by the 90s, with a touch of the era’s signature attitude. We’re a fan of the brand’s Vegas jacket pairing with drawstring trousers in a checked fabric, as well as the House’s tailored jacket in cotton velvet for a luxe, statement look. Discover your essentials from this season’s line to express your free style. zadig-et-voltaire.com ATTITUDE Zadig & Voltaire SS20 Code 11.59 by Audemars Piguet
40 / ENTREPRENEUR.COM / July 2020 LEADING THROUGH A PANDEMIC (AND FOR WHAT COMES AFTER) by LORETTA AHMAD FIRST PERSON CULTURE LIFE
41 July 2020 / ENTREPRENEUR.COM / L ike many business leaders, I’m navigating the roller coaster of challenges and emotions that come with driving a business through the new normal caused by the COVID-19 crisis. However, unlike many others, I had completed the buyout of my communi cations business from a global agency network just six months before this crisis hit. After many years, I had managed to pull it off! We were finally independent! We redefined ourselves, rebranded, and relaunched. We were on a high and busi ness was booming. Yes, I thought, it was worth taking the financial risk, worth remortgaging property in the UK, and worth putting a return to the UK on the backburner for many years. First up, we had to move offices. Yes, I’d wanted shiny new offices. How could we feel like a new business if we had to come into the same building every day?! In December, we served notice on our lease, and signed for a lovely boutique villa facing the beach road. We got to work on fit out plans, and set our move date for May 1, 2020. And then the crisis hit. Slowly at first. We had a member of staff on holiday in the Philippines, and we asked him to work from home on his return, as we were a little worried about the coronavirus pandemic that was just starting to make the news at the time. However, like everyone else, we had no idea of what was coming next. We would not even be able to access our old office to pack up, let alone fit out a new one! However, it has meant we have been able to plan an office that is absolutely fit for our post COVID-19 world. More free flowing space, less “traditional” desks, as we’re unlikely to ever return to a five-day office-based week, while also to emphasize a more lounge-style approach to prioritize comfort over corporate. Granted there have been days where it has been hard to stay positive, but overall, I like to think I’ve risen to the challenge. Of course, that’s not possible to do alone, or without a business that was well managed, and was in the right shape moving into this crisis. So, what have we done that has got us through to this point, and what does the future look like? Here’s my viewpoint: 1/ Cash flow is king, along with stellar financial advice and support. If you went into this crisis with a cashflow issue, your days were probably already num bered. Thankfully, my financial director is beyond obsessive about always having three months of salary in the bank at any one time. I used to find that a bit frustrating really- but not anymore. It’s been a godsend. 2/ Forecasting matters more than ever. Forecasting for the next four quarters ahead is critical, and this applies for every line, i.e. revenues, costs, cashflow. And then reforecast. Plan every sce nario, and know the points where you’re going to have to pivot. If you’ve got the right financial director in place, this part is a lot easier. I limit this as much as I can, as it stops me focusing on the team and clients and new business– the things that can change our fortunes! But no, that’s a fool’s game in these times. You have to know your numbers, and you have to know when to act, and what you’re going to do. 3/ Be as transparent as you can. I share pretty much everything with my team. Sometimes, I’m sure that’s been a bit scary lately, but I take the view it’s bet ter to worry about what you know than what you don’t know. And trust mat ters– breach that trust, and it can get toxic pretty fast. 4/ Start planning the future. What kind of office will you need? How will you protect your teams and your clients who visit? How can you take all the best experiences from the last few months to maintain a new flexi-working model? 5/ Get inside your business– really inside. Live every part of it. For me, this has been the biggest learning, and it has brought me the most joy. I’ve realised how much I love what I do, and that has come from actually doing it relentlessly day in, day out right at the coalface. I can honestly say I know my people and my clients better than ever. You can’t expect everyone to put their shoulders to the wheel if you’re not doing it, and team spirit doesn’t just miraculously appear– it has to be cultivated, nurtured, fueled. This has been the biggest gain from this crisis for me– the support we’ve given each other. Colleagues looking out for each other, clients doing everything in their power to support our business, and a network of industry friends all checking in with each other. There was a defining moment about two months in when a client called me to say they had received my invoice, and would put the payment straight through on the same day. We will all remember these actions. I hope we all come out of this remembering everything we have learned. I know for a fact, I am far better at what I do now than before. I didn’t think my business was ever managed badly, but it’s definitely managed a whole lot better now. But more than anything, I will be happier. More balanced, less stressed, and more appreciative of what really matters. FIRST PERSON | LEADING THROUGH A PANDEMIC (AND FOR WHAT COMES AFTER) Founder and CEO of Houbara Communications, Loretta Ahmed is a public relations, brand reputation, and crisis communications expert with over 30 years of solid experience guiding clients through transformational times. She is experienced in leading multi-channel campaigns, creative thinking, business planning, and nation branding. Loretta has been previously recognized for her “outstanding contribution to the PR industry” by the Chartered Institute of Public Relations (CIPR), and is a former chair of Public Relations and Communications Association (PRCA) MENA, as well as a former Vice President for the Middle East Region for International Communications Consultancy Organization (ICCO). She is now a board member for Global Women in PR MENA, and was recognized by PRCA MENA as the Middle East PR Leader of the Year in 2020. houbaracomms.com You can’t expect everyone to put their shoulders to the wheel if you’re not doing it, and team spirit doesn’t just miraculously appear– it has to be cultivated, nurtured, fueled. This has been the biggest gain from this crisis for me– the support we’ve given each other.
42 / ENTREPRENEUR.COM / July 2020 I have written previously on the growing significance of team culture for VCs when making investment decisions, espe cially in the wake of global, headline-grabbing scandals such as Uber and WeWork. In this time of crisis, that focus on team culture has grown more important than ever before, as fund managers are forced to deploy capital more sparingly and strategi cally. But in an age of social distancing and remote working, the all too crucial first step of meeting a founder in person is out of reach for investors. VCs must adapt to this new reality and ask themselves some tough questions. How can you get a gauge of company culture if you can’t visit the team? And how can you make an investment decision regarding a founder you’ve never met? Yet in many ways, for the VC world, the pandemic is business as usual. Innovation never sleeps, and neither does the money that funds it. If anything, due diligence checks have become more rigorous than before, as the crisis has forced VCs to be more diligent in how they deploy their capital. So much of due diligence today is already conducted online. VCs scour online repositories for data, while physical documents are effectively a thing of the past– and meetings or even office tours can be conducted via video conferencing tools. In short, virtual settings can all but replicate the relationship- building process most fund manag ers undertake with their founders. Certainly, deals are still happening. In fact, according to recent analysis from data provider Crunchbase, over March and April 2020 (the period where social distancing took hold in most parts of the world), funding actually increased by as much as US$2 billion to $5 billion per month over the first two months of the year. This is despite global funding in the first four months of 2020 being down by 11%, compared to the same period in 2019. VCs, it seems, are adapting. But in lockdown conditions, it is not just how we communicate that has had to change. In these unprecedented times, the key factors to look for in an invest ment prospect have also shifted. Al Waha Fund of Funds, the Bahraini government initiative established to kickstart a VC community across the Middle East, has recently an nounced a substantial investment in seed stage venture capital firm Shorooq Partners, which now plans to enhance its presence in the island Kingdom, while working to find, support, and enable the next wave of regional founders. The addition of Shorooq Partners to Al Waha’s portfolio shows that despite the on going global pandemic, investors are actively seeking new opportunities to THE PROS AND CONS OF VIRTUAL DUE DILIGENCE by AREIJE AL SHAKAR MONEY VC VIEWPOINT Connecting the dots Areije Al Shakar is Director and Fund Manager at Al Waha Venture Capital Fund of Funds. alwahafund.com THE OPPORTUNITIES ARE STILL THERE, AND THEY CAN STILL BE ACCESSED, STUDIED, AND NURTURED. BUT CAN VIRTUAL DUE DILIGENCE EVER COMPLETELY REPLACE THE INTIMACY AND CANDOUR OF HUMAN CONTACT? CHART © CRUNCHBASE
43 July 2020 / ENTREPRENEUR.COM / Following its investment in cellag startup TurtleTree Labs’ pre-seed round, Prince Khaled Bin Alwaleed's KBW Ventures has now participated in its US$3.2 million seed round VC VIEWPOINT MONEY support startups– but with a renewed focus on sectors such as fintech and health tech, which have played an increasingly important role during the crisis. Indeed, the pandemic has seen a surge in the uptake of new technologies across the region. A recent survey by Mastercard found a 70% growth in the use of contact less payments across the Middle East and Africa, as consumers sought to main tain social distancing mea sures. In fact, this region- wide growth reflects global trends. According to a recent study by financial advisory firm deVere Group, the use of fintech apps in Europe surged by 72% in just one week at the beginning of the crisis. BenefitPay, the Kingdom of Bahrain’s national e-wallet, saw a staggering 1257% surge in transactions in March alone. In May, the fund ing announcements in the Middle East were dominated by e-commerce platforms. So, the opportunities are still there, and they can still be accessed, studied, and nurtured. But can virtual due diligence ever completely replace the intimacy and candour of human contact? VCs are having to rely more on their own trust circles now than ever before, phon ing around their networks to learn what they need to about a prospect. But we must all be conscious of the risk of overreliance on our own networks: the emergence of a closed “old boys club,” where funding stays within a circle of known industry players, leaving those at tempting to break into the market by the wayside. VCs are having to be more careful than ever before, but that shouldn’t mean that real op portunities are lost. K BW Ventures, founded by HRH Prince Khaled bin Alwaleed bin Talal, has an nounced its latest venture capital com mitment in foodtech startup TurtleTree Labs. The first-cell based biotechnology company creating real milk from mammalian cells without the need for animals, TurtleTree Labs now has more than 20 full-time scientists and engineers. In addition to KBW Ventures, investors taking part in TurtleTree Labs' US$3.2 million seed round are Green Monday Ventures, CPT Capital, Artesian, and New Luna Ventures. Prince Khaled has doubled down on his bet on the Singaporean startup, as KBW Ventures previously invested in the company’s pre- seed round led by Lever VC. “We see the founding team’s commitment and the potential of this company and its technology as a winning combination," said Prince Khaled. "Now more than ever, people are waking up to the benefits of food technol ogy and the massive positive implications of innovations in cellular agriculture." TurtleTree Labs co-founders Fengru Lyn and Max Rye said that due to the support of the Singaporean government and Enterprise Singapore, the startup was able to further its work during the COVID-19 pandemic. “Our teams are firing on all cylinders thanks to Enterprise Singapore and the support from our investors. We remain as focused as ever, and we aim to continue hitting milestones,” said Rye. Bernice Tay, Director of Food Manufacturing Division at Enterprise Singapore, called the startup’s solution “novel,” and emphasized that it had implications for sustainable dairy production globally as well as strengthening Singapore's long-term food diversification efforts. TurtleTree Labs is one of seven finalists in the Temasek Liveability Challenge, vying for the first prize of $1million undiluted funding. Presented by Temasek Foundation and organized by Eco-Business, the Liveability Challenge Grand Finale is scheduled for July 8 with a wider view of supporting the United Nations Sustainable Development Goal #11. KBW Ventures is currently the only MENA VC investing in food tech and cellular agriculture, with four portfolio companies in the space including Memphis Meats and BlueNalu. Most recently, KBW Ventures invested in a $5.8 million Series A raise by UAE-based live streaming and video mobile app 360VUZ alongside Shorooq Partners, Media Visions, Vision Ventures, Hala Ventures, 500 Startups, and other global investment firms. kbw-ventures.com DOUBLING DOWN IMAGE COURTESY KBW VENTURES TurtleTree Labs co-founders Fengru Lin and Max Rye with KBW Ventures founder HRH Prince Khaled Bin Alwaleed
44 / ENTREPRENEUR.COM / July 2020 PART ONE / THE PROBLEM At Tara, half our team is globally distrib- uted, with software engineers and growth marketers working from different regions of the world, alongside our team in San Jose, California. Here are some of the big- gest challenges we face while navigating in an environment of remote collaboration: 1/ NO CLEAR BOUNDARIES When your home is your office, it can be- come difficult to separate the two. Walking out of the office building or driving home can trigger your brain to check out from work mode and switch over to downtime. Unfortunately, moving from the desk to the couch doesn’t have the same effect. Without clear boundaries and routines during the workday, you can end up re- sponding to emails at all hours, and feel like you’re working around the clock. This will make you less productive and eventu- ally lead to burnout. Another downfall of blending home and work is that it is harder to focus on work- ing during prime hours. Sure, some people achieve increased focus and productivity when working remotely, but this isn't true for everyone. An obstacle our team members often face while working remotely is a lack of focus, especially for those working from home with small children. But even someone with a dog at home wanting attention, or a spouse sharing the same working space, will need to overcome new distractions they wouldn’t face in the office environ- ment. 2/ ASYNCHRONOUS COMMUNICATION When your whole team is within throwing distance, it’s easy to take instant commu- nication for granted. Want to know the sta- tus of something? Just yell across the room to “Andrew,” and ask for an update. But, what happens when “Andrew” is not only miles away but also in another time zone? When everyone is geographically spread out, effective collaboration becomes sig- nificantly more difficult. Working remotely requires your whole team to change their expectations around how quickly discus- sions can happen, and how fast you should expect responses. ‘TREPONOMICS SKILLSET R emote work has a ton of perks- no lengthy commutes, the ability to work in your PJs, and fewer interruptions are a few of the major ones that come to mind. But anyone who's worked remotely knows that working from home comes with its own downsides, especially when you're part of a team. As a hybrid team, we at Tara AI understand that adapting to digital work can be a struggle, especially if you’re part of a team working in a fast-paced, highly collaborative environment. So, how can teams thrive and remain high-performing in this remote era? Here is our quick take on some of the key challenges with remote work and six strategies on how to foster team collaboration- while preserving everyone’s sanity during social isolation. Efficiency matters SIX TACTICS TO IMPROVE COLLABORATION FOR REMOTE TEAMS by IBA MASOOD THE CHALLENGES WITH REMOTE COLLABORATION IMAGES COURTESY TARA AI The Tara AI team
45 July 2020 / ENTREPRENEUR.COM / Instead of being able to pop over to someone’s desk for a quick chat, you may have to send an email or message, and wait hours before their day starts and they come online. This transition from instant to asynchronous communication (where you don’t expect an immediate response) is a huge hurdle for a lot of teams going remote for the first time. 3/ DECISION-MAKING STRUGGLES At Tara, we believe in making key decisions together as a team. Being able to come together and hash out the pros and cons of different options and brainstorm new and innovative solutions helps us deliver the best possible outcomes. But when you can’t physically come together, brainstorming and debating ideas becomes a lot harder. Our team often relies on video conferencing tools like Zoom to stay connected, but these tools can make piping up with ideas challenging. Technical issues arise, and people can’t hear others; it’s easy to get drowned out by chatting and background noise, and there are more distractions to take people off-topic. Yet, shutting down microphones and asking people to request to speak kills the momentum and spontaneity that promotes innovative thinking. Plus, arranging a time where everyone is available for a call can be a huge hurdle all on its own, especially when you’re dealing with multiple time zones. 4/ COLLABORATION HURDLES Nailing down decisions isn’t the only time a remote team has to come together. Collaboration is a huge part of any project. Sure, there are some tasks that one person can take on and complete in isolation. But what happens when you need people to work together on specific features that require more collaboration? When you’re working on a project together, but your colleague isn’t just down the hall, it’s harder to coordinate activities, share information, and make sure you’re both on the same page. The last thing you want is to discover you both tackled the same task and left something else undone because you each assumed the other was doing it. With a team consisting of global developers, our team understands the challenges of keeping remote communications fluid when your colleagues aren’t a couple of desks away. No in-person interaction means having to reach out via email or other online means of communication- even multiple times until they finally reply. Waiting for replies can lead to significant delays in work progress, frustration, and decreased team efficiency. 5/ CULTURE BREAKDOWNS If you’ve ever worked in an office with bad workplace culture, you know how critical culture is for happy, efficient teams. Creating a positive culture of trust and camaraderie isn’t easy- it takes a lot of effort to promote and maintain even in an office environment. When you add in the fact that your team is physically isolated from each other, the struggle to maintain a strong culture becomes 10x greater. People can easily feel forgotten, overlooked, or ignored, which can cause them to mentally check-out or step-back from the team and their work. Without the casual watercooler chats, going out for lunch together, or sharing after-hours drinks, it’s harder for your team to bond and build the trust they need to work together well. The introverts on your team can really struggle with having to reach out to others, especially if they get too used to working from home and not socializing on a regular basis. EFFICIENCY MATTERS | SIX TACTICS TO IMPROVE COLLABORATION FOR REMOTE TEAMS Create dedicated channels for separate groups, topics, sprints, etc. as needed. You can even create a “watercooler” channel just for social communications and team bonding. Iba Masood, co-founder and CEO, Tara AI >>>
46 / ENTREPRENEUR.COM / July 2020 PART TWO / THE SOLUTION Despite the significant challenges that remote development teams can face, there are fundamental practices you can implement to overcome them and help your team thrive in a remote workplace environment. Below are six tactics that we use here at Tara that can help your remote teams collaborate more effectively and efficient- ly than ever before: 1/ SET SOLID GOALS, AND ASSIGN TASKS EFFECTIVELY At Tara, we realize that setting clear, detailed goals can help remove any un- certainty around what is expected of your team members. It also improves remote communications, maintains productivity, and makes it easier to track progress. There are two areas you should focus on when goal setting and assigning tasks: Monthly milestones We strongly believe in over-communicating. Your team should always know what their overarch- ing goals for the month are. While it's easy to get wrapped up in the day-to-day work, everyone on the project needs to focus on the set outcomes for the month, and how their daily work helps the team achieve those outcomes. Defining and continually communicating the big-pic- ture goals are key. Weekly or bi-weekly sprints At Tara, after we set our monthly milestones, we break tasks down into weekly sprints, on our own platform (meta!). With our dash- board, we can clearly define what tasks and deliverables are expected each week, and each team member has their priori- ties set up daily, due to ongoing tasks in a weekly sprint cycle. Using a tool like Tara can help you groom your backlog, prior- itize tasks, and plan upcoming sprints. Planning 1–2 sprints ahead enables you to optimize your resources and efficiently assign tasks while still remaining agile. Teams can decide to set sprints to weekly or bi-weekly depending on their own cadences. In remote environments, sprints are now effectively used by marketing, sales, and content teams to drive execution and strategy, while prioritizing what needs to be done. Sprints aren’t just for engineer- ing and product development. 2/ SET UP RECURRING MEETINGS It’s always challenging to find meeting times that work for everyone. To help remove this obstacle, find a time early on that works for as many people as possible and set it to be recurring. When people know a meeting is coming in advance, it’s much easier for them to schedule their work and lives around it. Here are three critical meetings that should be recurring in everyones’ calen- dars: Daily standup (15 mins) The daily standup is a foundation of the agile methodol- ogy. This is a quick, daily huddle to take the project's pulse and help your remote team focus on the work of the next 24 hours. Unless you have a really large team, this meeting should take no more than 15 minutes. Try to schedule it as early in the day as possible (keeping in mind different time zones), and focus on three key questions: 1. What is everyone planning on accom- plishing in the next 24 hours? 2. What do they need to complete that work? 3. What hurdles do they think may crop up to stop them from hitting their goals? Weekly sprint planning A sprint plan- ning meeting should happen every week, to plan (or adapt the plan for) future sprints. At Tara, we usually allocate 30-45 minutes on Thursday or Friday to plan next week’s sprint. This meeting should help provide the structure, set the expectations, and define the backlog for your upcoming sprint. It needs to answer the questions, “What can be delivered in this next sprint?” and “How will we ac- complish that goal?” Weekly story time We use this meeting as a pre-planning meeting with the team to discuss the next sprints. At Tara, we call it “Story Time,” and we typically host these meetings on Thursdays at 9:30 am, right before our standup. This meeting is your chance for everyone to sit down and review upcoming work so your team has time to think through and ask questions on the requirements, design specs, and implementation plan, and then work on breaking everything into development tasks before the planning meeting. Weekly engineering demo/Weekly sales meeting The engineering demo or sales meeting is a key step in completing any product sprint. It’s your team’s chance to show off their hard work and keep stake- holders engaged in the project. It’s also your opportunity to answer questions and gain feedback. The weekly demo should focus on celebrating team wins and promoting team collaboration. Monthly retro Scrum centers around flex- ibility, organization, and continuous im- provement. Not everything will go exactly as planned, and a monthly retrospective is your team’s opportunity to look back at how the month went and figure out how to make the next month even better. This meeting gives your team a chance to candidly discuss what worked well and what didn’t. It’s a moment to bring up ‘TREPONOMICS SKILLSET HOW TO FOSTER EFFECTIVE COLLABORATION WHEN REMOTE WORKING
47 July 2020 / ENTREPRENEUR.COM / areas for improvement and to brainstorm as a team how you can become more ef- fective and productive. 3/ CREATE DISCUSSION CHANNELS FOR A MORE COLLABORATIVE ENVIRONMENT Live chat is a powerful resource for re- mote teams, but if every conversation flows through one channel, information will quickly get lost. Plus, if people con- tinually see a deluge of information that has nothing to do with them, they can disconnect. Use channels for separate discussion topics to better manage your online communications and avoid information overload. We use a dedicated channel for engineering teams to discuss tasks, technical issues, and share engineering resources, so our engineers can find key info in one central place, and that in- formation isn’t flooding the people who don’t need to read it. Create dedicated channels for separate groups, topics, sprints, etc. as needed. You can even create a “watercooler” channel just for social communications and team bonding. 4/ ENCOURAGE REAL-TIME TEAM COMMUNICATION (VIDEO CHAT) Video chat is a stronger, more valuable form of team communication than writ- ten or over the phone. Video chat helps you remember your teammates are real people, and enables you to feel closer to them. Plus, it can convey important body language that isn’t captured in the other remote communications, meaning fewer misunderstandings and more effective discussions. At Tara, we love using video chat for our meetings. We’ve also set up several fun video conferences to help boost team bonding and cut down on isolation. These include virtual lunches, Workout Wednesdays, house tours, Furbaby fif- teens (where our pets join the call), and more! 5/ FIND A SMART WAY TO KEEP TRACK OF TEAM PROGRESS Finding a way to effectively keep track of development progress is a challenge for remote teams. Managers can be tempted to micromanage to overcome this hurdle, but that will negatively affect your team and harm productivity. We believe in ac- tively cultivating a friendly, collaborative, and communicative work environment to help empower and encourage our team. By using the right software and solid work structures, you can track your team’s progress and keep a handle on how things are going without mi- cromanaging and constantly nagging for updates. We use naming systems, documentation, tagging, and workflow, among other things, to keep a handle on who’s working on what, who had it last, who’s getting it next, and when it’s done. Plus, Tara helps us gain visibility into the team's progress by effortlessly view- ing open pull requests, task completion, completed effort, and more. 6/ USE TIME ZONES TO YOUR ADVANTAGE There are obvious benefits of having your team all in one timezone. It makes it a lot easier to schedule group meetings, for one. But, there are also significant advan- tages of having your team spread across multiple time zones. Are some of your developers working while it’s night time for others? This pre- sents a unique opportunity for your team to achieve “round the clock” productiv- ity. When it’s time for one team member to end their day, they can pass the work off to someone just starting their shift. Plus, if your developers are ahead of your reviewers' time zone, their work can be reviewed in their off-hours, cutting down on delays and speeding up turnaround. If there’s at least some overlap in time zones, we at Tara find those hours are best used for collaboration and connec- tion. Then, your team can focus more on productivity during the quiet times when fewer team members are logged in. Team collaboration is critical for any team to succeed. But, creating and main- taining a collaborative environment can be challenging when your team works remotely. By implementing the six tac- tics outlined above, you can foster col- laboration among your remote team to help them improve their efficiency and productivity, resulting in more successful projects. We strongly believe in over-communicating. Your team should always know what their overarching goals for the month are. Iba Masood is the co-founder and CEO of Tara AI, a smart platform helping thousands of engineers and teams deliver on planned releases by providing weekly sprint planning, a unified view of tasks and a clear overview of daily priorities. Tara AI, is venture-backed and headquartered in San Jose, California. Iba is a YCombinator Alum, and was awarded Forbes 30 under 30, for the 2018 list, under the field of Enterprise Technology. She is the youngest winner of the Cartier Women's Initiative Award, and has an undergraduate degree in finance from the American University of Sharjah, graduating magna cum laude. Iba has also previously worked at McKinsey & Co, and GE. tara.ai EFFICIENCY MATTERS | SIX TACTICS TO IMPROVE COLLABORATION FOR REMOTE TEAMS
48 / ENTREPRENEUR.COM / July 2020 The secret to successfully connecting with consumers by BHAJI ILLUMINATI MARKETING GOES MOBILE Mobile marketing is a multi-channel, digital marketing strategy aimed at reaching target audiences right where they spend time most- on their devices. Mobile phones are now the most common consumer accessory- everyone has one. And rarely is it not in our hands, or, at the very least, within reaching distance. This is a complete transformation of modern lifestyle. According to a survey by The Media Lab, 99% of the UAE population owns a mobile phone, and of them, 96% own a smartphone. A total of 8.75 million people across the region are active internet users via their mobile phones, with people spending an average of seven hours a day interacting with media through the internet. When a brand is developing their marketing strategy, it must be mobile-first, or else, they will fail to capture and maintain the atten- tion of consumers. This includes everything from copywriting to creative media, intent behavior, and conversion funnels. Mobile- first must be the primary consideration for every aspect of your strategy. Does this mean we should turn our backs on traditional advertising? No, but the strat- egy must evolve in order to stay relevant. ‘TREPONOMICS MARKETING T he way people consume content has fundamen tally changed, and as a result, marketing is evolving at unprecedented speeds. From spending an hour reading a magazine and consuming every word and image, to spending just about two seconds per post on Instagram, people’s behavior has changed, and attention has become the most important currency. The attention economy is fast, furious, and can be perplexing for brands built on traditional marketing tactics. How does a brand keep up? How can they connect with people when their audience is so fickle and fleeting? The answer is simple: mobile marketing.
49 July 2020 / ENTREPRENEUR.COM / Brand marketing is no longer about getting your logo in front of as many eyeballs as possible. It’s about making a connection with consumers. Brands can achieve this by showing personality and creating memorable moments that will grab people’s attention. Consider, for instance, US delivery platform Postmates and dating app OkCupid, both of whom are still bullish about the billboard space. Their creatives are smart, unique, and drenched in brand personality. Why does it work? Because the content is so good, it’s shared on mobile. These are the kind of ads you snap a photo of to share with friends via WhatsApp, or upload on to Instagram. Right now, consumers are spending the majority of their passive time on their mobile devices. Here are the top three points to consider when creating a mo- bile marketing plan for your business: 1/ Be data-driven According to the Marketing Rule of 7, the average person will see a brand seven times before converting. People are bombarded with ads on all platforms at all times. Consumers have ad fatigue and content-induced lack of focus. It is cru- cial that brands learn to understand their consumers, both existing and future, and use this data to help inform decisions. Too many marketers have an inside-out approach- they push who they want to be, what they want to do, and how they want to communicate, without bothering to really understand their consumers. It’s time to transition to an outside-in ap- proach. Understand who your consumers are, what they do, and how they want to be communicated to. Let your consumers drive your marketing strategy. 2/ Make meaningful content With mobile marketing, brands are able to reach audiences across multiple chan- nels, sometimes up to several times in a single day. The Mad Men days are over. Brands need to think in a completely new way about content creation. It’s simply not enough to push high-gloss images with the hope they will connect with consumers. You need to create au- thentic, relatable content at scale, and on demand. Focus on the why, not the what of your brand. Create bitesized content that can be consumed on-the-go via a mobile phone. Most people skip a YouTube ad as soon as they’re able to, so ensure your message and USPs are clear and present in those first five seconds. 3/ Think 360 Make sure your mobile marketing strat- egy has influence on all customer touch- points, including post-sales communica- tions and community building. Maintain a clear focus on virality, and turn your customers into an extension of your marketing team. Real customers become advocates, sharing your brand with their inner circle who are more likely to listen to someone they know and trust, and, therefore, convert. Brands must prior- itize lifetime value (LTV) over customer acquisition cost (CAC). At Surkus, our core focus is to help businesses con- nect with their ideal customers through custom activations, tailored to their interests and needs. Through our mobile app, consumers discover brands and try out their offerings, gaining rewards for doing so (free products, cash rebates etc). By controlling the way in which a consumer meets and interacts with their brand, a business can actively encourage loyalty and return customers. They can also derive useful insights and data post- campaign, helping to fuel future digital marketing campaigns. In essence, with so many options available to people at any given time of the day, the brands that win are those that cut through the noise to create meaningful connections with consum- ers. Consumers want to feel seen. They want to feel understood. Great marketing is the culmination of memorable touch points across all relevant channels until the consumer finally trusts your brand enough to convert. Mobile marketing and clever content will accomplish this. MARKETING GOES MOBILE | THE SECRET TO SUCCESSFULLY CONNECTING WITH CONSUMERS BRAND MARKETING IS NO LONGER ABOUT GETTING YOUR LOGO IN FRONT OF AS MANY EYEBALLS AS POSSIBLE. IT’S ABOUT MAKING A CONNECTION WITH CONSUMERS. BRANDS CAN ACHIEVE THIS BY SHOWING PERSONALITY AND CREATING MEMORABLE MOMENTS THAT WILL GRAB PEOPLE’S ATTENTION. Bhaji Illuminati is the VP of Global Marketing for Surkus. surkus.com
VALUE/ PROPOSITION Over the past few months, the COVID-19 crisis has brought umpteen changes to life and business as we know it- across the globe, both businesses and businesspeople have had to adapt to what we now call “the new normal.” With a greater emphasis on remote working, minimized physical interactions, reduced working hours, and strict health and safety rules in place, companies have had to go back to the drawing board to identify new and innovative ways of ensuring sustained customer demand and reliable revenue streams. During such a time, five startups in the UAE have not only managed to survive the repercussions of this pandemic, but have also shown increased success in comparison to their pre-crisis performances. Cloud Restaurants, Hotel Data Cloud, Fixerman, Tabby, and Spotii are all local startups that have managed to adapt to a constantly fluctuating environment. They all credit different reasons for their performance, but forward-thinking innovation emerges as the common denominator. FIVE UAE STARTUPS ON STRATEGY PIVOTS DURING HEALTH CRISIS START IT UP Q&A 50 / ENTREPRENEUR.COM / July 2020 by AALIA MEHREEN AHMED >>>
51 July 2020 / ENTREPRENEUR.COM / F ounded by husband and wife duo Ziad and Rowan Kamel, Dubai-based Cloud Restaurants, was established in 2017 to create a series of online, delivery-only restaurants in the UAE. “The crisis presented us with new opportunities as more and more people turned to online businesses,” Ziad says. “Cloud Restaurants is a 100% online, delivery-only restaurant business, so our business model was resilient to the crisis. As a matter of fact, we continued to grow during the crisis. We couldn’t have wished for a better business model.” Go! is Cloud Restaurant’s first chapter of delivery-only restaurants developed for cloud kitchens, and several different concepts have been created under this banner including Go! Pasta, Go! Greek, Go! Healthy, and Go! Chinese. With their business model well- suited to continue operating in these new, unforeseen circumstances, the founders were able to shift their focus towards other facets of their operations, particularly customer satisfaction. “Early on, we understood that dine-in restaurants –and any businesses where people congregated– would be shut down, while everything shifted online,” elaborates Ziad. “We saw how food delivery was designated as ‘essential business’ and allowed to operate. So, we had to quickly adjust our operations, and pivot our strategies to adhere to the regulations, and better suit customer behavior.” Adhering to the regulations meant that the Kamel’s had to bring in some stringent changes in the health and safety department, including contactless ordering with delivery partners, a 100% sanitization program, and staff training. Customers could also opt for contactless delivery and provide instructions to the driver like, “Please leave my order near my door.” The National Sterilization Program in the UAE meant public transportation was no longer available, so, authority- approved private modes of transportation had to be arranged for. But amidst all these modifications and changes to their day-to-day operations, Cloud Restaurants launched two new brands in their Go! Series - Go! Combo and Go! Cook. Interestingly enough, the latter was also a way of adapting to the new ecosystem. With more people increasingly opting to cook at home instead eating out, the founders felt a new opportunity was created. “Go! Cook addressed the need to cook your own food, and offers our most loved food in DIY cooking kits like pasta, sauces, marinated chicken, etc.,” Ziad explains. “During the lockdown, people wanted to cook their own food. They certainly had the time at home! They did it to fill the time, to learn new skills, to mitigate food safety fears they may have, to save money, or just to have fun!” It is important to note here that Cloud Restaurants had zero layoffs during this crisis; a rare feat during a time when unemployment has risen due to cost-cutting measures. Ziad explains the approaches they took to ensure better financial decisions. “Ensuring cash liquidity was the key for our survival. This means ensuring sufficient top line (revenue), while reducing costs across the board. On the revenue side, although we had reduced working hours enforced by curfews, we worked our hardest to ensure customers felt safe ordering from our brands. On the cost side, less operating hours permitted meant less shifts for staff to work which in turn resulted in lower staff cost of 12%. We had zero layoffs. At the moment, our team is back at full working capacity, and we even resumed hiring! We are super proud of our team.” Cloud Restaurants was built with an ethos of innovation, so it comes as no surprise that even through this crisis, new ideas and concepts were being introduced. Asked about what aspects of their business model have been brought to the forefront during this crisis, Ziad replies: “The only tendency we have learnt is that the only constant in life (and business) is change (and innovation). The values learnt and experienced are now engrained in our business model and our people: constant change, innovation, flexibility, resourcefulness. There is no turning back, and this is a good thing!” VALUE PROPOSITION | FIVE UAE STARTUPS ON STRATEGY PIVOTS DURING HEALTH CRISIS “WE HAD TO QUICKLY ADJUST OUR OPERATIONS, AND PIVOT OUR STRATEGIES TO ADHERE TO THE REGULATIONS, AND BETTER SUIT CUSTOMER BEHAVIOR.” CLOUD RESTAURANTS cloudrestaurants.com IMAGE COURTESY CLOUD RESTAURANT Ziad Kamel and Rowan Kamel, founders, Cloud Restaurant
52 / ENTREPRENEUR.COM / July 2020 START IT UP Q&A Launched in 2019 by Hosam Arab, Tabby is a UAE-based fintech startup that offers a “buy now, pay later” solution that allows for consumers to easily purchase items whenever they want, while also keeping in mind the state of their personal finances. “We want to give customers who value the convenience of cash on delivery(COD) an alternative that is even more convenient for them, which still allows them to purchase online without having to pay by credit card at checkout, yet doesn’t require them to pay in cash at the door,” Arab says. “We also want to give custom ers the ability to split pay ments for their purchases over time, without the burdens and costs associated with applying and carrying a credit card. These value propositions held true before COVID-19, and hold true today.” With consumers in the UAE shifting towards online shop ping in the wake of the crisis, Arab says that the desire to expand the business to new markets only increased. “The importance of a solution that addresses slowing consumer demand became even more apparent,” he says. Unsurpris ingly, the original business model needed almost no modifications to function in this new environment where there was a greater shift to e-commerce from offline retail ers. “Our business model hasn’t really changed, and with the Tabby team spread over three countries (UAE, KSA, and Rus sia) from day one, working re motely was something we did by design,” says Arab. “We just needed to ensure that the tools and processes enabling easy communication and knowledge sharing were available.” But this rapid change in pace in the online shopping market meant that Tabby had to adapt just as quickly. So, while many companies were laying off em ployees during the crisis, Tabby was hiring new ones. “Now as we go to market in the UAE and KSA, expand our partner reach out, and address new verticals, we naturally expect to make some adjustments as well as introduce new exciting prod ucts, but our value proposition of providing what customers want, when they want them, while staying in control of their finances will always be at the core of what we do.” While the business model and employee turnover rate remained largely unscathed, so did the enterprise’s digital com munication channels with con sumers. What did change, how TABBY tabby.ai “THE ENTIRE SALES PROCESS HAS MOVED ONLINE, INCLUDING PITCHING AND DEMOS TO CONTRACT SIGNING AND ONBOARDING. IT’S BEEN INCREDIBLY EFFICIENT.” IMAGES COURTESY TABBY Hosam Arab, founder, Tabby
53 July 2020 / ENTREPRENEUR.COM / Tabby strives to awaken the shopaholic in all of us- and its mission has got a boost from its latest fundraising round. The buy-now-pay- later fintech startup has raised US$7 million in a new round to propel its growth and entry to the Saudi Arabia market. The round was led by Raed Ventures, along with MSA Capital and existing investor Arbor Ventures. Launched in 2019 by Hosam Arab (who is perhaps best known for being the co-founder and former CEO of e-commerce platform Namshi) with an initial $2 million in seed funds, Tabby allows consumers to easily buy products with a deferred payment solution, while also helping retailers increase their sales by offering their customers flexible options. Commenting on Raed Ventures’ involvement in the startup’s funding round, Founding Partner Saed Nashef says, “Hosam and his team have built an impressive product that structurally solves key friction points in a transaction for both consumers and merchants, which is especially relevant given the current pandemic.” Tabby’s Pay Later option is an alternative to cash on delivery, as customers can purchase products online merely using their mobile phone number and email address, with no pre-registration or credit card required, and pay in up to 14 days later without interest. Meanwhile, its Pay in Installments option offers flexibility to users in multiple, interest- free installments of two, three, or six months, which can be paid with either a debit or credit card. The startup does not charge customers with a fee or interest and generates revenue through the merchants. Tabby has, so far, partnered with over 20 regional e-commerce retailers, some of which include Mr. Draper, Bare Essentials, Farah Asmar, Gold Scent, and others. It also recently signed an agreement with MENA retail conglomerate Apparel Group to offer its solution across the group’s entire online portfolio, which consists of 6thStreet, Aeropostale, Tommy Hilfiger, and Aldo. Given how the COVID-19 crisis has influenced consumers’ purchasing behavior, the UAE-based startup now aims to “empower consumer spending, increase customer loyalty and open up retailers to new customers across the region” with its payment solution. Arab notes how the current situation has expedited the move for both e-commerce merchants and consumers alike as retailers rush to set up or expand their digital presence and customers start shopping more online. His advice to entrepreneurs fundraising amid the COVID-19 pandemic is pretty straightforward: “Preserve cash, hire cautiously, remain flexible and humble, and reach out to investors who understand your business model, and as such, can add value and are more comfortable making investments.” We got funded! Tabby raises US$7 million in a new round ever, was the communication with merchant partners. “When we first started reaching out to our clients, pre COVID-19, we found it important to have face-to-face meetings to explain the solution, walk them through the customer journey, and essentially sell them on the concept,” Arab says. “However, we’ve adapted, and so we have all our partners moving this process entirely online, and to be honest, to our surprise, it has worked exceptionally well. We’ve always used digital tools to prospect and qualify potential clients. However, now, the entire sales process has moved online, including pitching and demos to contract signing and onboard ing. It’s been incredibly efficient.” With a shift towards more online interactions in an already digitized industry, Arab believes that the new normal is incredibly efficient for interactions with both consumers and merchant partners, and is something that will be continued in the long run. When asked about how the new changes will affect future endeav ors for Tabby, Arab remains enthusiastic. “We have now also launched in KSA, which is, by far, the biggest e-commerce market in the region,” he says. “We have a number of exciting products in plan that we will be announcing as they become ready. We will be adding more products in the short-term and expanding to new verticals as well. The current reality has shown us that we’re able to effectively adapt, grow, and run our business, while also fundraising, despite the challeng ing environment surrounding us, which has served to further strengthen our belief in our mission.” VALUE PROPOSITION | FIVE UAE STARTUPS ON STRATEGY PIVOTS DURING HEALTH CRISIS
54 / ENTREPRENEUR.COM / July 2020 Launched in 2016 by Gregor Amon and Kevin Czok, Hotel Data Cloud (HDC) is a central ized global database for de scriptive hotel content that dis seminates hotels’ information and pictures across all major travel websites, travel agent databases, and points of sale. “Our business model caters to a two-sided market, where hotels are charged a nominal yearly fee to distribute their de scriptive content and booking partners or travel agents can use it for free,” Amon explains. “We have a lean management team with high expertise.” HDC currently has a portfolio of over 11,400 hotels in 153 countries. But the COVID-19 crisis wreaked unprecedented havoc on the travel industry, which subsequently meant that the hotel industry was ad versely affected too. “When we realized the global scale and impact of the crisis, and the fact that the travel industry is expected to have an estimated loss of 60 to 80% of interna tional tourist arrivals, equaling 850 million to 1.1 billion fewer tourists, we thought travel is the worst industry to be asso ciated with,” Amon notes. This led to two major changes being made at HDC: a COVID-19 preparedness program, and speeding up the introduction of HDC’s artificial intelligence (AI) and machine learning (ML) based recom mendation engine. While the latter was built specifically to help hotels overcome a range of pain points and reach a wider customer base, it was the first change that led to HDC being officially recognized by the United Nations World Tourism Organization (UNWTO) as a “Healing Solutions for Tourism,” beating out over 1,000 contestants from over 100 countries. The preparedness program was built to address the need to assure travelers of their safety and well-being, and regain customer confidence. “Hotels can now easily com municate their health and safety measures by creating a profile on HDC and filling in the COVID-19 preparedness section, which will then be au tomatically shared and freely accessible by any travel com pany, tourism board, govern ment agency and other institu tions, and in turn be accessible to potential travelers,” Amon says. But the second change brought in at HDC addressed (and highlighted) a very glaring problem in the hotel industry that had been overlooked and ignored until now. “Hotels have traditionally been slow to adapt new tech nologies, but COVID-19 has been a wakeup call to try new technological solutions to re coup some of their losses dur ing the shutdowns, but more importantly to reestablish trust amongst travelers,” says Amon. HDC’s AI and ML engine was, therefore, created to enable hotels to promote their tailor- made offers, amenities and other important factors, as per individual travelers’ specific and personal preferences. “By building and constantly updat ing customer profiles that are based on analytics, psycho graphics and other meta-data, customers are not inundated with irrelevant information,” explains Amon. “Instead, the engine filters information that allows travelers to make informed decisions quickly. It is estimated that with this tech nology, the click through rate (CTR) across online bookings will increase by over 35%.” Amon also advises hotels to take charge of the informa tion distribution process and communicate changes quickly, efficiently and in a structured manner. “In order to successfully rise from the coronavirus crisis, they need to get the word out,” he explains. “Not only work with bigger online travel agencies or pray for direct bookings. Being accurately showcased on as many booking channels as possible, with as much information as possible, is key to their future success.” On the company’s internal operations, Amon notes that the newly implemented rules of social distancing did not produce any potential difficulties to HDC’s day-to-day work– a lot of its team members work remotely, its customer support team is located in the Philippines, and its in-house developers work from Vietnam. While the apparent short comings have been identified, there are still a lot of techno logical changes that will be re quired for the hotel and travel industry to be rebuilt, notes Amon. “We are certain that the future will be dictated by a combination of technology and AI-driven solutions, combined with a deeper understanding of what travelers need and want,” he says. “We look forward to helping rebuild the industry, and will continue to offer cre ative and easily implementable solutions.” “HOTELS HAVE TRADITIONALLY BEEN SLOW TO ADAPT NEW TECHNOLOGIES, BUT COVID-19 HAS BEEN A WAKEUP CALL TO TRY NEW TECHNOLOGICAL SOLUTIONS TO RECOUP SOME OF THEIR LOSSES DURING THE SHUTDOWNS, BUT MORE IMPORTANTLY TO REESTABLISH TRUST AMONGST TRAVELERS.” START IT UP Q&A HOTEL DATA CLOUD hoteldata.cloud IMAGES COURTESY HOTEL DATA CLOUD | FIXERMAN Gregor Amon and Kevin Czok, founders, Hotel Data Cloud
55 July 2020 / ENTREPRENEUR.COM / Launched in 2018, Fixerman is a mobile service center that pro vides gadget-related care by converting a large-sized Toyota Hiace van into a solar-powered built-in laboratory capable of conducting all phone repairs and other services wherever the customers are located. Led by Jassim Bangara, founder, Ziyad Bangara, co-founder and CMO, and Prathwi Raj, co-founder and COO, Fixerman has been billed as a first-of-its- kind venture, given that every single service provided inside its vehicle is done using clean energy. “Our business model is es sentially built on three primary principles: quality, convenience, and speed,” Jassim says. “We do this by offering three kinds of services: #FixerVan (We will come to you), #FixerHawk (We will come pick it up), and #FixerStudio (You come to us).” While #FixerVan enables for a device to be fixed at your doorstep in the solar-powered van, #FixerHawk makes use of a #FixerHawk Bike messenger. The device is picked, fixed in the Fixerman studio, and then delivered back to the customer with a turnaround time of up to 24 hours. #FixerStudio allows customers to have the option of visiting the company’s loca tion in Business Bay, which is equipped with the latest tech nology and an open kitchen concept to see your device being worked on in real time. But the onset of the COVID-19 crisis and the subsequent social distancing restrictions meant that not only would customers be unable to visit the studio, the Fixerman team members themselves would have to take extra precautions to ensure the strictest health and safety regulations. “Our workers’ safety is our top prior ity,” Ziyad declares. “We en sured that they were equipped with the necessary assets that will ensure they are protected and our customers are not exposed to any risk. We even went to the extent of arranging temporary accommodation for our team for safety reasons. Also, all our systems are cloud- based. In order to ensure our work is never disrupted, we invested in the right infrastruc ture from the very beginning, which made it possible to oper ate remotely with relative ease whenever needed.” The availability of their #FixerVan and #FixerHawk ser vices meant that the Fixerman team could still continue their work, albeit with more caution and extra safety. But some hard decisions still had to be made by the team on how they were to carry on their opera tions. “We were apprehensive of continuing operations due to the fear of contracting the vi rus ourselves,” Prathwi admits. “However, we sat together and revisited the vision of Fixerman. As a team, we took a call to continue work on the field.” Fascinatingly enough, despite the uncertainties that came with the pandemic, Fixerman had a surge in inquiries, with the demand nearly doubling during the lockdown period. Ziyad attributes this to an increased use of technological gadgets due to the movement restrictions. “During the lock down, people realized the true importance of their devices,” he says. “With access to shop ping malls and other service centers cut off, it was the only thing that allowed people to carry on with their lives. We were often booked days in advance and had to increase our capacity by approximately 30% during the crisis.” With increased efforts to communicate better with consumers in line with its “impactful, fun, factual” theme, as well as an uptick in terms of operational digitization, Fixer man has witnessed not only increased consumer demand amidst this crisis, but also a 20% increase in employee pro ductivity. “Despite the reliance on digital solutions we have tactically included a human touch as part of the fixing pro cess,” Prathwi adds. “Getting a device fixed through Fixerman is not just about the fix, but an experience overall.” When asked about what the changes to its business model will mean for Fixerman in the long-run, Jassim replies, “As far as the new normal goes, unless we see a definitive end to the coronavirus, we will not go back to our usual ways. The lessons we have learnt during the crisis have made us more resilient. Our supply chain has not been disrupted due to our well-diversified sourcing model. We will continue to invest in the well-being of our team members even more, as we have realized there is no crisis we cannot overcome when we stand together.” FIXERMAN fixermanme.com The Fixerman Team, from left to right: Ziyad Bangara (CMO and co-founder), Jassim Bangara (founder), and Prathwi Raj (COO and co-founder) “OUR WORKERS’ SAFETY IS OUR TOP PRIORITY,” ZIYAD DECLARES. “WE ENSURED THAT THEY WERE EQUIPPED WITH THE NECESSARY ASSETS THAT WILL ENSURE THEY ARE PROTECTED AND OUR CUSTOMERS ARE NOT EXPOSED TO ANY RISK.” VALUE PROPOSITION | FIVE UAE STARTUPS ON STRATEGY PIVOTS DURING HEALTH CRISIS
56 / ENTREPRENEUR.COM / July 2020 START IT UP Q&A Launched in April this year by Anuscha Iqbal and Ziyaad Ahmed, Spotii is a “buy now pay later” platform that partners up with fashion, beauty, and lifestyle ecommerce retailers in order to provide their custom ers with a simple instalment plan. “Essentially, a customer can split his payment up into four equal instalments, and no credit card is needed,” Iqbal explains. “Most importantly, the customer isn’t charged any fees; no interest fees, no processing costs, no sign-up fees, and no hidden fees what soever. Spotii makes money by charging the merchant a fee only nominally above what they currently pay in online processing fees.” Spotii belongs to an exclu sive group of startups that launched in the middle of a global pandemic. But despite the unforeseen, unique cir cumstances in which it started business, not many alterations had to be made to the original idea. “The fundamental busi ness model did not shift, but our focus on supporting small- and medium-sized businesses was sharpened, as we realized they would benefit from our services the most,” says Iqbal. “As a product Spotii is meant to enhance merchant revenue growth during good times and support the community during bad times.” Prepared for the bad times, they were, and that helped them see an increase in demand and sales over the lockdown period in the UAE. “We were aware of the changes the crisis would bring, and how that would impact sentiment,” Iqbal notes. “Spotii is a very data-driven business, and our team of data analysts had been (and continues to do so) tracking consumer interest and behavior changes. We used that information to inform our choices such as which business segments to focus on,” says Iqbal. “Combining sophisticated data analytics with flexible payment options allows consumers to spend in a responsible manner and mer chants to get more sales. Since our launch, our merchants have reported that their aver age order value has increased by 50%, while revenue from new customers brought to them by Spotii has increased by 40%.” When it comes to the aspects of social distancing and remote working, Iqbal says the Spotii team have had no qualms in working from home, given that the startup was founded on a flexible work culture. But while the human factor plays a major role in how they function as a group, the Spotii team have had to spend some time in understanding the best way to cater to the millennial and Gen- Z customer groups. “As such, social media has been a big part of us building our brand and reaching our consumers,” says Iqbal. “Given we are a plat form and have to reach both consumers and businesses we have used different platforms for different audiences.” Very obviously, the signifi cance of digitization isn’t only restricted to Spotii’s marketing tools. “Spotii is a tech/digital business first, and so, digitiza tion is embedded in everything we do,” Iqbal says. “Our data analytics team comes from Silicon Valley and brings with it a wealth of experience with partnering up with merchants to provide them insights into changing consumer demands and to help direct traffic to their websites.” As for future plans, Iqbal remains confident the shift to e-commerce will continue to grow even beyond the pandemic. “We have seen shoppers who had never shopped online do so, and then having experienced the conve nience this brings, continue to do so. We think these changes will accelerate the shift from offline to online, and that bodes well for our business model. COVID-19 also revealed cash to be an outdated technology. With cash purchases limited to prevent the spread of the virus, more people were forced to turn to alternative payment methods, including credit or debit cards to complete purchases. Spotii offers the premier digital instalment pay ment method.” SPOTII spotii.me “THE FUNDAMENTAL BUSINESS MODEL DID NOT SHIFT, BUT OUR FOCUS ON SUPPORTING SMALL- AND MEDIUM-SIZED BUSINESSES WAS SHARPENED, AS WE REALIZED THEY WOULD BENEFIT FROM OUR SERVICES THE MOST.” IMAGE COURTESY SPOTII The Spotii Team
IMAGE COURTESY AJAR P roptech startup Ajar has closed its pre-Series A round with the par ticipation of investors SBX Capital, 500 Startups, and Seed Partner. Though the size of the latest capital infusion was undisclosed, the startup announced that its latest investment was a multi- million round, with it stating that it has raised a total of US$7.5 million to date. The platform had previously raised capital from BECO Capital and Sharq Ventures. The startup, which was originally launched in Kuwait and is now head quartered in Dubai, was founded in 2016 by Shaheed Al Khudhari as an online payment solution and property management solution catered to help landlords and tenants digitize rent payments and collection in a flexible and seamless approach. It has grown to include a wide variety of automa tion solutions that can help real estate investors and companies manage their properties efficiently, with over 35,000 units across Kuwait and the UAE on the platform currently. Prop erty owners can manage the leasing cycle of their properties, along with insights and reports, while users can use Find Ajar, the startup’s classified platform for consumers to rent and buy properties in Kuwait. Amid the COVID-19 crisis, Ajar found itself becoming a useful resource for clients. The platform ensured business continuity with its cloud-based solution that offered safe and secure online collection and efficient property management while cities were under lockdown. “It quickly became very clear to land lords that going digital was the way forward,” says Al Khudhari. “Rent collection for those who depended on cash and cheque payments completely stopped, affecting the majority in the market. Landlords saw Ajar as an op portunity to not only go digital, but to also gain insights on how the industry was minimizing losses, what tactics worked, and what didn’t. We have become our clients’ advisors.” Amid the crisis, the startup also decided to focus on market educa tion by releasing several studies and partnering with government entities to help them understand the state of the real estate market and guide their strategies. “The current economic climate has also forced many compa nies to rethink their costs, and [how] adopting a cloud-based solution is a great cost-cutting strategy,” Al Khudhari adds. He also notes that the pandemic has allowed for his startup some advantages when it came to fundraising: “Ditch the traditional pitches, and focus on the startup’s growth or resilience during the crisis. [Plus], showcase the acceleration in digital adoption you’ve seen across all industries, and how that’s reflected in your numbers and projections.” Commenting on Ajar’s fundraising round, Sharif El-Badawi, Managing Partner MENA of 500 Startups, notes that the work for the past few months has been “a testament to the startup’s resilience.” And with the newly raised capital, the startup is leveraging on the opportunity by improving its plat form features, investing on its team to boost its growth, and gearing up for a regional digital expansion to Saudi Arabia, Egypt, and Bahrain. “Our strategy is to enable anyone -from a landlord with one unit, to a real estate company with 10,000 units- to create an account online, and im mediately start automating their real estate management, wherever they may be,” Al Khudhari declares. “WE GOT FUNDED!” The story behind the recent fundraising success of MENA startup Ajar by PAMELLA DE LEON START IT UP STARTUP FINANCE Shaheen Alkhudhari, founder and CEO, Ajar “LANDLORDS SAW AJAR AS AN OPPORTUNITY TO NOT ONLY GO DIGITAL, BUT TO ALSO GAIN INSIGHTS ON HOW THE INDUSTRY WAS MINIMIZING LOSSES, WHAT TACTICS WORKED, AND WHAT DIDN’T. WE HAVE BECOME OUR CLIENTS’ ADVISORS.” 57 July 2020 / ENTREPRENEUR.COM /
58 / ENTREPRENEUR.COM / July 2020 F or many startup founders, attract- ing highly skilled senior manage- ment talent who can identify and address specific pain points is an opportunity that leads to a com- petitive advantage for an enter- prise in the long run. And that’s a strategy the Dublin-headquartered RentalMatics, a provider of fleet management solutions for the rental industry, is using as it makes its entry into the Middle East and Africa (MEA) region. “We are not engineers who built something new and are attempting to adapt it to the environment- it is rather, the reverse,” says Bob Barton, President of Global Mobility, RentalMatics, as he describes what makes his company’s offering stand out. “We’re coming at this from the perspective of the car rental business, we’re realistic and pragmatic, and we have been putting a focused effort into addressing specific pain points with rental fleets, using our experience and now, our technology, to address the challenges of a new normal.” Launched in 2015 in Ireland, RentalMatics has rapidly expanded its footprint to include clients from Europe, North America, South America, and is now moving into our region, with Barton bringing in Sunita Gomes as Vice President, Mobility Sales and Marketing, Middle East and Africa. Barton, who previously served as Senior Vice President, Global Franchise Operations for The Hertz Corporation, and holds several board positions to advise enterprises and industry groups in the sector, says that Gomes’ wealth of experience in the region made her the right person to lead the company’s business development in the MEA. Explaining his reasoning behind Gomes’ inclusion in RentalMatics, Barton says, “It is very simple- boots on the ground. You can have the best products and software known to the market, but if you do not have a local, professional team with experience and a strong reputation in the market, you will not be successful. Understanding Middle East culture and business etiquette is paramount. Relationships and mutual trust are key for any successful business interaction in the region and can be best developed through face-to-face meetings. It is important for us to spend time and ensure future meetings take place to continue cultivating the relationship.” As a former Senior Director at Hertz Middle East, Gomes is already well known in the region, Barton says, and is, above all, very well trusted in the market. “Culture is key, and that’s why this pandemic has been so hard,” he adds. “This is a market where face to face interaction and trust is so important. There really is no substitute for just sitting in each other’s presence, even if you’re not saying anything.” From Gomess’ point of view, her decision to join a four- year-old startupis based on a realization that the RentalMatics solution is a perfect fit for the region given the rental and leasing activity here. “In talking to customers, we discovered that many have already established telematic solutions, but what they don’t have is high quality data to feed those solutions and make the data work efficiently for their businesses,” Gomes says. “Fleet managers are amongst some of the busiest people we’ve ever met, and what they really need is clear insights into what they have to do to keep operating safely, legally, and efficiently. They don’t want too much data, they just want those critical things that keep them operating profitably.” Barton observes that most of the rental car companies in the region concentrate their activity towards long term leasing- few companies want to own a fleet of cars and manage them, which gives rental companies a focus in the evolving car ecosystem. To corporate fleet procurement managers, he explains, several things are of critical importance: the location of the vehicle, a checklist of sanitization practices, and how the vehicle is being operated, and so on. “All this behavioral BEHIND THE SCENES AT DUBLIN-HEADQUARTERED RENTALMATICS AS IT EXPANDS INTO THE MIDDLE EAST Boots on the ground IMAGES COURTESY RENTALMATICS START IT UP Q&A by TAMARA PUPIC “RATHER THAN FOCUS ON THE TECHNOLOGY ITSELF, I’M MORE FASCINATED BY THE BUSINESS MODEL THAT IT CAN ENABLE. THIS IS ABOUT A CAR RENTAL COMPANY LEVERAGING TELEMATICS TO EMPOWER ITS VALUE PROPOSITION.” Bob Barton, President of Global Mobility, RentalMatics
59 July 2020 / ENTREPRENEUR.COM / “In talking to customers, we discovered that many have already established telematic solutions, but what they don’t have is high quality data to feed those solutions and make the data work efficiently for their businesses.” and vehicle data may be available, but there is so much of it,” Barton adds. “We find it’s the combination of all the data and the relevant insights that we generate to key people in the car rental business, from the frontline customer service executives to fleet and operations managers, that is the most valuable. Fleet telematics has been around for the best part of 10 years, so tracking movement and behavior of vehicles is not new; however, combining this with driver data as well as environmental factors and providing real-time insights based on data is. Rather than focus on the technology itself, I’m more fascinated by the business model that it can enable. This is about a car rental company leveraging telematics to empower its value proposition.” The advent of the COVID-19 pandemic has led to car fleets being largely inactive during March, April, and May of this year, and Barton notes that several forward-thinking car rental companies have been taking this time for a strategy review and preparing for a new touchless future. “Changes that would in pre-pandemic times have generated weeks and weeks of discussion, postponement, hesitation, opposition and delay, turn out to be possible overnight,” Barton says. “So, while the global economy has literally been placed in intensive care during the lockdown, this has been the perfect time for our company to understand and take a new path on how we operate our business and where one can add or enhance client solutions in order to increase efficiencies where they are most needed.” The reduction in transactions and lower car utilization at present allows car rental companies to revisit their methods and install new technology without being disruptive to the business, Barton says, adding that RentalMatics can help those car rental companies collect data, analyze the data and act on it. In addition, the RentalMatics team wishes to constructively participate and work on the right regulations per country, per region, in order not only to help develop technology responsibly, but to safeguard it within the framework of the regulatory authorities in the countries where their clients operate their businesses. “It’s tough to run a fleet- based business, because even before the pandemic, a few car rental companies were struggling,” he explains. “You have to deal with all kinds of costs; you have to deal with utilization; you have to deal with regulation. Dealing with all these challenges is tough for a fleet-based business. And most of our customers are franchise operators of global brands. Our software really helps them manage these things. It helps them reduce their costs; it helps them reduce their risks; it helps them improve their safety. These are really important to these businesses. In essence, we help them thrive, so that’s what our business is all about– helping fleet-based car rental businesses survive and thrive. As they try to manage their way through the crisis, car rental companies, local and global, need a way to link current moves to future-proofing outcomes.” Looking to the future, Barton adds that the COVID-19 pandemic has fast-tracked the accelerated adoption of technologies that promise enhanced safety along with opportunities for greater social control (a contactless rental solution) as the entire travel sector grapples with new solutions to provide comfort and security to consumers. “Touchless car rental will now roll out quicker and be of greater demand by the consumer globally. Car rental locations have suddenly become less relevant, car rental delivery options are on the rise, and ultimately, the point of arrival for all car rental companies is where a customer can book a car and sign a rental agreement on an app, locate their assigned car, unlock it, and drive away safely.” For that reason, the RentalMatics offering is a good response to changing demands of consumers. “We recognize that there’s no going back to normality,” Barton says. “That train has left the station. Companies are learning now to build supply chains with resilience built in. White collar workers will have discovered that they don’t have to do as much commuting as before.” To that end, the RentalMatics team has been investing their time in developing and accelerating solutions that will significantly benefit their car rental customers in the long- term. “Our philosophy is not that we are going in to disrupt the industry, but we are there to partner and help the existing car rental companies become more successful,” Barton concludes. “This helps to start the conversation.” BOOTS ON THE GROUND | RENTALMATICS EXPANDS INTO THE MIDDLE EAST Sunita Gomes, VP Mobility Sales and Marketing - MEA, RentalMatics
60 / ENTREPRENEUR.COM / July 2020 T he rapid outbreak of COVID-19 has caused a serious health crisis with significant commercial impact around the world. Throughout this period, the way organizations engage and interact with their customers is critical. Companies focusing on customer experience (CX) may stand the best chance of protecting their own business, while also planting the seeds for future growth. With 4.5 billion people, half the world’s population, under lockdown in the past few months, businesses have had to find new ways to connect. Firms need to understand evolving consumer and community needs and react to them– fast. This means both reassuring their customers and adapting quickly to provide the right products, services and solutions. By treating consumers in the right way now, organizations can continue to nurture their relationship, and will likely retain clients in the long-term. As the global situation becomes more com- plex, determining how and when companies lend support is not easy. Unlike disaster relief, there is no roadmap or recipe for involvement. However, organizations must keep their em- ployees’ trust, understand evolving consumer and community needs and provide products, services and resources as appropriate. KPMG Nunwood’s Six Pillars provide a framework to help businesses navigate chal- lenges by taking a customer-first approach. They help shape successful, sustainable and ethical businesses in normal times and can be an invaluable guide to corporate behavior in uncertain times. During the COVID-19 outbreak, two pillars –integrity and empathy– play a more important role than ever before. Integrity is one of the most important as- pects of CX. People want to do business with companies they trust. While those that act responsibly and ethically will likely prosper, some organizations may take advantage of the situation, by raising prices or mis-selling, and quickly lose customers’ trust. In the wake of the coronavirus, with job uncertainty clouding the retail sector, the UAE’s Majid Al Futtaim group pledged that it would not lay off or reduce salaries for its 44,000 work- ers, and announced a rent freeze for its mall tenants. Staff from locked-down businesses, such as cinema and leisure, were retrained and redeployed in grocery businesses. By acting with integrity, MAF is likely to win over more customers during this period. At a time when all of us are worried for the safety of our loved ones, organizations that demonstrate empathy by putting themselves in their customers’ shoes and adapting the way they do business, are likely to ensure loyalty. Now is a time for firms to show they care and demonstrate to customers how their activities are changing based on a sense of understanding. For instance, as a show of support to frontline medical workers, UAE hotel group JA Resort & Hotels provided 1,200 medical staff with free stays across its temporarily closed properties. Across the world, COVID-19 is affecting people in different ways and organizations in all sectors are innovating apace to respond to their customers’ changing needs. In our research, airlines ranked highly as CX leaders were some of the first to undertake swift ac- tion as countries closed their borders. Some waived rebooking fees and deep cleaned aircraft to maintain the safety of passengers and crew. Emirates Airline became the first to conduct on-site rapid COVID-19 tests for travelers. These organizations have been listening to the changing needs of their customers and responding with solutions to make people’s lives easier during this troubling time. Keeping the above in mind, it’s safe to say that to be successful in the long-term, organizations would be advised to: Be a forward thinker / Adapt to this rapidly changing situation, combining intelligent insight with technology and vision. Be everyone-centric / Walk in customers’ shoes to understand what they need and where. And be prepared to be flexible to the needs of different groups. Be human / Keep language simple to explain what steps are being taken, why and how it benefits customers. Providing clear and ongoing communication is vital in a crisis. Listen and respond / Continually monitor the situation and the response of customers to measure your success. If it’s not working, change it! Companies can survive and even grow through this crisis. Those that display real integrity and empathy will maintain customer loyalty and weather the storm. Pilar de Miguel Viera is Partner and Head of Customer Experience at KPMG Lower Gulf. home.kpmg/ae Why organizations should take a customer-first approach during unprecedented times by PILAR DE MIGUEL VIERA Weathering the storm ‘TREPONOMICS PRO KPMG Nunwood’s Six Pillars Empathy Showing that you care, choosing the right emotional response to meet the customer’s circumstances. Personalization Understanding the customer’s circumstances, prioritizing effectively, putting the customer back in control. Time and effort Making it easy for customers to access information, get essentials, access customer communities helpfully. Expectations Setting, managing and meeting customer expectations accurately in these difficult times. Resolution Responding rapidly to customer needs and finding solutions to new customer problems, accelerating innovation. Integrity Doing the right thing, ensuring the needs of the many are met, prioritizing safety, protecting the vulnerable, being seen to act fairly and in all customers best interests. 10 8-9 5-7 4-5 3-4 0-3
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