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Growing into entrepreneurship Eight skills every entrepreneur needs to develop for business heads Turning The founder and Chairman of Plan b is all about differentiating his brand- and always staying ahead of the game 9 7 7 2 3 1 2 5 9 5 0 0 0 > MARCH 2017 | www.entrepreneur.com/me | QAR15 Techno Q co-founder and Managing Director on what goes into making a business successful for the long term Harmeek Singh a legacy Building Zeyad Al Jaidah about the clicks The case for retail businesses to have a brick and mortar presence (even in the ecommerce era) Not all

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march 2017 Entrepreneur 3 CONTENTS march 2017 20 INNOVATOR: Building a legacy Techno Q co-founder and Managing Director Zeyad Al Jaidah on what goes into making a business successful for the long term. 24 INNOVATOR: Turning heads Plan b founder and chairman Harmeek Singh on how he ensures his enterprise stands out in a competitive market. 28 INNOVATOR: Mastering marketing Nadim Ghrayeb, Regional Sales and Marketing Manager, Cadillac Middle East, on the brand’s transformation in terms of its image and ideals. 36 ‘TREPONOMICS: MARKETING Redefining influencer marketing Edelman’s Director of Digital –MEA Ema Linaker explains why influencer marketing in the MENA region has to grow up in 2017. 32 ‘TREPONOMICS: PRO The pursuit of happiness Bayt.com’s Suhail Al-Masri busts the myths associated with keeping your employees happy at work. 74 START IT UP: ECOSYSTEM Turning digital dreams into reality Qatar’s Digital Incubation Center is leaving no stone unturned in helping tech entrepreneurs in the country launch their startups. 20 52 Industry 4.0 is the reality of manufacturing today- and is here to stay Zeyad Al Jaidah, co-founder and Managing Director, Techno Q

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Register now at www.qitcom.qa TOWARDS A SMART FUTURE MARCH 6-8, 2017 QNCC @ Qatar National Convention Centre QITCOM is Qatar’s biggest digital event Timings: March 6 (7pm to 9pm) | March 7-8 (10am to 9pm)

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Register now for FREE entry THE HOME OF REAL ESTATE INVESTMENT Cityscape Qatar is the only international real estate investment event in the State of Qatar. Bringing together investors, developers, homebuyers, government officials and real estate professionals, there is no better place to find investors and new business partners. Whether you are a real estate developer, broker or real estate service provider, Cityscape Qatar provides a unique opportunity to access the Qatari and regional real estate and investment community all under one roof. Official Business Magazine Official Hotel Partner Official Arabic Newspaper

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13 -15 MARCH 2017 DOHA EXHIBITION AND CONVENTION CENTER, DOHA, QATAR +971 4 407 2475 info@cityscapeqatar.com www.cityscapeqatar.com I WANT TO EXPAND MY INVESTMENT PORTFOLIO Organisers Official Arabic Business Magazine The First and Only Weekly Magazine in Qatar Issued in Arabic Official Entrepreneurship Magazine

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Entrepreneur march 2017 10 28 Nadim Ghrayeb, Regional Sales and Marketing Manager, Cadillac Middle East CONTENTS 74 Education Basket wants to guide the MENA region’s youth in their higher education forays march 2017 44 CULTURE: TRAPPINGS ‘Trep gear The executive selection for the entrepreneur on your list that has everything. Okay, maybe for a little self-reward as well. 50 CULTURE: LIFE Growing into entrepreneurship Bizworld UAE CEO Helen Al Uzaizi lists eight skills every entrepreneur needs to develop for business. 78 START IT UP: Q&A Bridging the gap Qatar-based Education Basket wants to guide the MENA region’s youth in their higher education forays. 82 ‘TREPONOMICS: SKILLSET Identifying potential Jezreel Bokingo, founder and MD, The Wingman on the importance of prospecting for sales- and how you might not be doing enough of it. 60 MONEY: YOUR MONEY Put your credit card away Coplex CEO Zach Ferres on seven ways you can fund your startup when VC money is not an option. 58 FRANCHISE: Cashing in on the opportunity Zpizza’s Dubai franchisee Harsh Pancholia on why opening a franchise business is better than starting your own. 48 CULTURE: LIFE Not a magic pill James Clear offers a beginner’s guide on deliberate practice to help you achieve your goals. 16 EDITOR’S NOTE By Aby Sam Thomas 70 IN PICTURES: It’s go time! A look at Facebook MENA’s #SheMeansBusiness, an initiative to encourage female entrepreneurship.

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Entrepreneur march 2017 12 CONTENTS march 2017 78 David Llorente, CEO, Narrativa at 48 Forward 65 MONEY: ECON Taxing times ahead Lovrenc Kessler, Managing Partner of Simon-Kucher’s office in Dubai says that with VAT coming soon to the GCC, companies need to rethink their pricing strategies. 42 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. 46 ‘TREPONOMICS: ESQUIRE GUY Keeping up with the times Want to understand millennials? The Esquire Guy explains why it’s simpler than you think. 52 TECH: THE FIX Industry 4.0 is here Volker Bischoff, General Manager, Robert Bosch Middle East explains why Industry 4.0 is the reality of manufacturing today- and is here to stay. 68 START IT UP: ECOSYSTEM Keeping entrepreneurs at home A new Endeavor Jordan study sheds light on migration trends among Jordan’s homegrown businesses. 72 ‘TREPONOMICS: PRO Securing your IP Fatema Fathnezhad, legal consultant at Cedar White Bradley group, explores the two key documents every UAE startup needs to secure their intellectual property. 54 YaHalla’s Alif smartphone and Alpha tablet 68 A scene from the Endeavor Jordan event to discuss business migration Harmeek Singh, founder and Chairman, Plan b Group 24

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Entrepreneur march 2017 14 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 MANAGING DIRECTOR Walid Zok walid@bncpublishing.net DIRECTOR Rabih Najm rabih@bncpublishing.net CREATIVE LEAD Odette Kahwagi SALES DIRECTOR – QATAR Manu Parmar manu@bncpublishing.net SENIOR JOURNALIST Aparajita Mukherjee STARTUPS SECTION EDITOR Pamella de Leon COLUMNIST Sindhu Hariharan COLUMNIST Tamara Clarke COLUMNIST Shoug Al Nafisi COLUMNIST Erika Widen EVENTS LIAISON Mark Anthony Monzon 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 © 2016. 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 Raidy Emirates Printing Group LLC www.raidy.com Images used in Entrepreneur Middle East are credited when necessary. Attributed use of copyrighted images with permission. All images not credited otherwise Shutterstock. Suhail Al Masri Helen Al Uzaizi Volker Bischoff Jezreel Bokingo Fida Chaaban Matthew Chaban Tariq Chauhan James Clear Fatema Fathnezhad Zach Ferres Lovrenc Kessler Ema Linaker Ross McCammon Harsh Pancholia Aly Rahimtoola Barbara Soltysinska Tarek Sultan Kristin Wong-Ward CONTRIBUTING WRITERS www.entrepreneur.com/me Access fresh content daily on our website! MIDDLE EAST EntMagazineME @EntMagazineME Entrepreneur-me EntrepreneurMiddleEast EntMagazineME EntMagazineME EntMagazineME 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!

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Entrepreneur march 2017 16 I ’ve always maintained that be- ing an entrepreneur or working for one is not for the faint- hearted, but I was still taken aback when a particularly enterprising friend of mine (who works at a Dubai-based startup) confessed to feeling a crushing sense of frustration at work. As one of the company’s early recruits, I remembered him being a passionate champion of his employers, and yet, here he was now, looking disillu- sioned and demotivated. “I’m really overloaded,” he said to me, as he complained about his overwhelming workload. There were just too many tasks being thrown on his plate for him to execute, he explained, and adding to the pain was the fact that when things invariably fell through the cracks, he felt himself being at the receiving end of the blame. “Ev- erything [that goes wrong] seems to be my fault,” he said. “I feel sorry for myself.” For all of the conversation about the bravery of entrepreneurs in building businesses, there isn’t enough being said about the daring shown by the people who work for these upstart founders. After all, the risk these people take by choosing to work for a startup (as opposed to putting their talent to use at a more established company) is pretty monumental. More often than not, these are driven individuals who are ready to go above and beyond what they are expected (read as: paid) to do. I believe that my friend was one such kind of person, and so, his work circumstances must have somehow gone south for him to be so forlorn and glum. I found myself giving him a few suggestions on what he could do to get out of his misery: STEP ONE COMMUNICATE Your work at a startup shouldn’t come at the cost of your well-being, physical or emotional. Regardless of your feelings of loyalty toward your company, I can assure you that wallowing in a murky pool of self-pity is definitely not worth it. If you have a problem, voice it to your employers- your bosses are entre- preneurs, and they have a hundred different things on their minds all the time, and so it falls on you to bring issues to the table. STEP TWO SET A DEADLINE TO EXPECT CHANGE It’s one thing to take your problems to your employers; it’s another thing altogether to see solutions come from them on the same. This, how- ever, doesn’t mean that you should have to wait indefinitely for change to happen- as I told my friend, doing so will only see you fall back into despair. In order to avoid that, set a realistic deadline for expecting your entrepreneurial bosses to af- fect change in your startup environ- ment. If they value you as an em- ployee, they should make an effort to help- and I do believe this has to come from the top. As we have re- peatedly attested to in Entrepreneur Middle East: a company is nothing without its team, and the people at its top should remember that. STEP THREE DECISION TIME If, after all of the above, nothing changes in your environment once your personal deadline has rolled in, then I’d say that it might be time for you to make a career move. I can’t say there’s any job worth being miserable for, and while you may have signed up to be a part of the madness that is a requisite of a startup, it shouldn’t be so overpowering that you become dejected and disappointed. Making the decision to move on from a company that you invested so much time and work into is difficult- but it may be well worth your while. EDITOR’S NOTE Aby Sam Thomas Editor in Chief @thisisaby aby@bncpublishing.net Scaling the startup ladder Working for an entrepreneur is nearly as hard as being an entrepreneur

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Entrepreneur march 2017 18 I n line with the Blockchain Strategy unveiled by Dubai in October 2016 -a vision to become the first blockchain-powered city by 2020- Smart Dubai Office (SDO) and global entrepreneurship network 1776 are looking for startups that can transform conventional industries using their blockchain technology. SDO and 1776 are now inviting applications from enterprises for the Blockchain Challenge, a pitch competition to be held on May 22, 2017 in Dubai. Selecting up to 20 startups from the applications, the finalists of the Challenge will travel to Dubai to pitch their blockchain product/solution to investors, business leaders, and others. Besides monetary rewards, and 1776 membership opportunities for the winning startups, the competition also offers a chance to receive pitch training, and networking opportunities for competing startups. The three winning startups will also work with the respective Dubai stakeholders to implement their blockchain solution in the city. According to the challenge’s official website detailing the evaluation criteria, the jury panel will judge startups on parameters including level of innovation in the use of blockchain, market size, business plans, team composition, and other skills. The contest has also laid down a set of requirements that startups must meet to be eligible to apply, which includes factors such as scalable products, suitability to implement in Dubai, and directly impacting the quality of life in the city, among others. Dubai government launched its Blockchain Strategy to support its Smart City ambitions, by turning paperless and shifting government transactions to blockchain platform- an online encrypted database- by 2020. Subsequently, initiatives promoting blockchain have continued to be a focus for the UAE. While recently Dubai’s government partnered with IBM for testing blockchain technology for trade finance activities, the National Bank of Abu Dhabi (NBAD) also announced that it integrated global blockchain startup Ripple’s technology into its systems. For more information on the deadlines and details of the Blockchain Challenge, visit the official website. www.1776.vc/sdo-blockchain-challenge IN THE LOOP Calling young innovators Microsoft launches UAE edition of Imagine Cup 2017 with Emaar Properties Emerging technologies Smart Dubai Office and 1776 launch a hunt for blockchain innovations A team at the Enterprise Challenge Qatar image source: 1776 | imagine cup Dr. Aisha Bin Bishr, Director General of the Smart Dubai Office with Evan Burfield, co-founder and CEO of 1776 in December 2016 Samer Abu Ltaif, Regional General Manager, Microsoft Gulf and Veresh Sita, Chief Digital Officer, Emaar Properties S tudent developers, Microsoft is looking for the next big innova- tion from the student commu- nity, and here’s your chance to show off your best software so- lution. Microsoft Gulf, in partnership with Emaar Properties, is hosting the UAE edition of the Microsoft Imagine Cup 2017, a large-scale student competition offering young develop- ers a chance to “mold the world of tomorrow” using their creativity and tech skills. Having debuted in 2003, the competition holds the status of being the largest and one of the oldest technology challenges, and it kicks off its regional round in April 2017. Like the Microsoft YouthSpark initiative (of which Imagine Cup is a part), the challenge is based on the premise that many of today’s successful tech plat- forms began as student projects, and is designed to “create an avenue for young entrepreneurs and innovators, in bringing their ideas to market.” Imagine Cup selects most promising ideas/teams in over 100 countries by conducting local and online editions of the contest. These selected teams will then embark on an all-expenses- paid trip to the World Finals to compete with global student teams for a US$100,000 grand cash prize. Further this year, the contest has de- cided to not bind itself by categories and invites “technology solutions of every type, from every field” that run on Azure cloud, and “demonstrate the potential for digital transforma- tion.” The cash prize for this year’s regional round will be $15,000 for first, $10,000 for second, and $7,000 for third place winners. Speaking about the challenge, Samer Abu Ltaif, Regional General Manager, Microsoft Gulf says that Mi- crosoft is “very proud of the change that we’re seeing in the UAE,” given “the number of accelerators head- ing here, and the number of venture capitalists that are starting to show interest,” and he sees the Imagine Cup as “a golden opportunity” in the cur- rent climate. With regard to the sup- port from Emaar, Abu Ltaif says he considers the group to be a key player shaping the lives of people in multiple cities around the globe. “There is a lot of emphasis on digital transforma- tion in the context of urbanization and building cities…[Like Emaar], we are equally hungry to learn together and share those values with them,” he adds. Emaar, on its part, also regards the tie-up to be logical, both in terms of matching of values and objectives around tech innovations. “We believe that we are building iconic experi- ences for people, but we are really building it for future generations,” says Veresh Sita, Chief Digital Officer, Emaar Properties. “We want to focus on youth, youth development and youth empowerment. Instead of us, in a vacuum, trying to figure out what future generations desire, we see no better way than to actually use the youth of today to help us design the cities of the future,” he explains.

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On October 22nd 1934, two exhausted airmen landed on a racecourse in Melbourne, surrounded by cheering crowds. Flying a specially-built De Havilland Comet DH-88, Charles Scott and Tom Campbell Black set a new record, flying the 11,000 miles from England in just 71 hours. The Bremont DH-88 commemorates their aircraft and their achievement. Containing actual material from the record-breaking plane, the Bremont DH-88 is available now in a strictly limited edition. But it won’t be available for long. IN 1934, BRITANNIA DIDN’T JUST RULE THE WAVES FIFTY ONE EAST | DOHA, QATAR | T: +974 4436 1111

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Entrepreneur march 2017 20 Building a legacy INNOVATOR By Aparajita Mukherjee “With the healthcare sector in GCC projected to grow at a compound annual rate of over 12%, and exceed US$71 billion by 2020, we are all set to maximize the opportunity at hand.” “I have every duty to pass on credit and sav- ings, where I can, to my customers. So, in business, the character traits of honesty and integrity come with a greater premium than being in a job. These busi- ness ethics also make me feel better within.” Medcare Women & Children Hospital >>> Zeyad Al Jaidah Techno Q co-founder and Managing Director on what goes into making a business successful for the long term I come from a business fam- ily, and I always wanted to be like my father and grandfather, and continue their legacy.” That state- ment by co-founder and Managing Director Zeyad Al Jaidah is an indication of the familial factors that led to his establishment of TechnolQ, a 100% Qatari sys- tems integrator specializing in audiovisual, building controls, fire and security systems, lighting, information technol- ogy, broadcast and hospitality management solutions. “We have been in business from my father’s side for the past three generations,” Al Jai- dah notes. “My grandfather, Ibrahim Yousuf Jaidah, had a partnership with his brothers, and as their kids grew up, they separated the businesses. My grandfather, with his sons, established Ibrahim Yousuf Jaidah and Sons, which can still be seen at Souq Waqif, around 1883. They were com- modity traders, buying pearls from here and selling in India; buying and selling spices from India here too.” But Al Jaidah’s journey in setting up Techno Q wasn’t a straightforward one- he was educated in mechanical engi- neering in the US, after hav- ing been given a scholarship by Qatar Petroleum. After earning his degree in 1994, Al Jaidah returned to Doha and immediately started working with Qatar Petrochemical Company (QAPCO), as a trainee mechanical engineer. “Six months later, I was made responsible for maintaining the rotating equipment in the utility section and three months down the line, I was in charge of capital projects in addition to my original job,” he says “In 1997, shortly after starting Techno Q , I sought a transfer to work with the Doha Municipality as a drain- age engineer in the design division. I stayed there until 2001, when I decided that I wanted to quit and become full-time entrepreneur.” It was while in the US Al Jaidah met his business partner, Abdulla Alansari, who was a year junior to Al Jaidah at college, though at that stage, neither was very sure what business they would want to pursue when they eventually returned to Doha. It was during his time at QAPCO that Al Jaidah found his entrepreneurial spirits come to the fore. “My brothers had a small gift and electronic shop, called Target Centre at Kahraba Street, which they had bought from someone and it was not do- ing well,” he remembers. “It mostly sold electronic goods at a very low margin and did not have a solid business model behind it. They asked me to look at reviving the business and decide what to do with it.” Coincidentally, Alansari was also toying with a similar business idea, and that is what led to both of them setting up a shop at Salwa Street to sell home theatres. However, that busi- ness didn’t do so well. “We failed miserably since we were targeting a price range of QAR200,000 to QAR250,000 and in 1994-95, there were no takers of our product in Doha,” Al Jaidah says. “We demonstrated our home theatres to the then Prime Minister H.E. Sheikh Hamad bin Jassim bin Jaber Al Thani, who wanted an advanced au- dio system for his new palace. H.E. Sheikh Jassim liked the product, but said he did not want it, and instead, he gave us the specifications of what he wanted based on what he had seen in New York those days: one single touch screen to control all the electronic goods at his home, and a plasma TV, which was a novel item in those days. We hadn’t done anything like this before, but we were determined to make the client happy.” This resulted in him and Alansari

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“Risk-taking is one of the most important traits of entrepreneurship. Always think big and never just look at local market dynamics. Make sure that you can build something that can sustain any foreign competition.” Zeyad Al Jaidah, co-founder and Managing Director, Techno Q

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Entrepreneur march 2017 22 INNOVATOR “social esteem is less important to me compared with the freedom I have of not having to answer to anyone for my work, which, had I contin- ued to work for the government, I would never have been able to enjoy.” Zeyad Al Jaidah, co-founder and Managing Director, Techno Q travelling overseas just to un- derstand the ongoing trends in consumer electronics by visiting fairs, and during one such trip to the US, they were introduced to Amx, an Ameri- can company which special- izes in touch screens, and had business dealings with Saudi Arabia. Recalling how they got the project off the ground, Al Jai- dah says, “We did that project with great difficulty, since we also had to cater for the specifications given for H.E. Sheikh Jassim’s palace by his interior decorator, who wasn’t happy with the infra-red re- ceivers popping out from the corners of the rooms! [But] we learnt a lot from that proj- ect, and in the end, the client was happy. We learnt how to offer custom-made solutions and most of such projects even today are big ticket, which suits us financially as well.” The other project of pride around the same time was the audio system for the under-construction BMW car showroom, owned by Omar Al-Fardan, who had just taken over the BMW agency. “As a consumer, who heard a robust sound from our home theatre system, Al-Fardan wanted it customized for his car show- room, again something we had never done before. These two early projects taught us how to evolve to our customer’s needs.” Narrating his experi- ence with other big-scale projects, Al Jaidah says that it was around the same time that The Mall on D-Ring road was also opening and though Techno Q could not secure the audio system contract for the whole shopping mall, they bagged individual shop con- tracts. He details, “Abu Issa was, at that time, building the anchor store Highland and they wanted a sound system for the store. By the time we completed that, he also wanted the anti-shoplifting cameras, which were add-ons and helped us scale up.” Speaking about the initial years, Al Jaidah admits that it was indeed very challeng- ing at the outset. When it comes to the hardships they endured, he says, “TechnoiQ began without having any project references. For instance, in 2001, when we went to Darwish Holding, which was constructing the Weill Cornell Medical College (WCMC-Q) in the Qatar Foundation for the audio visual system for the auditorium, and bagged it, and simultaneously, MidMac, which was also constructing the temporary building for Texas A&M, they said to us, ‘You guys who just run a speaker shop and have bagged a QAR11 million project (referring to the WCMC-Q project) and have come to us for another QAR15 million project– you both must be out of your minds because you sure will fail.” (At that stage of TechnoiQ ’s growth, the largest project in value terms that they had completed was the Ministry of Interior auditorium for QAR1 million, on Corniche.) “MidMac did not give us the job, but to someone else, who could not deliver,” Al Jaidah recalls. “So, they came back to us asking if we could deliver the project to their quality standards, and we agreed.” Coupled with lack of project references, a weak balance sheet did pose a stumbling block to secure finance from banks. “We were deemed too small to get any direct jobs from the government. Eventu- ally, of course, we bid for as big a project as the Qatar National Convention Center, which was a whopping QAR90

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march 2017 Entrepreneur 23 www.technoq.com INNOVATOR “Trusting people was one of the biggest challenges. I have learned not to take things at face value, always read between the lines and the fine print!” million in project value,” says Al Jaidah, adding, “But, in spite of these difficulties, I have never looked back to work in the government. I believe whatever happens is for the best. When I look around now and see some of my friends who continued to work for the government earning high salaries and, culturally, they are held with greater social esteem than a businessman will ever be. But social esteem is less important to me compared with the freedom I have of not having to answer to anyone for my work, which, had I continued to work for the gov- ernment, I would never have been able to enjoy. Even if someone is a minister, he will be answerable for his work, owe some explanations to his superiors, which I honestly don’t have to.” Al Jaidah’s family and his forefathers built their busi- ness reputation on honesty and integrity, and that’s a tradition that he is very par- ticular about continuing. “I strongly believe in those qual- ities and think they are the founding pillars of any suc- cessful long-term business,” he states. “A businessman can easily oversell and overcharge, duping the customers who are depending on the expert– that is me, in this case. Just as I expect honesty and integrity from those who are selling to me, I have the duty to be hon- est and open about prices, and avoid over-billing to my cli- ents. I have every duty to pass on credit and savings, where I can, to my customers. So, in business, the character traits of honesty and integrity come with a greater premium than being in a job. These business ethics also make me feel bet- ter within. I grew up hearing that my father Mohammed Jaidah was an honest and ethical businessman. I inher- ited this legacy from him and I want to pass on the same legacy to my children.” As for challenges and lessons learnt on his entrepreneurial jour- ney, Al Jaidah says, “Trusting people was one of the biggest challenges. I have learned not to take things at face value, always read between the lines and the fine print! I make sure you put every single detail in writing, especially in agree- ments. The longer one takes in drafting agreements, the clearer the relationship will be in the long term.” Cutting back to the pres- ent, Al Jaidah has learned to delegate. “Sometimes when you have grown the business, you have no option but to delegate,” he says. “Now, I also have some other busi- nesses that I own with my brothers, such as the ones in the construction sector, and I just do not have the luxury of doing everything on my own. For me, trust now comes ahead of experience, and I have developed an eye with a better judgment of whether I can safely trust someone. This comes with experience.” As for advice to a budding entre- preneur, Al Jaidah feels that the most important advice is that he/she must know the type of business they are going pursue inside and out, so that they do not need to depend on someone who would run it for them. “At least not the core of the business,” he adds. “Sec- ond, when the time comes to take the plunge, do not be afraid to become full-time en- trepreneur. Risk-taking is one of the most important traits of entrepreneurship. Always think big and never just look at local market dynamics. Make sure that you can build something that can sustain any foreign competition.” He cites his own example by say- ing, “I always benchmarked the Techno Q product offer- ings with what was available in the international markets. I never execute a project in Qatar, with the standards available locally, but rather I always think that even if an American company comes here with a job, they will not be able to better my quality and execution standards, even though the costs could be more. Since the clients are paying a lot of money, they deserve the best-quality prod- uct.” Continuing with his tips, Al Jaidah mentions, “Make sure it’s a long-term business idea and not something to make a ‘quick buck.’ Custom- ers will pick that up, and will be reluctant to do business with someone who would disappear soon.”

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Entrepreneur march 2017 24 I t’s easy to see that one of the attributes that got Plan b founder and Chairman Harmeek Singh to his current position of business success is his almost relentless desire to make sure he and his enter- prise always stand out- the entrepreneur is all about differentiating his brand and always staying ahead of the game. “Turning heads- that’s what it’s all about,” Singh explains. “And that’s how we managed to hyper grow Plan b in a short amount of time.” Hyper growth is a good way to refer to Plan b’s evolu- tion over the years. After trying his hand at a slew of businesses back home in India, Singh arrived in Dubai in 2003 with his first job here being at a media sales company. He moved on from the role after 10 months, but Singh found that his regular clients were willing to follow him to whatever he set out to do next. “This gave me a small platform to build and grow a sustainable freelance business, earning around AED150,000 per month to AED200,000 per month at the time, which gave me again the capital to plunge into entrepreneurship,” he remembers. Officially launching Plan b Advertis- ing in 2004, he admits that it was a Herculean task to operate every aspect of his business by himself at the beginning, and found himself wearing “multiple hats” for almost a year before he was able to hire a small team. But those tough times have since paid off- Plan b has today cemented its place as one of the UAE’s most well- known marketing and events companies, offering a variety of services including market- ing campaigns, experiential events management, brand- ing services, activations and launches, visual merchan- dising, and other projects. Headquartered in Dubai, with offices in Abu Dhabi, India, and London, the Plan b umbrella today covers eight companies -Plan b Advertis- ing (creative and printing), Plan b Events (marketing, public events, exhibitions and in-house production), SiO2 Events (a boutique events agency), bSocial (the group’s PR and social media wing), bMovies (digital me- dia, application and technol- ogy), bCreative (a boutique creative agency), Next Door (sports management) and bDecor (interior design)- and boasts of a team of more than 350 experienced multi- disciplinary professionals. Given the bustling business, social and cultural events space in the UAE, and its position of a Middle East trade hub, while it’s true that event management and advertising enterprises have always been recipients of robust growth, only a few have managed to carve a niche for themselves- and Plan b seems to be one such company in this space. “Our main edge is the fact that we are in control of every aspect of even the most complex 360 degree campaign, owing to our in-house capabilities through the eight group companies,” notes Singh. Dr. Azad Moopen, Founder Chairman and Managing Director, Aster DM Healthcare INNOVATOR Turning heads Plan b Founder and Chairman Harmeek Singh With eight companies currently under its umbrella, Plan b is using its in-house expertise to stand out in a competitive market By Sindhu Hariharan “Our main edge is the fact that we are in control of every aspect of even the most complex 360 degree campaign, owing to our in-house capabilities through the eight group companies,” notes Singh. “This acts as a major advantage in a very demanding service industry, and allows us to offer faster turnaround times to our customers.” >>>

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march 2017 Entrepreneur 25 Harmeek Singh, founder and Chairman, Plan b Group

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Entrepreneur march 2017 26 “This acts as a major advan- tage in a very demanding service industry, and allows us to offer faster turnaround times to our customers. Also, due to the nature of our industry, which is very talent-driven, we make sure to keep on investing in top talent and embrace diversity. We have a very diverse work- force, which creates a very stimulating environment, setting the tone of our com- pany culture.” This strategy of having in-house expertise along a number of different verticals also makes sound business sense, Singh reveals. “Plan b operates a group of compa- nies, so our diversification is balanced upon individual business units that are re- sponsible for their own bot- tom lines. The benefit of having the expertise across the group gives us in-house capability for a lot of product development and R&D, which keeps us up to speed with the rapidly moving trends and technology, and gives our customers the benefit of cost-effectiveness, as we have minimal layers of mark- ups with everything falling supposedly in-house.” As for the road ahead for the indus- try at large, Singh believes experiential campaigns are the way forward, and from his enterprise’s perspective, Plan b has addressed this early on by investing in its own development and tech- nology wing. It’s important to note here that Plan b has been an entirely self-funded enter- prise so far, with Singh not having used any external capital to build the busi- ness. “I personally feel that sourcing capital invites loss of control, and hence chose to pace my growth based on my capacity at all times, rather than raising funds,” Singh notes. He adds that despite this decision, the group today is an entity that “in fact funds and acquires successful businesses and IPs [Intellectual Property].” Coming from a person who started right at the bottom, and bootstrapped his way to the top in this way, aspiring entrepreneurs should take to heart the dictum that Singh considers as key to his turnaround story: “Strong foundations and staying grounded, both are the key to everything. While it may sound metaphorical, it is very hard to fall when you have your feet firm on the ground,” says Singh. “As you may excel, move, and elevate into bigger and better things just make sure you keep yourself grounded and close to what you are about.” As for Plan b itself, Singh has already laid out a roadmap for the enterprise that he hopes to realize in the years to come. “Strengthening of our individual verticals, bringing in a strategy of consistent improvement and development across our offerings, and expansion of our footprint are our three main long-term objectives,” he says. “Based upon the pace of our growth, we have received a lot of interest from entities abroad in a franchise model, which is something under consideration at the moment.” Today, with a large part of an entrepreneur’s time being spent on attempting to influ- ence and communicate en- INNOVATOR One of Plan b’s events at The Kite Beach “Strengthening of our individual verticals, bringing in a strategy of consistent improvement and devel- opment across our offerings, and expansion of our footprint are our three main long-term objectives.”

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terprise vision to stakeholders (be it investors or customers or employees), one can’t escape learning how to sell. As a person who started his career in sales, it’s no wonder then that Singh has a head start in this aspect, and I ask him about how significant is the ability to sell vis-à-vis the product/ idea focus, when it comes to a startup. Surprisingly, despite his own profes- sional background, Singh believes that while “sales are the lifeline of any business,” the absence of a “product desire and service excellence” can cost the business a lot. “Successful businesses subscribe to the 80:20 rule where you make 80% of your sales through 20% of your custom- ers. And that is only possible once you become your customer’s ‘need’ as opposed to ‘want’, and that in turn comes with exceptional product grade and unmatched service quality.” Singh also walks the talk, and Plan b has in fact had a pulse on customers’ fingers, and plotted its growth strate- gies accordingly. “[In the creative business], you need to be able to make your customers understand the type of value you can add, and cater the needs your competitors won’t. We invest a lot of time in getting to know and understand our customers to develop a long-term relationship, and build their trust by acting on our commitments and over deliver on expectations.” The importance Singh places on caring for his customers is reflected in his attitude towards his employees as well- here is an entrepreneur who believes the right work culture plays an integral role in an enterprise’s success. This is clearly evident from Singh’s response to my question about his personal leadership strategy for his organization. “I have nurtured a family, rather than employees, at Plan b,” Singh says. “Keeping your employ- ees happy takes more than just a pay- check; you need to create a positive culture to inspire your staff. We try to provide each individual with the drive they need to perform, by empower- ing them, welcoming change, fresh ideas, and by celebrating personal milestones together as a family. Our ‘event veterans’ still look forward to come to work every day, and motivate new staff to perform at their best. Our company culture is a reflection of our brand values- and [it] transfers in our client’s organizations.” “Keeping your employees happy takes more than just a paycheck; you need to cre- ate a positive culture to inspire your staff. We try to provide each individual with the drive they need to perform, by empowering them, welcoming change, fresh ideas, and by celebrat- ing personal milestones together as a family.” What would you count among the region’s biggest challenges for entrepreneurs? “Well… real entrepreneurs don’t let any challenges stop them…but if I had to choose it would be competition… UAE is a very dynamic and competi- tive market especially in the lead-up to EXPO 2020, exceedingly it would be considered one of the main challenging factors and should be recognized.” What are your views on the cur- rent tough business conditions for SMEs in the region? What would be your advice to them to get through the conditions? “Macroeconomic conditions are something everyone has to sail through, and since 2008, tidal changes have become a mainstay of general mar- kets across the world. My advice to SMEs and upcoming businesses would be to hold on to their market share…while we may not be in control of the economy on the macro level, we should be in control of our own product and service. Downturns can serve as an opportunity if you look at the right places. Just ensure that you’re safeguarding and maintaining your service levels and delivery expec- tations, and ride the wave in a steady manner. Soon enough you will see yourself riding high out of the low.” What are your top tips for an entrepreneur to start and grow a business here in the MENA region? “Remain patient, nothing comes easy, and it takes hard work and determina- tion to achieve a sustainable business organization. Shrug off disappoint- ment, believe in your brand and make sure you’re making a difference to something…everyday.” ‘TREP TALK Harmeek Singh, founder and Chairman, Plan b Emaar’s first luxury sales experiential lounge in Harrods, London Images courtesy plan b

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Entrepreneur march 2017 28 For a luxury brand as recognizable and storied as Cadillac, one would perhaps assume that its Regional Sales and Marketing Manager for the Middle East, Nadim Ghrayeb, would have a rela- tively easy job on his hands. But that does not seem to be the scenario at all: over the last two years, Cadillac has been going through a self-imposed transforma- tion in terms of how it is perceived in the market, and yes, this shift in direction has been happening here in the Middle East as well- and Ghrayeb has been tasked with marketing the brand across the region. “Cadillac has undergone a big change in its brand image and the way it communicates to the public,” he says. “When you look at any kind of mate- rial from the brand, from a billboard to TV, you can see Cadillac reflects our way of thinking: it’s sophisticated, bold, and optimistic in tone, and these are our core values that everything at Cadillac is shaped around. It is not only our brand that holds these values true– we have also revamped who our brand and vehicles are aimed at.” For a luxury brand that has more than 100 years of histo- ry behind it (and a presence in the Middle East for more than 80 years), Cadillac’s shift in tone and messaging is characteristic of its efforts to stand out and attract customers in what is an ex- tremely competitive market out there. “Today’s Cadillac drivers are also bold, so- phisticated and optimistic,” explains Ghrayeb. “Looking at the new luxury segment, our customers are looking for a global symbol of style, which represents the inde- pendently minded. We call them ‘entrepreneurials.’ They are not always entrepreneurs in the literal definition of the word, but they are successful people in their respective fields that share a common passion and a driven pursuit to realize their dreams, and live their aspirations.” And this thus explains the “Dare Greatly” theme that governs Cadillac as a brand today- but the genius of the motto is in that it is also reflective of all of the innovations the automotive company has showcased since its estab- lishment way back in 1902. “Our history was built on Onward and upward Dr. Azad Moopen, Founder Chairman and Managing Director, Aster DM Healthcare INNOVATOR Cadillac Middle East Regional Sales and Marketing Manager Nadim Ghrayeb Cadillac is undergoing a transformation in terms of its image and messaging- and Ghrayeb wants to show that the brand is living and breathing what it stands for By Aby Sam Thomas Cadillac ATS-V sedan

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march 2017 Entrepreneur 29 daring,” the Cadillac website proudly declares. “Our future is too.” With respect to the Middle East specifically, Ghrayeb says that Cadillac enjoys great brand recall here, and that factor has given it quite some momentum in the market. “Cadillac has been in the region for a very long time, with a positive brand perception, that models like the Escalade has enabled us to maintain,” he explains. “Now with our new brand direction and fantastic model line-up that is growing and diversifying, we are continu- ing to elevate it. What helps us in the Middle East is that the majority of the popula- tion is young. They are often ambitious, they share our brand values and are always daring to look to the future and grow. Also with SMEs on an upward trend, there is a rich market of self-starters who look for a brand like ours to align with.” As for its portfolio here, Ghrayeb reveals that every model in the Cadillac line-up is available in the region, thus giving customers here the luxury of choice. “However, our main focus is on the re- cently launched CT6, which redefines the luxury sedan segment with advanced tech- nology and design, and the XT5, which brings innovative engineering, craftsmanship and driving experience to the crossover segment,” he says. “We will also look to create excitement around our per- formance V-Series vehicles, a lineup that combines all the hallmark designs of a Cadil- lac with exceptional perfor- mance. The range includes the CTS-V sedan, with a supercharged V-8 engine producing 640HP giving it “our customers are looking for a global symbol of style, which represents the independently minded. We call them ‘entrepreneurials.’ They are not always entrepreneurs in the literal definition of the word, but they are successful people in their respective fields that share a common passion and a driven pursuit to realize their dreams, and live their aspirations.” Nadim Ghrayeb, Regional Sales and Marketing Manager, Cadillac Middle East >>> Images shot at Khazzan X Cadillac, Dubai, UAE | www.khazzan.ae

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Entrepreneur march 2017 30 a sprint time of 3.7 seconds from 0-100km/h. Also in Cadillac’s performance line up is the ATS-V sedan and coupe powered by a 3.6LTT engine producing 460HP with an acceleration of 3.8 seconds from 0-100km/h.” But with the Middle East being a crowded space in terms of the automotive market, how does the num- ber of players in the field affect Cadillac’s ambitions for the region? “The market is very competitive, and I believe this creates healthy competition and drives us to continue working harder to achieve our goals,” Ghrayeb replies. “However, other brands are not our focus; our customers and giving them the very best experience is what we judge ourselves on. In the luxury market, customers in the region are passionate about the prod- ucts they purchase. They’re knowledgeable about the automotive industry and vehicles. Similar to their global counterparts, this has changed the luxury car mar- ket as car buyers in this re- gion have high expectations of brands. What they appreciate, in addition to a high value and quality vehicle, is a unique and share-worthy experience. When we sell a customer a car now, we sell them a lifestyle, taking them on a journey of various experiences that they identify with, mak- ing them proud to drive a Cadillac, as it mirrors their life and ambitions.” It’s a tough premise, no doubt, but Ghrayeb is confident that the brand can indeed make it work- after all, daring greatly is what Cadillac is all about. “’Dare Greatly’ is what we live while working on the Cadillac brand, as a testament to our past and our vision of the future. As a company that has always looked to push the boundaries of what is possible, we are looking to continue this thinking to drive us to further success. We have built a platform with Dare Greatly that celebrates and is led by individual passion and creativity. For instance, we partnered with Khazzan to create Khazzan X Cadillac, a multi- purpose community space based in the center of Dubai, with an on-site café that hosts eve- rything from art installations to yoga classes, from markets to meetings, from guest speakers to craft classes. Creating a community space is not traditionally the kind of thing an automaker would do, but we see it as an innovative way to address a need we saw and to be a part of Dubai. The partnership with Khazzan gives us a space in the region to allow people to be creative, co- create and be inspired. We look to strengthen this message with collaborations with local artists like Hussain Daghriri: a young Saudi photographer who travelled across the Southern Region of Saudi Arabia and documented the varied culture of that region. His journey was then exhibited at Khazzan X Cadillac to give others the opportunity to learn and be inspired of the great work we have done with Hussain.” INNOVATOR Nadim Ghrayeb, Regional Sales and Marketing Manager, Cadillac Middle East Mastering marketing Nadim Ghrayeb offers entrepreneurs five tips for branding Nadim Ghrayeb explains the Khazzan X Cadillac community space in Dubai, UAE Community and collaboration 1. Be daring “This might be a cliché, but it is true. Always look to do things differently. In a world that is becoming more homogenized, people are looking for new and dif- ferent experiences, and this applies, regardless of whether they are going to a restaurant or buying a new car.” 2. Listen to your customer “This might sound obvious; however, many companies are inward looking and change and update their products only based on what they think. It is critical now to listen to the customer, take their feedback, and integrate it into next gen products.” 3. If it’s not broken, don’t fix it “If you have a product that is working, don’t change it or look to branch out a 100 different ways for the sake of it. By all means, be forward thinking, but the brand and products have to evolve with the customer.” 4. More is less “We often see a number of brands advertising looking cluttered with many messages trying to be communicated in one image. Simplicity is key: have as few messages as possible, and communicate them pow- erfully to make it easier for the customer to understand your brand.” 5. Having a good product is not enough “As men- tioned earlier, just having a good product is not the only factor in customers buying decision. Companies have to give customers a full experi- ence in and outside of their store, continually talking and listening to the customer and engaging with them in an authentic way even when they leave the store.” Cadillac CTS-V sedan

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Entrepreneur march 2017 32 O n average, employ- ees spend two- thirds of their day at work. Being in the office, among their colleagues and managers, is a major part of their life at large. How happy they feel at work is, therefore, significant at the personal and profes- sional scale. The concept of “employee hap- piness” is one of true value to the corporate world. Not only are well-established business- es progressing to maximize their employees’ satisfaction, startups and entrepreneurs are also beginning to view “happi- ness” as a talent sourcing and retention trick. And whether they use flexible hours, top- notch technology, in-office game rooms, or infinite snack supplies, the options to pull in the crème de la crème of job candidates and make sure they are kept happy and productive are now more diverse than ever. The reality is: there is an increasingly heavy demand on the employer’s end to cater to employees’ well-being, health, and contentment at work. And while many forward-thinking startups would jump at the next opportunity with their teeth, to make sure their work- place is as happy as it could get, it is a good idea to step back: see what truly makes a difference for the employee and what is practically within the control of the company. As much as we hate to admit that personal matters are com- pletely sealed away while at work (and vice versa), the re- ality suggests otherwise. This is the first myth to recognize regarding employee happiness. The line between personal and professional happiness is actu- ally blurry. Bayt.com, the leading job site in the Middle East, surveyed professionals from various industries, career levels, and locations to understand their views on happiness and what influences it. As predicted, there are many factors that impact employee happi- ness that overarch personal, geographical, socio-cultural, and professional dimensions. The Bayt.com Happiness in the Middle East Survey, January 2017, revealed that more than half (56%) of respondents are happy with their lives, at least to some extent. The survey findings are very positive in certain elements, such as the 83% satisfaction rate with family relationships. Total GCC Levant North Africa KSA UAE Kuwait Qatar Bahrain Oman Lebanon Jordan Egypt Morocco Algeria Tunisia Employment opportunities 51 54 51 46 54 34 41 49 54 46 59 50 55 General safety and security 48 47 58 56 51 42 41 55 54 40 52 56 48 Leading a stable financial life 48 51 44 50 46 42 44 61 54 49 44 48 44 Ability to maintain healthy personal relationships 38 38 36 34 27 42 45 41 33 37 37 43 48 Low cost of living 37 37 33 30 28 30 34 32 41 39 39 38 36 Attitude and behavior of people in general 32 33 31 34 38 45 40 30 29 34 26 26 29 Clean environment 30 28 41 33 32 21 39 32 29 31 25 30 26 Access to healthcare facilities 26 26 25 26 35 28 27 27 20 28 26 22 22 Availability of utilities 24 23 26 29 21 36 20 24 21 25 18 25 25 Stability of political environment 23 24 21 21 18 23 31 23 26 21 21 25 21 Access to Educational Institutions 18 15 12 18 17 17 20 19 15 19 20 23 19 Opportunities to socialize 17 15 22 23 22 25 20 28 13 17 19 14 15 Availability of entertainment avenues 17 20 22 16 20 21 18 12 23 13 11 15 22 ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS tables and infographics © bayt.com The pursuit of happiness 9 Busting the myths associated with having happy employees at your enterprise top 5 important factors that impact happiness By Suhail Al-Masri Many companies are beginning to offer gym subscriptions or discounts, nutrition counseling, healthy office meals, and generally more attention and care towards the physical and mental health of their talent.

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march 2017 Entrepreneur 33 But there are also a few con- cerning areas. So, this is the time to debunk some of the myths surrounding employee happiness and hone in on the factors that truly make a dif- ference. MYTH Health and well- being are personal issues Although health is a topic that would normally fall under the “personal life” category, it is unwise for businesses and organizations to completely ignore it. Take, for example, physical health and fitness. Research, such as the Bayt.com Happiness in the Middle East Survey, have repeatedly shown the correlation between healthiness and happiness. But even in terms of performance and productivity, employees who are physically healthy are less likely to demonstrate inconsistent performance or have health-related productiv- ity issues. Mental health too can be of significant impact on employee productivity, satis- faction, and overall happiness at the workplace. As an employer, you might still be wondering what your role is in this matter. Accord- ing to the Bayt.com Health and Lifestyle in the Middle East poll, March 2016, 96% of polled respondents believe it is the employer’s responsi- bility to promote employees’ health and wellness. This can go beyond the basic health insurance. Many companies are beginning to offer gym sub- scriptions or discounts, nutri- tion counseling, healthy office meals, and generally more attention and care towards the physical and mental health of their talent. MYTH Stress is not work- related In addition to the day-to-day life, many individuals experi- ence stress from the pressures and undesirable circumstances related to work. Stress in the workplace, if not contained and coped with, can signifi- cantly impact employees’ job satisfaction and performance. A Bayt.com poll, Stress in the MENA Workplace, Septem- ber 2016, showed that 52% of professionals believe that workplaces are “more stressful these days than they were a few years back.” Indeed, professionals across the Middle East and North Africa (MENA) can experience stress to varying degrees, and due to numerous causes. For instance, 70% of respondents to the Bayt.com Happiness in the Middle East Survey cited the “increasing cost of living” as the main stress contributor. This particular factor may be beyond the direct influence of employers (although salaries come into play as discussed in the next point). That being said, nearly half of surveyed employees referred to “work related issues” as the main stress contributor in their lives. These “issues,” which include work-life bal- ance, job security, deadlines, and workload, are all within the reach and control of com- panies. Stress is an issue that businesses, especially those who are in the startup phase, must be aware of and compe- tent to handle. Employers are encouraged to engage in candid and frequent conversations with their employees. Whether through surveys, meetings, or casual chats, the goal is to gauge the employees’ stress level and guide them towards a happier and more balanced state. MYTH Salaries don’t influence happiness Money cannot buy happiness but money is, without doubt, a powerful tool. Not only is it needed for sustenance and physical well-being, but it is also frequently a requirement for quality education, There Are Many Factors That Contribute to Workplace Stress 74.8% of professionals believe that jobs at their companies are more demanding than others. 69.1% of professionals agree that there is more pressure at work this year in comparison to last year. 31.5% Agree 26.6% Disagree 19.5% Strongly disagree 15.3% Neutral 7.1% Strongly agree 28.2% Low salaries 12.3% Lack of job security 9.7% Workplace environment 9.1% Lack of work-life balance 6.2% Relationship with your manager 5.6% Unchallenging work 5% Relationship with coworkers 4.7% Deadlines 4.7% Company policies 3.9% Nature of work itself 3.2% Work load 7.4% Other I tend to have frequent arguments with my managers, coworkers or customers 2015 2016 nearly half of surveyed employees referred to “work related issues” as the main stress contributor in their lives. These “issues,” which include work-life balance, job security, deadlines, and workload, are all within the reach and control of companies. Employers are encouraged to engage in candid and frequent conversations with their employees. the goal is to gauge the employees’ stress level and guide them towards a happier and more balanced state. >>>

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Entrepreneur march 2017 34 Top 2 satisfaction box Total GCC Levant North Africa KSA UAE Kuwait Qatar Bahrain Oman Lebanon Jordan Egypt Morocco Algeria Tunisia Support from colleagues/ co- workers 51 55 58 54 59 61 58 47 46 46 47 56 39 Working hours 50 56 59 45 53 57 47 51 50 48 37 53 45 Work-life balance 49 55 49 46 55 45 51 42 44 42 49 55 49 Recognition at work 46 45 49 39 51 43 40 46 43 44 46 49 54 Freedom to take decisions at work 46 47 48 42 49 47 43 49 39 45 42 48 51 Support received from direct/ line manager 42 43 46 49 51 41 40 40 40 41 41 42 38 Amount of pressure/ stress faced at work 39 40 45 41 47 45 38 32 41 35 31 40 41 Remuneration received 33 38 40 35 39 37 30 25 33 31 24 32 24 Availability of career advancement opportunities 30 30 36 32 43 37 30 30 29 27 26 34 25 Professional life elements that impact happiness healthcare, investments, en- tertainment, and many other essential life aspects. So, we can say that happiness is not the immediate outcome of money, but it is realistically so in the long-term. Although millennials, who will soon make up the major- ity of the workforce, are now giving high value to non- monetary job attributes, such as opportunities for career growth and learning on-the- job, the Bayt.com Millennials in the Middle East and North Africa Survey, February 2014, showed that seeking a higher salary is still a significant incentive to join a specific company or field of work. What employees often strug- gle with in our region is the mismatch between salaries and cost-of-living. Compa- nies who are invested in their employees’ happiness should truly assess their salary levels and pay structures against the region’s cost of living. There are highly effective tools to do that, such as the Bayt.com Salary Search. Using this, employers can ensure that they are not undercompensat- ing or overcompensating their employees at all times. 38% of those surveyed in the Bayt.com Middle East and North Africa Salary Sur- vey, May 2016, claimed they had never received a salary adjustment, despite the ever- increasing costs of living. It is not surprising, therefore, that salaries can easily become a major source of unhappiness at work. MYTH Career growth is less of a priority Out of all professional life elements that impact happi- ness, the “availability of career advancement opportuni- ties” seemed to be the most neglected item. The Bayt.com Happiness in the Middle East Survey reported that only three in 10 surveyed employees are satisfied with the career advancement opportunities at their current jobs. If employees feel stuck in their current position and that there is no room for them to grow or advance in their pro- fessions, it is very unlikely that they will be happy at work. Talented employees in most cases have a clear career map, with milestones to tick off, and end-goals to pursue. They want to have an employer who listens, supports, and empow- ers. They want to feel secure about their career future and equipped with all the training and development resources. A main takeaway here is: providing opportunities of ca- reer advancement might be of higher value to certain employ- ees. Some may be happier with a new position, a promotion, or even a training opportunity, over a lavish private office for example. Companies simply need to listen. Employee happiness is a very important topic. There are numerous factors that could influence it and, in return, it can have a significant impact on productivity and perfor- mance. Companies are right to adopt progressive policies and invest in their employee’s sat- isfaction. But to successfully achieve employee happiness, employers need to define their corporate culture, assess their employees’ needs and goals, and begin implementing their strategies accordingly. ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS Suhail Al-Masri is the VP of Employer Solutions at Bayt.com. Al-Masri has more than 20 years of experience in sales leadership, consultative sales, account management, marketing management, and operations management. His mission at Bayt.com goes in line with the company’s mission to empower people with the tools and knowledge to build their lifestyles of choice. infographics © bayt.com providing opportunities of career advancement might be of higher value to certain employees. Some may be happier with a new position, over a lavish private office for example. Companies simply need to listen.

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Entrepreneur march 2017 36 By Ema Linaker Why influencer marketing in the MENA region has to grow up in 2017 Think again Think you’re getting the most from influencers? TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO

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march 2017 Entrepreneur 37 T he huge growth in the use of social media in the Mid- dle East presents marketers with great opportunity to capi- talize on influencer marketing. A report from We Are Social in 2016 highlighted how active the region is with as much as 75% of the population of Qatar using social media, 69% of those in the UAE and 40% in Saudi Arabia. More generally, internet usage has grown 17% year on year -more than 20 million new users and many of these users are mobile- using their phones to access both the internet and social media. Snapchat usage has leapt from 3% to 12% in just a year, and YouTube watch times are up 80% year on year- in fact, the MENA region has the highest online video viewership after the United States. In the wave of widespread digital adoption comes the rise of the social media influencer, with reports suggesting that as many as 71% of consumers would be interested in buying from a brand if endorsed by an influencer. Beauty bloggers ap- pear particularly popular, with 63% of consumers influenced in purchase decisions by them. According to an article in The New Yorker, the Middle East is L’Oreal’s fastest-growing new market. When my company indaHash launched its first campaign in the region for Dubai Tourism, it took just 48 hours for it to be booked out and performing. In fact, just last year, Dubai held its first ever Social Media Influencers Summit, highlighting the grow- ing importance of the medium in the region. Influencers in growing markets like the Middle East can be disproportionately influential, due to the fact that within a more conservative culture or society, they represent a more independent voice and distinct personality which has greater value juxtaposed to more mainstream media. In short, they are more authentic to their audiences and, as a result, more entertaining and relatable. For example, brands in the region love vlogger Max of Arabia, as he encapsulates the crossover between the expat and Emirati cultures and maintains his authenticity. There is also a close-knit and fast growing community of “mummy” bloggers and food- ies in the region. >>> By Barbara Soltysinska Cashing in on the opportunity A s I’ve noted in a number of other articles over the past year, influ- ence is becom- ing a major contributor to driving sales- which means that an effective influ- encer marketing strategy is essential for any busi- ness looking to maximize organic sales. And when I say “strategy,” I don’t mean “go out and hire an influ- encer for a single campaign.” According to The State of Influencer Marketing Report, published in November 2016, only 17% of market- ers think that pay-per-post or “flat rate” pricing, sadly the most widespread form of influencer compensation, is effective. Instead, to be ef- fective, influencer marketing must be an integral part of branding; it needs a consist- ent voice that’s applied over a sustained period of time to develop the relationship of trust that’s essential in today’s hypercompetitive marketing environment. Unfortunately, what I’m seeing happen in the Mid- dle East is the distortion of influencer relationship marketing by media agencies and a select few “celebrity” influencers that view influ- ence as a purely transaction- al relationship. This tells me that the region really has not yet bought into the power of influencer marketing, hence the lack of investment in terms of time, resources, and money into an increasingly important weapon in the marketing armory. My big- gest concern, quite frankly, is that the situation is getting so bad that we could see a backlash, with brands get- ting turned off by unfulfilled promises based on a false premise of overnight success, and as a result, cutting back on influencer marketing. This would be a huge shame because, when done prop- erly, influencer relationship marketing delivers a strong, positive ROI. A considered, strategic, long-term approach to influencer relationships is an essential complement to any customer-focused strategy. >>> Which influencer marketing models have you tried? (Select all that apply) 0% 25% 50% 75% 100% Pay per post/video Free product or experiences CPE (Cost per Engagement) CPC (Cost per Click) CPA (Cost per Acquisition) Other 17% 16% 25% 25% 7% 10% Which influencer marketing pricing model have you found to be the most effective? Challenges exist, but there is a business case to be made for influencers in the Middle East “the most credible form of advertising comes straight from the people we know and trust. 83% of online respondents in 60 countries say they trust the recommendation of friends and family.” chart © The State of Influencer Marketing Report

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Entrepreneur march 2017 38 Why is influencer relationship marketing so important? What people buy is hugely influenced by what other people around them are buy- ing. There is much research to show that peer-to-peer recommendation is the sin- gle biggest driver of purchase intent in this region. Accord- ing to The Nielsen Global Trust in Advertising Report, “the most credible form of advertising comes straight from the people we know and trust. 83% of online respondents in 60 countries say they trust the recom- mendation of friends and family.” And Edelman’s Trust Barometer for 2016 saw 65% of respondents state that they rate “a person like yourself” as a credible or extremely credible spokes- person- so why is this clearly significant insight utterly ignored by so many brands here in the Middle East? There’s a very good, and very human, reason for this. While it’s tempting to think that your message has a greater chance of getting through to your audience if you use as many channels as possible, that channel usage is reaching saturation point. And that’s when people turn away from traditional mar- keting channels altogether and instead ask their friends to help them choose. Targeting and, more impor- tantly, communicating with consumers has never been more complex than it is to- day. We are living in a world of “content shock” -some- thing I’ve written about a number of times before- where multiple platforms, sources and screens are con- stantly vying for attention. Traditional advertising ap- proaches are no longer effec- tive, and clients who think otherwise in this market are burying their heads in the sand. Poorly thought-out campaigns don’t even regis- ter on the consumer’s radar, and ad-blocking technology is pretty sophisticated and effective these days. To communicate to today’s Middle Eastern customer, brands must recognize that all communication has to come from a place of trust. Inherent skepticism can only be overcome through the professional development and nurturing of influencer relationships. It can only be- come effective and measur- ably deliver brand awareness and business impact if brand managers invest in those relationships. >>> In a developing influencer market, brands don’t neces- sarily need to do much in this space to attract attention, and so, it may be tempting to blow the budget with top tier influencers who have some- thing akin to celebrity status. But marketers with an eye on the long-term might be better to think about a more strate- gic approach with mid-tier or “power users” with followings between 1,000 and 20,000. In more developed markets like the US or Western Europe, it is this tier that enjoys the highest engagement rates- between 5-12% with indaHash campaigns versus an industry average of just 0.5%. As the MENA region also matures, it is likely that its market will fol- low the same trend. Parenting bloggers are already seen to be directly influencing fellow parents within local businesses and brands, particularly within fashion and beauty verticals. Quality control is also impor- tant, as there are still only a handful of “decent” influenc- ers in the region, so marketers need to ensure that there is a moderation layer that ensures quality without impeding ef- ficiency. The 100,000+ global influencers on our platform are vetted for a good aesthetic standard, as well as their reach and engagement rates. As the brands retain copyright for content created by influencers, they are able to reuse it in their digital marketing and so vastly increase their ROI. Influencers, in the main, are not profes- sional marketers and require guidance, especially in a newer market, and so with indaHash, the influencers are guided on the appropriate hashtags, crea- tive and brand messaging to ensure they adhere to the brief and to any regulatory require- ments. Brand marketers have had time to embrace their digital strategy. With a wane in print advertising opportunities, and a social engagement opportu- nity that cannot be ignored, it makes sense for regional and international businesses to embrace influencer marketing. As in the early days of social media usage, it is time to move away from the “spray and pray” approach, and strategi- cally apply objectives to the multitude of online person- alities that exist. Choosing, and working carefully with social media influencers, who represent the values and vision of your brand, to deliver mes- sages, create product aware- ness and even CSR will lead to a transparent, measurable return on investment for GCC businesses looking to increase visibility online- translating of course, to offline footfall and brand goodwill. Barbara Soltysinska is the co-founder of indaHash, an international platform for native ad campaigns with influencers, and LifeTube, the biggest YouTube multichannel network in Central Europe. Barbara’s achievements include being declared the 2016 EY Entrepreneur of the Year in the “New Business” category for “outstanding contribution to interactive marketing and advertising,” and she also is the first woman to win the “Man of the Year” title at the MIXX awards IAB, Poland, 2015, one of the most important awards in the interactive sector. ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS Playing by the rules means more and better business for influencers, so it’s clearly in their best interests to do so. That’s especially important as the cult of the super influencer emerges.

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march 2017 Entrepreneur 39 So where should you start? Here are four avenues to explore: 1. Invest time in identifying the right kind of influencer When you’re venturing into new territory, it’s helpful to start by building a structure for your strategic development. At Edelman, we use a methodology called Fluency, which guides you through mapping influencers against reach, resonance, and relevance and then plots them against a specific role within the communications mix. By developing this kind of framework, it becomes a lot easier to not only create an approach that works for your business but also create metrics that support the investment in the strategy. These metrics are crucial. It is our collective respon- sibility to really understand the metrics for success and ROI with influencers. Deals should be based on align- ment and exposure, as well as a deep understanding of the influencer’s audience and how that audience can be motivated. Investing in building a relationship with an influencer that’s not a good match for your brand is simply throwing money away– a strong foundation of research and data is key. 2. Take contracts and compliance seriously Exercising control over influencers is a controversial topic. We need as an indus- try to agree on ways of work- ing and ethical guidelines that protect our clients from non-compliant influencers. Conversely, influencers need to protect their own position and reputation by ensur- ing that they are working with ethical brands that understand the paramount importance of creating transparent, authentic, and meaningful relationships. The risk to the industry is enormous if we don’t get this right, particularly if adver- tisers and brands feel that the industry is behaving in a less-than-ethical fashion. It is essential that every- one -brands, digital agen- cies, public relations firms, and influencer marketing companies- toe the line. Playing by the rules means more and better business for influencers, so it’s clearly in their best interests to do so. That’s especially important as the cult of the super influ- encer emerges. Who’s going to defend the interests of the digital influencers? We often talk about the importance of legal contracts that protect brands when dealing with influencers. The argument often made is that brands must demand full control, and be contractually clear that the influencer was hired to promote a positive image about the product. It sounds good at first glance, but as someone who has been working in the digital marketing arena for years, I would ask: who’s protecting the influencers? I’ve worked with digital influencers since the birth of this sector. While at the Hol- lywood production company that made Despicable Me, we hired a wacky YouTuber in Hawaii named Ryan Higa. He came up with a slapstick skit incorporating Dave, one of the Minions. Tweens were obsessed with Higa, and his video got hundreds of thou- sands of views on its first day- big numbers for 2010. The film grossed US$450 million globally. Having run a major brand’s digital- marketing division, I am well aware of what brands are looking for -and worried about- when they hitch their reputation to an individual whose job is to grab eyeballs. Now I’m based in Dubai, and I run a company that represents influencers and unites them with appropri- ate brands. What has struck me is that, especially in this region, influencers are often poorly utilized. >>> By Kristin Wong-Ward It’s a two-way street It’s not just the brands- influencers need to protect themselves too www.instagram.com >>>

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Entrepreneur march 2017 40 3. The rise (and rise) of the super influencer We are already seeing networks like Telfaz11 and other super influencers starting to monetize their brands in new and exciting ways. Names like Fahad Albutairi, Charles Elachi, Chaker Khazaal, Kim Ghattas, Tima Shomali, and Karl Sharro are fast becoming the PewDiePies of the Arab world. According to Kevin King’s Global Digital Trends Re- ports 2017, many influencers will recognize money-making opportunities and establish brands of their own in the coming year. While some influencers will use their personality to create their own brand and publishing ecosystem, others will pur- sue ventures that might be anything from clothing and makeup lines to technology ventures and apps to social- and cause-based businesses. Some influencers might even use their community to crowdfund projects. With this increase in exposure and visibility, we anticipate agencies and publishers will look to “ac- quire” influencers to act as umbrella or inclusive media brands. Companies to watch in this area include Hearst, Mic, Vox, and Complex. 4. Instagram and Snapchat are essentially TV for millennials today Instagram and Snapchat are now so ubiquitous among millennials in the Middle East that some influencer channels on these platforms are more powerful than traditional radio and television channels. So watching where the influencers you identify as a match for your branding and marketing decide to establish their brand communities will be telling for the future of the market in the Middle East. You need to be where your customers are, and if your customers are already congregating on one or the other, that’s where the meaningful dialogue will take place. Instagram is clearly targeting Snapchat’s functionality and customer base, a strategy that appears to be working if the 2016 growth numbers are anything to go by. But Snapchat now has regional representation, so we can expect to see further development and different types of influencers making the most of that platform’s Spectacles and different storytelling formats like circular video. This year, we expect to see more brands provide their communities with direct and unique ways to interact with both the brand and its influencers. No matter which platform your influencers choose, the brands that find success with influencer marketing in 2017 will do so by creating meaningful experiences for their audiences- experiences that are interactive, tangible, and seamlessly engaging for your community. >>> Brands tend to forget that an influencer herself is, well, a brand. She is run- ning a business, spending heaps of time and effort crafting a content strategy that attracts the thousands (or millions) of followers that make her so appeal- ing to companies. I help the influencer grow that audi- ence and make it more loyal and engaged. I do that by protecting influencers. Protecting them from what? Advertisers. The money is tempting, but a single paid post that pro- motes the wrong brand to the wrong audience will cost an influencer thousands of followers and unquantifiable engagement and goodwill. And even if the brand is a good fit, strict corporate rules about “messaging” leave influencers sounding contrived. The audience notices, and no one wins. Some brands understand this better than others. In less-developed markets, many brands don’t under- stand that social media is not a platform for traditional advertising. Influencers are not anonymous commer- cial actors or glossy print models who happen to have followers- they’re individu- als with unique stories who have a relationship with their fans. That’s why influencers are so power- ful to begin with. Abuse that relationship, and it will disappear. Contracts are critical. They force a meeting of the minds between brands and influencers. Negotiating the contract allows both parties to discuss issues that may arise down the line, to every- one’s benefit. But brands need to do their homework. Just because they hold the money doesn’t mean they can call all the shots- or even that they should want to. As for influencers, they too must do their homework. I tell my clients: understand the terms of engagement and how the brand is enti- tled to use your work. Study the fine print. Make sure their brand truly furthers your brand. No deal is worth sacrificing your brand. That’s a lesson that applies to my clients as well as to the companies that seek their influence. ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS Ema Linaker is the Director of Digital at Edelman, MEA. She is a digital native who has been working integrated communications for leading brands and agencies for over 20 years. She has worked at Google, Nuance, Ogilvy & Mather, and prior to her current role at Edelman, she used to head up Leo Burnett’s team of social, mobile and digital experts, working on multinational brands like McDonalds, Samsung and P&G. Kristin Wong-Ward is the founder of Rose & Pacific, an influencer agency based in Dubai. R&P works with digital influencers to help them build their businesses, expand their platforms, and increase revenue through partnerships. Kristin also produces television and digital content. Before moving to Dubai, Kristin was a feature film and television executive in Los Angeles, California. She contributed to the story development, production, and marketing departments of one of the most successful film companies in Hollywood and built its digital division. She worked on films including Despicable Me, Hop, The Lorax, and Despicable Me 2, which have earned more than US$2 billion globally. Previously, Kristin worked at an A-list talent management firm, packaging and producing film and TV projects for all the major studios and production companies. Investing in building a relationship with an influencer that’s not a good match for your brand is simply throwing money away.

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Entrepreneur march 2017 42 LG’s eye-catching Hub Robot takes the concept of the smart home to the next level. By connecting to other smart appliances in the home, the Hub Robot uses Amazon Alexa’s voice recognition technology to complete household tasks such as turning on the air conditioner or changing a dryer cycle with simple verbal commands. The Hub Robot features an interactive display that can show you everything from images of contents inside of the refrig- erator to recipes with step- by-step audio instructions. Additionally, the Hub Robot offers conveniences such as the ability to play music, set alarms, create reminders and provide weather and traffic updates. It’s not just for tedious functions though, LG’s Hub Robot can interact with the entire family in a variety of different ways. It can move and swivel in place, as well as express emotions by showing a facial expres- sion on its display. It can also respond to you using body language, such as nodding its head when answering simple questions, and is always aware of activities inside the home, such as when family members leave, come home and go to bed. And because the Hub Robot is able to distinguish differ- ent family members’ faces with its camera, it can be programmed with a differ- ent greeting for each family member. Hub Robot makes home and family manage- ment a breeze. Sennheiser GSP 350 TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX This month’s tech line-up features products that are all about making your home lives easier and smarter- and make you look better as well. It’s okay to want them all… and no, it’s not our fault. The hub spot LG launches personal robots LG’s Hub Robot

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march 2017 Entrepreneur 43 Dyson blows away the competition with the introduction of its new Supersonic hair dryer. The Supersonic uses fast but focused airflow to dry hair quickly and carefully. It’s engineered to fit comfortably in your hand, run more quietly and protect hair from extreme heat damage. The Dyson Supersonic hair dryer is powered by its patented V9 digital motor, which is up to eight times faster and half the weight of other hair dryer motors. In addition, the motor is small enough to be positioned in the handle rather than the head for a more ergonomic design. The Dyson Supersonic hair dryer has intelligent heat control, helping to ensure hair isn’t exposed to excessive temperatures. A glass bead thermistor measures the temperature 20 times a second and transmits this data to the microprocessor, which controls the heating element. The volume of the air drawn into the motor is amplified by three due to Dyson’s Air Multiplier technology, producing a high pressure, high velocity jet air stream. Supersonic gives more flexibility of control than ever before with four heat settings, three airflow settings and a cold shot too. The dryer is complete with two magnetic attachments, a smoothing nozzle and diffuser, to ensure healthy, good-looking hair. Doing chores just got better with the LG TWINWash washing machine. A first of its kind, TWINWash allows you to do two loads of laundry at the same time. It has two completely separate washing compartments; the main one on top that is large enough to accommodate loads up to 19 kg, and a smaller one on the bottom that handles loads up to 3.5 kg. The powerful main washing machine handles the bulk of laundry, while the mini washer can be set to a different cycle to handle smaller loads. TWINWash features innovative suspension, six- motion DD technology, TurboWash, which reduces wash time by up to 30 minutes, and –wait for it- can also be managed using your smartphone. Thanks to its SmartThinQ application, you can remotely troubleshoot problems, monitor and control the washer from anywhere, anytime. TWINWash works hard so you don’t have to and, well, it looks good doing it. The all-in-one machine is striking in stainless silver with chrome trim and black tint- a surefire way to upgrade your life and home decor. #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 www.theglobalgazette.com and talk to her on Twitter @TamaraClarke. TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX Blown away Dyson Supersonic Hair Dryer Dyson Supersonic hair dryer IMAGES COURTESY: LG, dyson LG TWINWash washing machine Double down LG introduces TWINWash

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Entrepreneur march 2017 44 THE SINGLE-BUTTON “The single-button suit jacket, in my opinion, is changing the game. Once seen as the casual man’s go-to for those ‘fancy’ events, the one-button is now gaining popularity at black tie and formal events. I love the one-button suit because it gives you the deeper [lapel] to show off a killer shirt and tie combo or vest.” THE DOUBLE-BUTTON “The double-button suit, will probably be in every man’s wardrobe. It’s classical, yet powerful. It’s the jacket for every working day. It shows off just enough tie and shirt.” THE TRIPLE-BUTTON “It has come and gone out of the fashion world, but it’s a great suit for the taller man, showing less [lapel] in the jacket.” THE DOUBLE-BREASTED “The double-breasted jacket was predominantly worn by the more political, and conserva- tive man. It shows off sophis- tication. For that reason, the double-breasted jacket should be worn at ceremonies, gradua- tion events, and ball parties.” images courtesy Suit Up Dubai, boxknocks business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE ‘Trep trimmings The executive selection TAILOR TIME JOHN DOUGLAS, CO-FOUNDER, SUIT UP DUBAI, ON FINDING THE RIGHT SUIT FOR YOU Fuelled by fondness for tailored clothing and tired of facing the common task of trying to find well-cut suits in Dubai, John Douglas and Ryan Smith launched Suit Up Dubai in December 2016. With backgrounds in operations and sales, plus a keen eye for detail and high level of customer care, the duo tested free tailor-made clothing services to family and friends. The startup currently offers affordable, quality tailormade fitting services in Dubai and Abu Dhabi -including choices of fabric and bespoke measurements- in the comfort of your home or workplace. (They’ll even head to the gym -as the startup had once done- all without a shop front.) “Everyone’s tastes are different,” says Douglas, on choosing a suitable suit. He likens choosing a fabric to varying an individual’s personality. “It’s not a secret that when you feel confident in what you’re wearing, you have an increased level of confidence,” he adds, explaining that the wearer should go with what makes him comfortable. For those unaccustomed to wearing suits, the duo recommends a grey or navy suit- subtle in style, but with distinguishing details such as button holes a different color, leaving the last sleeve button undone to show your tailored suit as off-the- shelve don’t have working sleeve buttons. And if you’re into tailored suits and brave in peculiar touches, the duo suggest it’s time to take out the checker suits, or mix it up with a different colored trousers, jackets or waist coats. www.suitupdubai.com From 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 the dos and don’ts to selecting and wearing a suit, and a cool accessory to round out your look. BUTTON UP!

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march 2017 Entrepreneur 45 Feather Lapel Pin, BOXknocks HOW TO TELL IF YOUR SUIT FITS WELL SHOULDERS “The shoulder seam should finish flush, with the end of the shoulder. No kink, over halls or wrinkles. The seam on top of the shoulder should be the same length as the bone under it.” MID-SECTION “Chest, waist and hip should always show some shape, regardless of yours, the breast should follow your body with no gaps or kinks when closed and when open, we don’t want too much space that your jacket flaps around when walking.” ARMS “The arm length should show some cuff without having to constantly pull your shirt cuff down and the arm hole (literally the hole your arm fits through), should be high enough to show a separation from your chest to your arm.” TROUSERS “The waist should be the perfect measurement allowing you to wear your trousers with no need for a belt, regardless of fit style always watch out for the kinks at the bottom around your ankle when your trousers are too long.” KNOW YOUR KNOTS “This can be a key factor in the way your suit will look. It’s the small details at times that make a big difference. If you don’t know how to tie them, there are thousands of videos on YouTube on how to tie new knots.” FABRIC FIT FOR PURPOSE “Always ask, ‘What is your suit made up of?’ Always ask your tailor or check the label in the shop. Some fabrics hold heat more than others and in Dubai, with the summer coming up, that could be problem if you have the wrong sort of fabric. Likewise, if you travel to other countries, a lightweight suit may not be the best for the colder conditions.” THAT ONE FACTOR THAT REALLY MATTERS Execs, to make a lasting impression, the Suit Up Dubai founders emphasize that the most important factor in wearing a perfect fitting suit is the fit type, even more important than style and color. “Slim fit, body fit or classic fit, it’s the fitting of a suit that really does show the difference between one suit to another. Off-the-shelf is usually the easiest option for most of us with no time to get to a tailor, but off-the-shelve is created using an average based on neck size. Let’s be honest, there aren’t many of us that have the ‘average body’ that would allow off-the-shelf to fit perfectly. A suit that’s not perfectly fitted makes even the most beautiful colored suits look bad, if you’re a muscular guy then show off your shape, if you don’t have the shape, we can help to create more shape [to make you] look slimmer or for the gentleman the classic fit.” Simon Baker for Givenchy Gentlemen Only Absolute Editor’s pick BOXKNOCKS As an entrepreneur himself, BOXknocks founder Tareq Samara knows the significance of making an impact in the boardroom. The UAE-based startup offers a range of men’s accessories, and this feather lapel pin is a dandy touch your ensemble. With its distinctive texture, it’s a nice piece to round out your look. www.boxknocks.com

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Entrepreneur march 2017 46 TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO Keeping up with the times If you’ve been a part of the workforce for more than 15 years, you’ve probably heard some of the following complaints: • Millennials are disloyal! • Millennials won’t work long hours! • Millennials feel entitled! • And they’re narcissistic! And if you were stand- ing anywhere near me on a subway platform during the morning commute, there’s a chance I was the one saying those things. I have rolled my eyes at millennials who have had five jobs before the age of 28. I have wondered why anyone that young cares about work-life balance. (When I was 23, my idea of a healthy work-life balance meant I didn’t fall over while walking to my desk due to lack of sleep and the 20 or 30 cigarettes I smoked the night before.) And, yes, I have been dismayed by millennials’ nonstop social media action at work. But I’ve recently started questioning this attitude (OK, my attitude). Perhaps it was how impressed I’ve been with the young workers I’ve shared an office with. Or, it’s being old enough now to realize that narcissism does not have an age limit. So I took a look at the data, and the data had an attitude about me, too. It said I’ve been a raging idiot. Sure, millennials switch jobs more than any other generation, and more than half say they’re looking for a new job- but their median income, adjusted for infla- tion, is about US$2,000 less than the boomer generation made in 1980, with less sta- ble avenues up. And recent court decisions have said that “paying dues” in the form of working long hours is illegal. And according to CNBC’s recent All-America Economic Survey, 18% of millennials regard work-life balance as most important in an employer, whereas 19% of the general public feels the same way. The above facts suggest that most negative assump- tions about millennials are wrong. But unfair bias by older workers has happened ever since people started working in large offices together. As Google’s head of human resources, Laszlo Bock, recently told The New York Times: “What we’ve seen is that every single generation enters the work- force and feels like they’re a unique generation, and the generation that’s one or two ahead of them looks back and says, ‘Who are these weird, strange kids coming into the workforce with their attitudes of entitlement and not wanting to fit in?’ It’s a cycle that’s been repeated every 10 to 15 years for the past 50 years.” More research uncovered the following bits of histori- cal office dialogue: Entry-level worker: Yeah, I’ll be right there. But lemme Instagram this starfruit. Older worker: You’re kid- ding, right? - Whole Foods, 2016 Entry-level worker: Am I just gonna be, like, tabulating all day? Older worker: Seriously? - IBM, 1964 Entry-level worker: Is it salt- P-E-T-E-R or P-E-T-R-E? Older worker: [Just stares] - East India Company, 1674 Anyway. Here’s how to “deal” with millennials: 1. Stop with “millennials.” 2. There you go. In fact, disregard all gen- erational differences, says Christian Brucculeri, CEO of Snaps, a mobile platform that creates branded con- tent. “The same basic prin- ciples apply to the millennial generation as to any other age group,” he says. “Some people are inspired, excited, hardworking, humble and curious. Some are entitled, unfocused and political. Not everyone is great!” Chris Paradysz, co-CEO and co-founder of PMX, a digital marketing agency with clients like Wrangler and Steve Madden, agrees: “The millennial generation is stunningly similar to every other generation I’ve led and managed in the past 25 years.” Though, of course, time has changed one thing. David Reid, CEO and co-founder of EaseCentral, an HR and benefits platform, says the only difference between the new kids and the, um, older ones is the primary medium through which they get their information. For millenni- als, it’s the mobile internet- which makes millennials, he says, “much more socially diverse and overall more in- formed about social issues.” We don’t need to “un- derstand” millennials. We need to understand that the youngest generation is the least experienced but the most idealistic. Know why? Because they’re the youngest generation, and that’s what youngest generations do. Can that be irritating? Of course. Is irritation a symptom of old age? Indeed. Do I still think work-life balance is a pipe dream for unserious people? I do. Is someone on my lawn? I’ll go check. Want to understand millennials? It’s simpler than you think By Ross McCammon We don’t need to “understand” millennials. We need to understand that the youngest generation is the least experi- enced but the most idealistic. Know why? Because they’re the youngest generation, and that’s what youngest generations do. See this article in its entirety on Entrepreneur.com

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Entrepreneur march 2017 48 I n some circles, Ben Hogan is credited with “invent- ing practice.” Hogan was one of the greatest golfers of the 20th century, an accom- plishment he achieved through tireless repetition. He simply loved to practice. Hogan said, “I couldn’t wait to get up in the morning so I could hit balls. I’d be at the practice tee at the crack of dawn, hit balls for a few hours, then take a break and get right back to it.” For Hogan, every practice session had a purpose. He re- portedly spent years break- ing down each phase of the golf swing and testing new methods for each segment. The result was near perfec- tion. He developed one of the most finely tuned golf swings in the history of the game. His precision made him more like a surgeon than a golfer. During the 1953 Mas- ters, for example, Hogan hit the flagstick on back-to-back holes. A few days later, he broke the tournament scor- ing record. Hogan methodically broke the game of golf down into chunks and figured out how he could master each sec- tion. For example, he was one of the first golfers to as- sign specific yardages to each golf club. Then, he studied each course carefully and used trees and sand bunkers as reference points to inform him about the distance of each shot. Hogan finished his career with nine major champi- onships- ranking fourth all-time. During his prime, other golfers simply attrib- uted his remarkable success to “Hogan’s secret.” Today, experts have a new term for his rigorous style of improve- ment: deliberate practice. What is deliberate practice? Deliberate practice refers to a special type of practice that is purposeful and systematic. While regular practice might include mindless repetitions, deliberate practice requires focused attention and is con- ducted with the specific goal of improving performance. When Ben Hogan carefully reconstructed each step of his golf swing, he was engag- ing in deliberate practice. He wasn’t just taking cuts. He was finely tuning his technique. The greatest challenge of deliberate practice is to remain focused. In the begin- ning, showing up and putting in your reps is the most important thing. But after a while we begin to carelessly overlook small errors and miss daily opportunities for improvement. This is because the natural tendency of the human brain is to transform repeated behaviors into automatic habits. For example, when you first learned to tie your shoes you had to think carefully about each step of the process. Today, after many repetitions, your brain can perform this sequence automatically. The more we repeat a task, the more mindless it becomes. Mindless activity is the enemy of deliberate practice. The danger of practicing the same thing again and again is that progress becomes as- sumed. Too often, we assume we are getting better simply because we are gaining experience. In reality, we are merely reinforcing our cur- rent habits- not improving them. Claiming that improvement requires attention and effort sounds logical enough. But what does deliberate practice actually look like in the real world? Let’s talk about that now. Examples of deliberate practice One of my favorite examples of deliberate practice is dis- cussed in Talent is Overrated by Geoff Colvin. In the book, Colvin describes how Benja- min Franklin used deliberate practice to improve his writ- ing skills. When he was a teenager, Benjamin Franklin was criti- cized by his father for his poor writing abilities. Unlike most teenagers, young Ben took his father’s advice seri- ously and vowed to improve his writing skills. He began by finding a publication written by some of the best authors of his day. Then, Franklin went through each article line by line and wrote down the meaning of every sentence. Next, he rewrote each article in his own words and then compared his version to the original. Each time, “I discovered some of my faults, and corrected them.” Eventually, Franklin realized his vocabulary held him back from better writing, and so he focused intensely on that area. Deliberate practice always follows the same pattern: break the overall process down into parts, identify your weaknesses, test new strategies for each section, and then integrate your learning into the overall process. Here are some more examples. 1. Cooking Jiro Ono, the subject of the documentary By James Clear The beginner’s guide to deliberate practice CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS

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march 2017 Entrepreneur 49 James Clear writes at JamesClear.com, where he uses behavior science to share ideas for mastering your habits, improving your health, and increasing your creativity. To get useful ideas on improving your mental and physical performance, join his free newsletter JamesClear.com/newsletter. To have James speak at your entrepreneurial event contact him jamesClear.com/contact Jiro Dreams of Sushi, is a chef and owner of an award- winning sushi restaurant in Tokyo. Jiro has dedicated his life to perfecting the art of making sushi and he expects the same of his apprentices. Each apprentice must master one tiny part of the sushi-making process at a time- how to wring a towel, how to use a knife, how to cut the fish, and so on. One apprentice trained under Jiro for ten years before being allowed to cook the eggs. Each step of the process is taught with the utmost care. 2. Martial arts Josh Waitzkin, author of The Art of Learning, is a martial artist who holds several US national medals and a 2004 world championship. In the finals of one competition, he noticed a weakness: when an opponent illegally head-butted him in the nose, Waitzkin flew into a rage. His emotion caused him to lose control and forget his strategy. Afterward, he specifically sought out training partners who would fight dirty so he could practice remaining calm and principled in the face of chaos. “They were giving me a valuable opportunity to expand my threshold for turbulence,” Waitzkin wrote. “Dirty players were my best teachers.” 3. Chess Magnus Carlsen is a chess grandmaster and one of the highest- rated players in history. One distinguishing feature of great chess players is their ability to recognize “chunks,” which are specific arrangements of pieces on the board. Some experts estimate that grandmasters can identify around 300,000 different chunks. Interestingly, Carlsen learned the game by playing computer chess, which allowed him to play multiple games at once. Not only did this strategy allow him to learn chunks much faster than someone playing in- person games, but also gave him a chance to make more mistakes and correct his weaknesses at an accelerated pace. 4. Music Many great musicians recommend repeating the most challenging sections of a song until you master them. Virtuoso violinist Nathan Milstein says, “Practice as much as you feel you can accomplish with concentration. Once when I became concerned because others around me practiced all day long, I asked [my professor] how many hours I should practice, and he said, ‘It really doesn’t matter how long. If you practice with your fingers, no amount is enough. If you practice with your head, two hours is plenty.’” 5. Basketball Consider the following example from Aubrey Daniels, “Player A shoots 200 practice shots, Player B shoots 50. The Player B retrieves his own shots, dribbles leisurely and takes several breaks to talk to friends. Player A has a colleague who retrieves the ball after each attempt. The colleague keeps a record of shots made. If the shot is missed the colleague records whether the miss was short, long, left or right and the shooter reviews the results after every 10 minutes of practice. To characterize their hour of practice as equal would hardly be accurate. Assuming this is typical of their practice routine and they are equally skilled at the start, which would you predict would be the better shooter after only 100 hours of practice?” The unsung hero of deliberate practice Perhaps the greatest dif- ference between deliberate practice and simple rep- etition is this: feedback. Anyone who has mastered the art of deliberate practice -whether they are an athlete like Ben Hogan or a writer like Ben Franklin- has devel- oped methods for receiving continual feedback on their performance. There are many ways to re- ceive feedback. Let’s discuss two. The first effective feedback system is measurement. The things we measure are the things we improve. This holds true for the number of pages we read, the number of push-ups we do, the number of sales calls we make, and any other task that is impor- tant to us. It is only through measurement that we have any proof of whether we are getting better or worse. The second effective feed- back system is coaching. One consistent finding across dis- ciplines is that coaches are often essential for sustaining deliberate practice. In many cases, it is nearly impossible to both perform a task and measure your progress at the same time. Good coaches can track your progress, find small ways to improve, and hold you accountable to delivering your best effort each day. The promise of deliberate practice Humans have a remarkable capacity to improve their performance in nearly any area of life if they train in the correct way. This is easier said than done. Deliberate practice is not a comfortable activity. It requires sustained effort and concentration. The people who master the art of delib- erate practice are committed to being lifelong learners- al- ways exploring and experi- menting and refining. Deliberate practice is not a magic pill, but if you can manage to maintain your focus and commitment, then the promise of deliberate practice is quite alluring: to get the most out of what you’ve got. www.jameslcear.com

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Entrepreneur march 2017 50 CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS Helen Al Uzaizi is the CEO of BizWorld UAE and founder of the entrepreneurship education platform for the MENA region, Future Entrepreneurs. With a 15+ year career in the corporate and startup worlds, Helen directed her passion to the entrepreneurship education field, working to instill the entrepreneurial mindset in the next generation of leaders. The entrepreneurial spirit is not a gift bestowed on a small percentage of the population. On the con- trary, we at BizWorld UAE believe everyone is born an entrepreneur- they just need to develop certain skills and behaviors at an early age to truly grow into truly successful and effec- tive entrepreneurs. These behaviors not only define a successful entrepreneur, but can also be applied to any career path, develop leader- ship capabilities, and shape individuals who are engaged in their community. To make the most of these skills, they must be nurtured at a young age to realistically shape future entrepreneurs. Here are eight such traits that one needs to develop for business (and for life): 1. Learning from failure and getting back up Just saying the word “fail- ure” brings about a creeping sense of dread, yet it plays an important role in the entre- preneurship journey. Failure can become a self-fulfilling prophecy; if you fail once, get stuck in that mindset, and never try again, then you will never climb out of the pit. Or you can choose to look at failure as a valuable lesson, an experience where you learn, move on, and grow. By developing a resilient con- stitution, entrepreneurs will be more likely to overcome setbacks and have the deter- mination to get back up and keep moving forward. 2. Ingenuity, creativity, and critical thinking The difference between an entrepreneur that is just getting by and one who is thriving is a creative drive and an innovative approach to solving problems. Devel- oping this skill can start at early childhood; kids can de- velop these skills by learning to experiment and through activities that allow them to express themselves creative- ly. Nurturing ingenuity and creativity is a fun investment that can pay off greatly in the future. 3. Dedication and commitment to productivity Developing a sense of re- sponsibility to accomplish tasks will help you in all stages of life, from finishing homework at school all the way through to a profession- al setting. By starting early and developing a sense of ac- countability, you essentially create a habit and become addicted to the feeling of ac- complishment. 4. Curiosity and an appetite for knowledge Curiosity can be a great driving force for entrepre- neurs. A constant appetite for learning and knowledge can put you on a path of continuous self-development and growth. Developing this skill starts at childhood, by encouraging children to pick up new hobbies, pursue their interest, and explore the world around them. 5. Confidence and conviction It takes a lot of confidence to start a business, and it takes even greater confidence to persuade potential clients and ultimately grow your business. Believing in your abilities and your idea is essential during the entre- preneurship journey, but this doesn’t happen overnight. This skill needs nurturing. It can be done by encouraging children to believe in them- selves and their abilities. It will help them grow up to be individuals with conviction and the ability to communi- cate their ideas and point of view to others. 6. Compassion and emotional intelligence Empathy is as crucial for a progressive society as it is for entrepreneurs work- ing with a team. This goes beyond relating to others’ emotions, but working with others to help accomplish their goals and aspirations. Parents can set an example for their children by showing them what it means to listen to others, support those around them, and why it is so important to do so. 7. Positivity and optimism Entrepreneurs are often told that they need to surround Eight skills every entrepreneur needs to develop for business (and for life) By Helen Al Uzaizi Growing into entrepreneurship Children, by learning that they can make a difference in their immediate community, will develop an understanding to the challenges our society faces. By participating in activities like cleanups or food drives, they’ll continue on this path of commu- nity engagement in the future.

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march 2017 Entrepreneur 51 themselves with positive people, but equally impor- tant, they need to be positive to succeed. Having a nega- tive outlook can drain one’s energy and alienate people, hurting personal and profes- sional prospects. Children aren’t born pessimistic, it’s a learned trait, and so is opti- mism. That’s why optimism needs to be nurtured at an early age so they can be posi- tive about their abilities and their future prospects. 8. Engaging the community Entrepreneurs experience loneliness, sometimes ampli- fied by the stress of their daily lives. The best cure for loneliness is helping others because it provides a deep sense of fulfillment and belonging to the community. In addition, by becoming involved in the community you gain new perspectives and further boost your self-esteem. Children, by learning that they can make a difference in their immedi- ate community, will develop an understanding to the challenges our society faces. By participating in activities like cleanups or food drives, they’ll continue on this path of community engagement in the future. Nurturing these skills in children today can create more capable and effective entrepreneurs, leaders, and responsible citizens. While the BizWorld programs focus on the practical aspects of entrepreneurship, we place equal emphasis on develop- ing these skills that help the entrepreneurial spirit truly shine. D iving into the industry’s self- driving race, Ford Motors has invested US$1 billion for the next five years in Argo AI, an Artificial Intelligence startup focused on developing autonomous vehi- cle technology. Fun fact? The AI startup was founded by Bryan Salesky, a former employee from Google’s self-driving team, and Peter Rander, who previ- ously headed Uber’s autonomous efforts up until September 2016. With Ford’s proficiency in the automotive sector and Argo AI’s robotics know-how, a team from the two entities would develop a virtual driver system for Ford’s autono- mous vehicle that’s set to be delivered in 2021. The investment essentially means that Ford is gaining a majority stake in the startup, though Ford CEO Mark Fields has expressed how Argo AI will oper- ate independently, and is incentivizing employee retention by offering equity in the startup. And in the future, Argo AI plans to license its tech to other companies too. Quite familiar to those watching the industry too- if you remember, last year, Volvo partnered with automotive safety company Autoliv to develop autonomous software, and license it in the future too. That’s not to ignore Tesla’s approach to updating its software, with Uber looking for cities to test its self-driving feature, and Google’s parent company Alphabet launching new division Waymo to primar- ily focus on developing its autonomous vehicle tech. And if we look closer to home, UAE is taking steps to being a smart city, further closer to the vision of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of UAE and Ruler of Dubai. In collaboration with firm Ehang, the Road and Transportation Agency recently revealed their plans for the Chinese EHang 184 passenger drone to launch operations soon. Showcased at the World Government Summit in Dubai, the autonomous aerial vehicle was tested and found capable of carrying a person. With a lot of players involved, we might finally be closer to having flying cars and more, soon. | THE FIX | The race is on Ford invests US$1 billion in autonomous vehicle technology startup Argo AI Peter Rander, Argo AI COO, Mark Fields, Ford president and CEO, Bryan Salesky, Argo AI CEO and Raj Nair, Ford EVP The difference between an entrepreneur that is just getting by and one who is thriving is a creative drive and an innovative approach to solving problems. Developing this skill can start at early childhood. image courtesy ford motors

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Entrepreneur march 2017 52 W hen we think about the first industrial revolution, we imagine heavy- weight iron machinery. As we enter a new era in industrial manufacturing, we couldn’t be further away from that. Smart, intelligent machines are improving our lives– both on an industrial scale and in our homes. It’s been termed Industry 4.0 and has been gaining atten- tion on the global stage. But what does it actually mean and what are its applica- tions in everyday life? Here are four things you may not know about Industry 4.0: 1. Old machine + rapid con- nectivity = new benefit Industrial scale machinery is a big investment– for manufacturers to make the most of their machinery to- day and optimize efficiency, connecting machinery to the internet is the next step. But in reality, many machines used in skilled trades or manufacturing are still not connected. Investing in all new machinery doesn’t have to be the only solution – actually, lots of old ma- chinery can be retrofit with solutions: the sensors, the software and connections– to bring them into the new industrial age. This enables things such as predictive maintenance, reducing downtime while increasing productivity– an investment that can pay for itself in just 18 months, versus buying new machinery. 2. Open standards = open economy Bosch is helping to remove one of the biggest barri- ers for smaller companies seeking to enter connected industry. The company is seizing the initiative and presenting a new, open industry standard it has developed in-house for the exchange of data in connect- ed industry. This will enable interplay between a wide variety of partners in the internet of things (IoT) and in Industry 4.0. The new standard will, for instance, support the quick, easy, and secure transfer of data from sensors that SMEs supply to manufacturers to the production systems of large companies. The protocol is freely available and free of charge. Letting companies of all size exchange data will increase innovation and competitiveness, as well as help Industry 4.0 become more widely established. This is good news for the global economy, as well as here in the UAE, where there are strategic govern- ment visions in place to drive industrial and manu- facturing development. 3. Automation = new job opportunities There’s been a lot of talk that with the rise in auto- mation of services as seen in Industry 4.0, human capital will pay the price. And while it means that there may be a redistribution of work- force, it paves the way for new opportunities. Actually, Industry 4.0 opens the door to a whole new workforce in areas such as mechatron- ics engineering, industrial mechanics, and electrical engineering for automation technology. For the younger generation, now is the time to consider choosing STEM areas of study; the career possibilities are endless as Industry 4.0 expands across all sectors. 4. Connected technology = ease and efficiency for consumers Imagine, you want to buy a new car– but in this age of personalization, you want to make it your own, and give it the personal touch. Once you’ve configured the car of your dreams, the per- sonalized data is transmit- ted to the manufacturer’s information systems. Your design data is connected and shared with different systems, flowing in two directions– to the manufac- turing floor and to suppliers, to ensure parts and materi- als are ready for produc- tion. This forms a network between manufacturer and supplier. Once connected, a basic chassis and all the required materials are given an ID tag. This tag enables By Volker Bischoff It’s not fiction, it’s not the future- it’s the reality of manufacturing today Industry 4.0 is here TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX Volker Bischoff is General Manager of Robert Bosch Middle East, part of the Bosch Group and a leading global supplier of technology and services. Bosch offers products and solutions from automotive parts and equipment, drive and control technology and power tools to thermotechnology and security systems across the region. Industrial scale machinery is a big investment– for manufacturers to make the most of their machinery to- day and optimize efficiency, connecting machinery to the internet is the next step.

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march 2017 Entrepreneur 53 the parts to guide them- selves through the factory– the products are in the right place, at the right time, for maximum efficiency. When the chassis passes an intel- ligent station, its ID tag is scanned. Your design data is transferred to a cloud server and interactive communica- tions platform, which runs all relevant production line data in real time; intel- ligently connecting man, machine and production. But this doesn’t mean that factories will no longer need human talent; Industry 4.0 technology actively assists assembly workers. The technology is fine-tuned to workers’ individual capabilities to boost their efficiencies. Even handheld tools have smart technology to connect man and ma- chine better– making wrong assembly impossible. Now, you are eagerly awaiting your car– you don’t want to experience a delay. Suppos- ing one of the machines in the production line is about to breakdown? Since it is part of the Industry 4.0 platform, the data generated by the machine predicts the breakdown before it hap- pens. This means no more pulling out repair manuals; workers can use video gog- gles and augmented reality to connect in real time and fix the impending problem swiftly, meaning little or no interruption to production. Everything is in place, even with last minute changes– your new car is ready to roll! Innovations in Industry 4.0 mean better quality services and products, more effi- cient use of materials and improved safety standards. These innovations are not the stuff of science fiction; they are a reality of modern manufacturing today, re- gardless of scale and size. By Tarek Sultan Tarek Sultan is the Chief Executive Officer and Vice Chairman of Agility, one of the world’s leading providers of integrated logistics. It is a publicly traded company with more than $4.3 billion in revenue and more than 22,000 employees in over 500 offices across 100 countries. D igital disruption in the logistics industry is happening in ways big and small. For a mature company in a mature industry like ours, this can be either terrifying or exhilarating. Personally, I am excited about the potential to close known gaps with our customers, drive efficiencies, deepen access to services, and open entirely new markets with new ways of doing business. Our approach at Agility is two-fold. First, disrupt ourselves from within, and simultaneously, invest in the disrupters. The certainty of disruption Change in our industry is inevitable. Here’s a quick example. Even if you only spend US$10 on an e-commerce platform like Amazon, you get a digital experience that works simply, easily, and well. You can buy your product, track its progress en-route, and manage returns or concerns, all on a single platform. However, when it comes to freight forwarding, shippers can spend anywhere from hundreds of thousands to millions of dollars on freight and still have to write emails, make calls, fill out paperwork, and very often, still not know with precision where their goods are at any point in time. It doesn’t add up. It’s neither coincidental nor surprising that venture capitalists have quadrupled investments in freight forwarding startups in the last couple of years, according to The Wall Street Journal. Venture capital funding for freight forwarding companies exceeded $1 billion in 2015, more than double the amount invested in the five prior years. Put simply: the industry is ripe for change. Partnering with the disrupters Digital disruption is not just about improving the business we have today. It’s also about anticipating new ways of doing business. On this front, Agility has created a new technol- ogy venture to invest in disruptive technology related to logistics. The idea is to look outside our company at new business models that we feel that we can either adopt internally or promote through our business. For example, we have invested in Cargo X, a platform that is looking to revolutionize how road freight is booked in complex markets like Brazil. Our goal is not just to see it succeed in Brazil, but to help bring the model to other emerging markets where we have strong local relation- ships with regulators, shippers, and transport suppliers. Using similar reasoning, we are partner- ing with Colle Capital, an early-stage venture capitalist. One of Colle Capital’s portfolio companies, called Hyliion, has developed a hy- brid technology for the trucking industry that reduces fuel consumption and correspond- ing emissions by a staggering 30%. These savings are achieved by recycling otherwise wasted kinetic energy and through a simple 30-minute trailer retrofit. Hyliion has the potential to disrupt multiple industries, from supply to oil-and-gas and beyond. Imagine for a moment the impact of a near-term 30% reduction in diesel consumption for trucks. While we believe that this technology will succeed in its own right, we also believe that we can accelerate value creation by using the technology in our own fleets and promoting the technology with customers around the world. This philosophy of finding multiple points of leverage is at the heart of our tech strategy. Disruption without distraction The challenge of being a big company is not distracting the core business, even as we invest in the technologies that may change it forever. There are many cautionary tales of logistics titans in our industry that spent hundreds of millions of dollars on transform- ing their technology platforms and ultimately failed. Internally, our approach has been meas- ured change: engage widely, pilot at every step, and roll out in phases, fixing problems early and continuously. From our technology venture perspective, we ring-fence our invest- ments from the business until it makes sense timing-wise, geography wise or service-wise to link them together. In this way, we hope to reap the benefits of revolution with the rela- tive ease of evolution. Closing the gap How Kuwait-based logistics giant Agility is embracing digital disruption Agility warehouse image courtesy agility

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Entrepreneur march 2017 54 You need to spend only a few minutes with Bader Samir Tayeb, the founder and CEO of YaHalla Global Technologies LLC, to see the enthusiasm and excitement he has for his enterprise, which the Emirati entre- preneur hopes and dreams to become the “leading technology company of the region.” As a UAE brand that has already released a smartphone (Alif), a tablet (Alpha), and is now working on bringing out more such gadgets into the market, Ya- Halla’s uniqueness is what is making it stand out right now, and Tayeb’s determi- nation and passion looks to be what will take the com- pany further forward on the road to success. Armed with a family business background and experience in the bank- ing sector, Tayeb set up YaHalla to fulfill his own entrepreneurial ambitions (“I always wanted to cre- ate something of my own, ever since I was a kid,” he says), and he found him- self being spurred ahead in this endeavor by the Smart City vision of H.H. Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai. Inspired by Sheikh Moham- med’s drive to make Dubai and the UAE a leader in terms of technology uptake and application, Tayeb says that he has followed the same principle in crafting and building the gadgets un- der the YaHalla brand. The specs for the devices speak for themselves- as an ex- ample, Tayeb points toward the Alif smartphone’s sleek wood-accented design and its superior battery prowess, and as for the Alpha tablet, its built-in LED projector, which transforms your small screen into, well, a large one, is perhaps its most prominent feature. And the reception to YaHalla’s prod- ucts has been positive as well, Tayeb says- he show- cased his company and its offerings to the world for the first time at GITEX in Dubai last year, and the response he got was very heartening, he claims. “People didn’t ex- pect a smartphone brand to come out of the UAE,” Tayeb says. “So, the reaction was good- it was more than what I expected!” Right now, Tayeb says he is in talks with both private and government entities in the UAE who are keen on supporting a homegrown brand like YaHalla, while also stepping up the compa- ny’s marketing endeavors to make itself better known to potential customers in the UAE, the GCC, and beyond. After all, just in terms of a brand name, YaHalla is es- sentially catered toward the Arabic-speaking user, for whom the standard “Hello!” greeting when picking up the phone is –you guessed it- “YaHalla!” According to Tayeb, its marketing and branding efforts are key to By Aby Sam Thomas YaHalla founder and CEO Bader Samir Tayeb is keen on making his Emirati tech brand stand out in the market Designed in Dubai TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX Alif smartphone LTPS AUO (2.5D Arc screen) Android 6.0 Marshmallow 6000+ mAh Battery Capacity FHD 1920x1080 pixels 13MP Rear + 5MP Front Camera with Dual Flash Corning® Gorilla® Glass 3 5.5 inch Display GSM / WCDMA / FDD-LTE Fingerprint Scanner, Multi-function upto 5 fingers 64 Bit MTK6753 Octa Core 16G (Micro SD card Up to 64GB) Mali T720 3GB LPDDR3 RAM Bluetooth 4.0, WiFi Support, GPS Alpha tablet DLP 0.3EM Inch DMD panel Capacitive Touchscreen Brightness 50 Lumens 1280x800 Resolution Projection Distance : 20 to 380 CM 8000mAh Battery 8 inches size Camera : 5 MP Rear + 2 MP Front Android 4.4 Processor Speed (max) 1.4GHz RK3188 Quad-Core Mali-400MP GPU 32GB, 2 GB RAM WLAN, Bluetooth, GPS

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march 2017 Entrepreneur 55 making YaHalla work as a business- he believes that if marketed correctly, the company’s products’ specs are of such a high grade that it would easily appeal to the tech savvy populace of the UAE and the region. As for the road ahead, Tayeb says he is going to continue with his efforts to make YaHalla more known in the mobile devices market, while continu- ing with his research and development efforts on new products to be launched. Tayeb is clear that he wants YaHalla to be the future leader in this space, and while it may be a grand dream given the crowded nature of the market today, Tayeb says that it is still large enough to entertain such possibilities- statis- tics portal Statista.com predicts that “by 2017, over a third of the world’s population is projected to own a smartphone, an estimated total of almost 2.6 billion smartphone users in the world.” With the future holding such potential, Tayeb feels that YaHalla can indeed tap into this market- and from his perspective, he is keen on making sure his products are able to stand up to the best in the market today. For the record, YaHalla’s insistence on adhering to exacting high quality standards for its range of products are indeed getting it noticed- for instance, Tayeb was presented with the Tech Innovation award at the 2016 Enterprise Agility Awards staged by Entrepreneur Middle East. As for what’s next for the brand, Tayeb reveals that besides newer editions of its existing product portfolio, YaHalla also has smartwatches, smart- glasses, drones, and “more” in the offing- he’s keeping his cards close to his chest as to what “more” exactly refers to, but once again, Tayeb’s excitement about the future is easily palpa- ble. And we wish him all the luck for it! The Dubai Chamber of Commerce and Industry in association with the Smart Dubai Office have launched the second edition of the Dubai Smartpreneur compe- tition. Aiming to transform Dubai into a Smart City, a vision in line with that of H.H. Sheikh Mohammed bin Rashid Al Maktoum, UAE Vice-President and Prime Minister and Ruler of Dubai, the Smartpreneur challenge invites entrepreneurs based in the UAE to contribute to this digital transforma- tion with their technology innovations. H.E. Hisham Al Shirawi, 2nd Vice-Chairman, Dubai Chamber, Essa Al Zaabi, Senior Vice Presi- dent - Institutional Support Sector, Dubai Chamber, and General Coordinator, Tejar Dubai, launched Smart- preneur in the presence of entrepreneurs and other members of the UAE’s busi- ness community. According to a statement on the launch, those inter- ested to apply are required to submit their business ideas, which must belong to the following areas covered under the Smart Dubai mandate: “smart economy, smart living, smart mobil- ity, smart governance, smart environment, and smart people.” The ideas will then go through an assessment process by a jury panel, and participants who qualify will then attend a two-day workshop on building relationships, and developing a full business plan, in relation to the sector to which they belong. Cash prizes worth AED150,000, and the opportunity to join a year-long Tejar Dubai entre- preneurship program await the top three winners of the Smartpreneur contest. The challenge is being held this year with the support of Dubai Startup Hub, and in collaboration with IBM. For more details about the competition, check out www.dubaichamber.com. Get smart Dubai Chamber and Smart Dubai Office invite applications for Smartpreneur 2017 image courtesy yahalla | dubai chamber Tayeb says he is in talks with both private and government entities in the UAE who are keen on supporting a homegrown brand like YaHalla, while also stepping up the company’s marketing endeavors to make itself better known to potential customers in the UAE, the GCC, and beyond. Bader Samir Tayeb, founder and CEO, YaHalla A panel discussion at the Smartpreneur 2017 launch at Dubai Chamber H.E. Hisham Al Shirawi, 2nd Vice-Chairman, Dubai Chamber at the Smartpreneur 2017 launch

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Entrepreneur march 2017 56 G iven the headline of this piece, before readers start sending in com- ments that I am out of touch with reality, or that I am living in the 19th century, let me hereby make the statement that I love technology. I embrace it, and I have been an early adopter of all things digital. If it has a LED screen on it, then I have probably owned it, its prototype, and I will prob- ably be first in line to buy its successor as well. The older readership might remember the Apple Newton from 1994 –the forerunner to the iPhone and iPad- I bet that very few of you saw one, let alone own one, but well, I did. This will therefore make my next com- ment on the retail landscape sound quite contradictory of my feelings on technol- ogy, but let me say it anyway: e-commerce or social selling is not the be-all and end-all of retailing. While e-commerce, especially in the MENA region, is growing exponentially with every second person wanting to be a digital entrepreneur, people should not forget that the ultimate way to build a brand is to allow the consumer or potential customers to see it, feel it, smell it– quite sim- ply, to experience it. E-commerce might afford numerous benefits such as cost efficiencies and market entry in a far quicker man- ner than traditional retail- ing channels, but there are pockets of the economy that will need -and always depend on- the brick and mortar retail stores. Detractors from this statement will point to tradi- tional retailing sectors such as fashion, and point to the success of Net-a-Porter and other online fashion sites. To this, I would concur and state that these e-commerce portals are wonderful for established brands where the consumer knows what he or she wants, but what about the up-and- coming designer that no one has ever seen? Where does he or she show off their creativ- ity, and allow the customer to discover their talents? Over the past 12 to 18 months, I have been working to build my skincare brand, Herbal Essentials, while competing with established, better-funded brands. As a result, I have been amused to receive various snippets of well-meaning advice, all geared at becoming a digital entrepreneur: “Launch your e-commerce platform, and sell through that, as it will increase your brand reach and valuation.” (A note here: peo- ple here often seem obsessed about valuations, which don’t really mean anything to an entrepreneur whose business is not for sale. For the record, though, yes, we at Herbal Es- sentials are “online,” and we offer worldwide shipping as well.) But the point I wish to make here is that when it comes to smaller brands or early-stage businesses, please do not forget to allow the customer (who is the ultimate judge on whether you will succeed or fail) the opportunity to experience your products and services. For many businesses, this means giving them the opportunity to experience the brand in a live format. I can’t help think that people seem to forget that some businesses –such as fragrances, fashion or skincare– need the end con- sumer to feel the texture of the product, smell the fragrance note, try on the dress or shirt, and consult with a retail advi- Aly Rahimtoola is the founder and CEO of Herbal Essentials, a Dubai-based consumer skincare brand. He is an Endeavor Entrepreneur. www.herbal-essentials.com Not all about the clicks The case for retail businesses to have a brick and mortar presence (even in the e-commerce era) By Aly Rahimtoola ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS

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march 2017 Entrepreneur 57 sor on how to fix that irritat- ing skin concern. Until the digital world can figure out how to teleport what I call this real-world experience through a mobile device or tablet, then the case for brick and mortar stores will always exist. E- commerce isn’t the sole way for a brand to grow. Entrepreneurs and startups need to remember this point, and then follow a strategy that compliments how best they can reach and interact with their customers. I am willing to place a large wager that they would or could develop a deeper “consumer relationship” with human interaction and old fashioned customer service, than by an app on their mobile device. The fact that e-commerce portals in North America that have grown into giants with amazing valuations on the strength of their digital reach like Warby Parker, Amazon and Birchbox to name but a few, are all opening, or have opened, physical retail stores helps to make my point. The lesson here is that for smaller brands or newcomers trying to enter the market, scale, and develop a loyal customer base, there is no substitute for a superb retail experience, and for people to feel your product up close and personal. But don’t get me wrong: if you know you need to buy a specific brand or item, and want to stick to what you have always purchased, then e-commerce is wonderfully useful and a great way to make repeat sales. Souq, MarkaVIP, JadoPado and other regional e-commerce portals are great businesses (as Noon will be too), and there is no doubt established brands will focus on these portals in the months and years to come where ef- ficiencies and rent savings can be passed on to the consumer. The potential loser in this triangle will be the traditional retail landlords who for many decades have been dependent on the same brands opening stores in multiple locations. How many malls in the UAE carry the exact same big name shops as other malls? With the advent of e-commerce, this will change. Smart retail landlords in the UAE and GCC, who understand this and can see the seismic shift in channel strategy that is about to happen should seek out smaller niche brands offering them discounted or cheaper rentals to lure them in and retain footfall and interest from consumers. A potential alliance between smaller niche startup brands supported by the retail landlords could be an interesting alternative to the big brands going online. The lesson here is that for smaller brands or new- comers trying to enter the market, scale, and develop a loyal customer base, there is no substitute for a superb retail experience, and for people to feel your product up close and personal. www.herbal-essentials.com

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Entrepreneur march 2017 58 C onsidering ventur- ing into the world of entrepreneur- ship by starting a franchise busi- ness? There are definitely advantages to going down this route when starting up a business- here are a few that I realized when I brought the California-based casual dining restaurant, zpizza, to the UAE: 1. With a franchise busi- ness, you get to enjoy a support system from the start Opening zpizza has been a fantastic, worthwhile opportunity for me, as it has allowed me an ideal balance between being independent and receiving guidance. With an abundance of valuable previous experience, the franchisor has provided me with a strong support system, while allowing me to run my own business. During the preparation of opening zpizza, they shared their vast knowledge and expertise on the products. Additionally, as the business model had already been set up, I felt safe in the knowledge of the available resources. 2. Your risk factor in launching a franchise business is considerably less Although, admittedly, there are still a number of risks involved, opening a new outlet has, on the whole, been less risky than starting a business from scratch. I have been fortunate enough to begin a project that has an existing proven business model, and, as a result of the power of the internet, I have had the opportunity to carry out searches on zpizza’s background before signing any contracts. One great advantage of opening zpizza, rather than a brand new business, is that I have spent less time and invest- ment in my busi- ness. Additionally, before investing, I was privileged in that I could acquire financial figures from the franchisors, and, in turn, I gained knowledge of what to expect from the beginning. 3. You get to research the business’ viability before you start it I have been able to apply my analytical skills before open- ing zpizza by carrying out research on the viability of the business. One vital piece of information that fran- chisees hope to obtain is the confidence in which the new investment will succeed. As a business owner, my previous experiences have allowed me the ability to suf- ficiently network –as well as use my connections– to open doors that might not have been opened beforehand. 4. Franchise businesses have higher rates of suc- cess It is a proven concept that franchises have a higher rate of success in compari- son to a startup business. As a sizeable amount of work has already been achieved by the franchisor, high-brand awareness and recall has successfully been accom- plished. As it is my goal to triumph, I primarily deter- mined how much I would have to invest, how much I was willing to risk, and had to gain a deep understanding Cashing in on opportunity Here’s why opening a franchise business is better than starting your own By Harsh Pancholia franchise Medativ founder Mohamed Elawad Holding a Bachelor’s degree in Business Administration from Babson College in Boston, Harsh Pancholia was raised by a family with strong business and entrepreneurial backgrounds, and is the fifth generation Pancholia Dubai resident. Pancholia founded Arabian International Food in 2015 and after discovering the UAE’s growing demand for fresh, healthier choices, he decided to open zpizza, the California-based pizza outlet that attracted international interest with its healthier options and all-natural ingredients. companies and businesses are always more willing to engage with internationally recognized brands, as fran- chisees representing an international brand often receive more credibility. Harsh Pancholia, MD, Arabian International Food A zpizza outlet in Dubai

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march 2017 Entrepreneur 59 of the required initial invest- ment. Before jumping in with two feet and making changes to existing products, it is essential for me to preserve the brand. I continually strive to remain enthusiastic about zpizza, in the hope that this shines through my employees. Recruiting a great team will ensure suc- cess for zpizza– by treating employees with respect, offering worthwhile training and challenging staff, they too will exert their passion for the brand. 5. You are building a busi- ness based off a well- established model zpizza reaps the rewards of having been tried and tested. Open- ing a new outlet has ensured that the already success- ful ideas and operational methods and procedures can be followed. The franchising model has given me access to these systems and proce- dures, with me only having to make some tweaks based on the setup that I have. Additionally, as brands com- monly have franchises all over the world, they benefit from an internationally rec- ognized brand name. With over 100 branches across two continents –includ- ing the US, South Korea, Vietnam, Bahrain and the UAE– zpizza has the benefit of an immediately recogniz- able brand name, with an established reputation. 6. Business relation- ships As the franchisor has previously built strong establishments, I have been able to benefit from these already-in-place relation- ships. Typically, companies and businesses are always more willing to engage with internationally recognized brands, as franchisees rep- resenting an international brand often receive more credibility. This, in turn, makes it easier to initiate a working relationship for the supply chain, as well as helping to gain access to prime locations. www.zpizza.com | www.genican.com F rom making elabo- rate shopping lists to posting notes on the refrigerator to smartphone apps, the humble grocery list has come a long way. A common theme across this evolution is the fact that the activity involves forget- fulness. To counter this problem, entrepreneur and inventor Rob Griffin created GeniCan, a “smart” trashcan that scans your trash to generate grocery lists. Along with other futuristic smart home technologies, GeniCan also made an appearance at the CES 2017 event in January at Las Vegas. The patent pending attachable device for your trashcan uses barcode scanners and voice recognition technology to help you make shopping lists based on what you’re disposing. The founders, who per- sonally experienced issues relating to shopping for their grocery, knew that there was a problem to solve, and also that Internet of Things (IoT) could solve it. “The best time to capture those items for the shopping list is the second you throw them away! So obviously, the best spot for the device was the garbage can and/or recycle bin,” founder Griffin writes in a blog, explaining the motivation behind Geni- Can. As a user, you simply need to scan items before tossing them into the can, and the device adds it to an associated smartphone app. For items with no/unread- able barcodes, you state the item name, and GeniCan would add that to your grocery list as well. If grocery shopping still sounds like a daunting task, then worry not, GeniCan can make it easier. Through a partnership with Amazon called the Amazon Dash Replenishment Service, GeniCan also arranges to deliver supplies directly to your home or office. While the device only supports products and barcodes of the US market in their current database, and uses only English for voice recog- nition, the app allows users to add descriptions and images for new items, and the startup also says that it will focus on supporting additional countries. GeniCan is a smart trashcan that scans your trash to generate grocery lists Brainy bins | geek |

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Entrepreneur march 2017 60 California might be known for the Gold Rush of 1849, but a newfound thirst for riches has swept across the globe. Modern-day prospec- tors are more interested in finding a mother lode of venture capital dollars than they are in panning for shiny rocks. VC fever is upon us, as evidenced by the recent mind-boggling US$68 billion valuation of unicorn startup Uber. The ride-hailing app’s stag- gering valuation made it the most valuable startup in the world, ahead of powerhouses such as Airbnb, Snap Inc. and SpaceX. Capitalizing on the free flow of VC invest- ment in 2016, Uber took in $3.5 billion from Saudi investors, added a $2 billion leveraged loan, and acquired a Chinese rival in a $35 bil- lion mega-merger. The streets of Silicon Val- ley, it seems, are paved with VC gold. But that hasn’t always been the case. In the lean times of the Great Recession (circa 2007) the idea of venture capital in- vestment for startups didn’t have the same luster- boot- strapping was the name of the funding game. Founders spent time sell- ing rather than pitching investors for big checks. I remember hitting my dad up for help covering my car payments so I could make payroll. We maxed credit cards and waited for that next customer payment to come in the mail. The VC gold rush dramati- cally changed the narrative, but this flood of funding has been a blessing and a curse. Lessons from the pre-boom era are worth resurrecting. The shiny gleam of easy VC funding blinds many compa- nies to reality. You might not qualify for or necessarily want this sort of invest- ment. Depending on the company you’ve created, the stage of your growth and your goals, you might not even attract any VC interest. Fortunately, there are other fund- ing options: 1. The wisdom of crowds Crowdsourcing has moved beyond tips for finding the best restaurants. The JOBS Act of 2015 threw open the floodgates of equity crowd- funding in the US Crowd- funding platforms such as SeedInvest, Indiegogo and Fundable have lowered entry barriers for people interested in funding small businesses. Similar options are available in the United Arab Emirates through platforms such as Aflamnah and Eureeca. This option can be risky, as many investors with equity on your books can quickly bog down your corporate opera- tions. 2. Life and debt Debt is a four-letter word, but that doesn’t mean you should strike it from your vocabulary. One powerful advantage of debt is that it can allow you to maintain your equity. If your busi- ness is still in the bar napkin phase, taking out loans against your personal credit or business assets might make sense. If your business is beyond that initial startup phase, there are new options avail- able such as venture debt. Unlike a regular loan, ven- ture debt comes in exchange for rights to purchase equity. It can be particularly useful for startups that don’t yet have positive cash flow or assets to serve as collat- eral. Venture debt can help lengthen your runway and give you the time you need to fully flesh out your plans. 3. Reaping what you sow Seed funding is similar to VC, but with fewer catches. This option typically comes from an angel investor or someone in your personal money ask the money guy | vc viewpoint | your money | ECON Seven ways to fund your startup on the sly Put your credit card away By Zach Ferres www.eureeca.com | www.grants.gov Seed funding is similar to VC, but with fewer catches. This option typically comes from an angel investor or someone in your personal network.

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march 2017 Entrepreneur 61 network. A seed investment transaction involves a cash- for-equity (or future equity) exchange, but you don’t need to pay back the investment or make any sort of personal guarantee. It’s a great option for early ventures that have a large potential upside. An- gelList has built a database of angel investors located in and interested in Dubai, offering you thousands of potential contacts. 4. Survival of the fittest There are countless pitch competitions throughout the world that offer prize money to promising startups without taking equity. In my backyard, the Arizona Innovation Challenge offers $250,000 as its gold medal- definitely nothing to scoff at. Aside from the obvious financial benefit, these contests offer ancillary advantages, such as the opportunity to perfect your pitch, gain feedback from in- dustry experts and network with key business contacts. Dubai’s upcoming STEP 2017 conference includes a pitch competition with cash prizes that could provide the thing your startup needs to surge from a promising idea to a growing venture. 5. A grant adventure The government is literally giving money away- with a few provisos. Nonprofits working in science, technol- ogy, education and medi- cine can seek federal grant money. A quick search of Grants.gov turns up more than 1,000 federal grant pro- grams. The downside? The applications are typically onerous and can quickly become a time suck. The government won’t ask for equity in your startup, but there will still be strings attached in the form of compliance reports. The US-Middle East Part- nership Initiative offers grants of up to $150,000 to organizations working to develop independent media organizations; expand op- portunities for women and youth; and support citizen efforts to contribute to positive economic, social and political empowerment. Opportunities in the UAE are fairly plentiful, including the Khalifa Fund for Enterprise Development, twofour54 and the Mohammad bin Rashid Establishment for Small and Medium Enterprise Develop- ment. 6. The old-fashioned way Bootstrapping might be my favorite funding method. You’re essentially selling your product or service or using a credit card to grow your startup. Negotiate bar- ter or trade deals with other companies. Employ staff in exchange for company equity as opposed to instant cash. Seek out favorable busi- ness conditions such as the fabled free zones of the UAE. A lot of founders will take on a side hustle to make enough money to fund their venture. A recent survey of small business owners by American Express OPEN found that about 15% were working a second job to make ends meet. Potential investors and lenders will likely be impressed with what you manage to accom- plish through sheer will and a bit of elbow grease. 7. Accelerate your growth Startup accelerators and startup studios are increas- ing in popularity worldwide. The number of accelerators in the US increased by 50% from 2008 to 2014, ac- cording to Brookings. These organizations offer benefits beyond a cash infusion. Startup studios and accel- erators gild their investment with a blend of services, product development, capital, space and mentor- ship in exchange for equity. More than 46 accelerators are spread throughout the Middle East, according to a report from Gust and Fundacity. Entrepreneurs might want to check out accelerators with a proven track record, including in5 Innovation Centre in the UAE, UK Lebanon Tech Hub and Flat6Labs in several MENA countries. A Midas-like obsession with VC funding isn’t in your best interest. Thankfully, there are plenty of other op- tions available. Once you’ve narrowed your focus, build a plan around your chosen option- an accelerator will want to see very different things from your company than a local angel invest- ment syndicate. Go down too many paths at once, and you’ll fail to do any of them well. By carefully weigh- ing each funding method and strategically choos- ing your best bet, you’ll be positioned to strike gold for your startup. Zach Ferres is the CEO of Coplex, a Los Angeles- and Phoenix-based startup studio focused on truly collaborative design and development. Coplex builds startups and digital products using lean and agile techniques. Follow the company on Twitter @hellocoplex. Bootstrapping might be my favorite funding method. You’re essentially selling your product or service or using a credit card to grow your startup. Negotiate bar- ter or trade deals with other companies. Employ staff in exchange for company equity as opposed to instant cash.

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Entrepreneur march 2017 62 W e are poised at the end of the first quarter of a very challenging year with a slug- gish economy and subdued business senti- ment. The remaining three quarters of 2017 will require us to tighten our belts and put in a comprehensive and robust plan to analyze our key results and identify criti- cal focus areas. The most important for professionals today is to clearly align their personal and career goals with certain milestones. At people-centric organizations (like EFS), it is imperative for employees to look at their work-life balance to ensure that they have definitive personal resolutions, which makes a qualitative difference to one’s personal life whilst working on professional KPIs. We believe there is great prospect of growth in 2017, with the major challenge being managing costs and facing fierce competition. As an industry, we are under a lot of pressure from clients to reduce operational costs, which will require innovation and skill enhancement. The key to survival in the given market conditions is increasing investments, both towards employee-centric initiatives, as well as innova- tion and technology. The prudent strategy would be to perform a balancing act between maintaining growth, whilst rationalizing costs by improving productivity levels across the board. In a nutshell, a success- ful 2017 strategy must be built upon three critical KPI indicators i.e. deliverance on ensuring maximum cli- ent satisfaction, exercising prudence in maintaining net profit margins, and 360-de- gree sustainability. To do this, companies must dedicate consider- able resources to improve efficiencies and synergies. There must be a concerted effort to expand the scope and breadth of skills training and methodologies therein. Also, companies should make forays into offering special- ized services and reduce their reliance on generic services that do not have any inno- vation or value addition to offer. There is a famous quote that captures the fundamen- tal core for business success: “Turnover is vanity, profit is sanity and cash is reality.” The biggest challenge for the industry in 2017 will be maintaining cash flow robustness. To achieve this, companies must be aggres- sive and proactive in control- ling their accounts receiva- bles situation while retaining their existing strength in service organization. This year, the primary reso- lution for companies must be to embark on the pursuit of excellence. Companies should facilitate the cross exchange of knowledge and experi- ence between colleagues and management, to benefit every individual as well as the company overall. So, what’s the best way to achieve success on the pur- suit of excellence? There’s no one size fits all solution and various meth- ods would be relevant and applicable to a variety of situations. However, there are a couple of time-tested approaches that are near universal. 1. Tackling macro challenges at micro levels Breaking down any problem into a series of interlinked simple and small goals is an easy way to build confidence and momentum to achieve more difficult and long- term objectives. Consistent incremental steps deliver bigger results than one large desperate lunge. 2. Remind yourself of your objectives It’s easy to get lost in the grind and shuffle of daily life. I’ve found that writing down goals and thinking of them daily helps to inspire us to success. The capability to imagine specific details, and building personal con- nections to our goals can improve our comfort with the challenges we’re likely to face on the pursuit of excel- lence. 3. Think of the future It helps to have a clear vision about our long-term goals. If you can’t think more than a month ahead, try to stretch your imagination to one more month, to create a two- month plan. The anticipation and visualization of long- term objectives is a powerful motivator that can inspire us to improve our efforts and reduce our anxieties. 4. Keep yourself account- able for your goals Set constant reminders to analyze where you are today, and where you need to be. It’s vital to make a wish list, visualize the outcome, identify the obstacles, and plan the processes needed to overcome challenges on the way. Success is not an overnight development, but rather the culmination of a series of lessons learned from various mistakes. The end outcome is influenced just as much by skill, as it is by the motiva- tion and attitude driving the pursuit of excellence. As for- mer Indian President Dr. A. P. J. Abdul Kalam once said: “A dream is not that which you see while sleeping; it is something that does not let you sleep.” By Tariq Chauhan Planning pathways to progress Tariq Chauhan is a Harvard Business School alumnus and a professional entrepreneur, with over 26 years of diverse experience in international banking, technology and asset management, real estate and a track record of building and establishing companies across the GCC, USA, UK and Asia. Since 2010, Tariq has been at the helm of EFS Facilities Services Group, leading as the Group Chief Executive Officer and as a member of EFS’ Board of Directors. Tariq has led the evolution of EFS Facilities Services’ business portfolio and spearheaded the company’s expansion into 23 markets across MENA, Turkey and South Asia, and supervised the growth of its workforce to more than 12,000 professionals globally. ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS

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@opcde www.opcde.com Register Now THE BEST TECHNICAL CYBER-SECURITY SUMMIT OF THE MIDDLE-EAST _SPEAKERS INCLUDE: Maarten Van Horenbeeck Oleksandr Bazhaniuk Benjamin Delpy Wim Remes and 17 more EMIRATES TOWERS / DUBAI, UAE April 26-27, 2017 Organizer Bronze Sponsor Silver Sponsor Location Partner Gold Sponsor Media Partner

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march 2017 Entrepreneur 65 I n the Gulf Cooperation Council (GCC), declining oil prices have forced states to look at other revenue sources, and have thus put pressure on businesses and their margins. The UAE, until now a tax-free country, announced that value-added tax (VAT) is to be introduced in 2018, which as a whole will intensify price pressure and deteriorate margins, mak- ing price management more important than ever. The findings of Simon-Kucher’s Global Pricing Study highlight the risks of sloppy pricing and show that compa- nies are still investing too little in price management and pricing tools. How- ever, those that invest in price man- agement have more pricing power to counter price pressure and attain 25% higher EBITDA margins. An alarming 49% of the companies stated that they are actively engaged in price wars, and facing price pressure. Furthermore, only six out of 10 companies managed to increase their margins compared to previous year. This general business climate shows decision makers in the region how the introduction of VAT and a lack of effective price management pose a risk to profits. So what effects can businesses expect from the new tax, and how can they tackle it sustainably? Impact of VAT on consumers and businesses As VAT is a tax on consumption, ex- cluding essential items, it should not impact the cost of living to a noticeable extent. So whilst the overall impact on consumer demand will be minimal, for a while large-scale re-pricing will make buyers more “price aware,” i.e. more conscious of prices in general. Unaccustomed to paying any taxes on their purchases, seeing the VAT listed will have a psychological impact on consumers. The good news is that consumers cannot do much about VAT enforcement and therefore will continue to buy the everyday goods that they need. However, there may be some short-term changes in buying behavior for big-ticket items (price-elastic goods such as cars, fine dining, watches etc.), with demand brought forward as these are occasional items and are more expensive. Since VAT is borne by the end con- sumer, most businesses will be able to maintain tax neutrality. However, VAT will come with certain legal require- ments and reporting compliance. This will impact businesses’ overhead costs, as they will require more staff (i.e. compliance, legal, accountants, and IT professionals), and new IT systems to incorporate the taxes. Risks for retailers’ margins It’s up to retailers to manage the up- coming VAT to their advantage. That’s why the impact on businesses is likely to be twofold: first, since VAT is set low at 5%, the change in demand for goods is likely to be minimal. Second, retailers may be able to use VAT as an opportunity to improve their margins, but if mismanaged profitability could suffer, resulting in price wars. Some retailers may be tempted to absorb the VAT in order to maintain or reduce prices. The danger in this strategy lies in the increased volume required to preserve margins. In ad- dition to reduced margins, trying to maintain or lower prices could create a price war scenario, with few winners. At the same time, increasing prices to counteract this would lead to losing out on customers and in effect give rise to inflationary pressure. Retailers therefore need to employ smart pricing strategies such as bun- dling goods, reviewing pack sizes, and taking a granular approach to managing price points. They also must ensure that communication and promotion are sharpened during this period of change and actively sell the value of their goods. Most importantly, they should not react with knee-jerk price cuts when faced with erratic volume changes. money ask the money guy | vc viewpoint | your money | ECON By Lovrenc Kessler With VAT coming soon to the GCC, companies need to rethink pricing strategies Taxing times ahead Lovrenc Kessler is Managing Partner of Simon-Kucher’s office in Dubai, responsible for the company’s business in the entire Middle East. Simon-Kucher & Partners is a global consulting firm with 980 professionals in 33 offices worldwide focusing on TopLine Power®. Founded in Germany in 1985, the company has more than 30 years of experience providing strategy and marketing consulting and is regarded as the world’s leading pricing advisor. >>>

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Co-hosted by Central Bank of Iraq Iraq Finance 2017 is an opportunity to exchange, negotiate, challenge, decide, resolve and expand your financial business interests in Iraq. Join us at the most imperative, stimulating and game-changing event on financial industry in Iraq IRAQ FINANCE 2017 Fourth International Conference & Exhibition on Finance and banking Services in Iraq 10 – 11 April 2017, Phoenicia Hotel, Beirut Prof Ali Allawi H.E. Jabar Ali al-Luaibi Minister of Oil H.E. Ali al-Allaq Governor of the CBI Former Minister of Finance Dr Sami al-Araji Chairman NIC Head of the Reconstruction Fund Mustafa al-Hiti H.E. Dr Salman al-Jumili Minister of Planning Attend to: Get an inside view of Iraq’s financial and banking infrastructure and the major opportunities for invest- ment and partnership Become directly or indirectly involved in the modernisation and growth of one of the most profitable emerging markets today. Identify projects that require immediate financing and mechanisms for developing specific risk allocations to suit circumstances on the ground in Iraq. Organized by SYMEXCO under the patronage of the Central Bank of Iraq For more information, contact us: To register, please visit: Organized by SYMEXCO under the patronage of the Central Bank of Iraq For more information, contact us: Ahmed Aljader: +964 (0) 7712658333 ahmed.aljader@symexco.com Teodora Pantu: +44 (0)7501540344 teodora.pantu@symexco.com SYMEXCO www.symexco.com www.IraqFinanceEvent.com www.IraqFinanceEvent.com

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march 2017 Entrepreneur 67 Seven tips to successfully manage VAT Companies should use the time before VAT implementation to analyze their price positioning more accurately. This requires managers to take the following steps: 1. Avoiding general X% price increases when VAT comes into place, and instead smartly reworking the entire price strategy. 2. Starting a systematic price optimization process, classifying products by their degree of competition, price elasticity, marginal return, growth potential etc. and reviewing price optimization factors for each category. Impact simulations, price fine-tuning (such as new price barriers), price communication etc. need to be considered. 3. Thinking innovatively and implementing intelligent options such as bundling and modified stock keeping units (SKUs). 4. Informing and legally “signaling” general objectives via marketing activities, and making sure the industry is consistently heading in the right direction. 5. Preventing price decreases, as many contracts refer to net prices and these will not change. Suppliers and contractors should be prepared, think ahead, and develop price adjustment strategies for their trade partners to reduce negotiation pressure. 6. Preparing the sales team with training sessions, explaining statements, Q&A sessions etc. 7. Acting rather than waiting, implementing a new price strategy that incorporates VAT as soon as possible– ideally starting now and gradually implementing changes so that by the time VAT is in place they can demonstrate price consistency and create a positive image. If managers quickly take these tips on board, they will be thoroughly prepared to face the market changes that the VAT introduction will entail. money ask the money guy | vc viewpoint | your money | ECON F ancy being an entrepreneur in France? With the launch of the French Tech Visa, perhaps you can, as the French is luring in foreign entrepreneurial talent with it. Part of the initiative to expand its “Passeport Talent” scheme launched in 2016, the French Tech Visa aims to attract foreign tech talents including startup founders and employees, talent to join French startups, and investors and angel investors. The visa is valid for four years on a renewable basis, covering the spouse of the main ap- plicant to ensure similar labor market access and no work permit required for work performed as an employee. Prospective foreign founders are sought to apply to the French Tech Ticket program- a year-round seed accelerator program for international entrepreneurs who are looking at building a startup in Europe, offer- ing services for startups in various lifecycles, from being a budding early-stage startup to a sustainable one as it provides financial support and training, to customer acquisition. Foreign tech talent are sought to join French startups while foreign tech in- vestors are invited to launch their VC firm with an office in France, or work with a French VC firm. At the mo- ment, EEA and Switzerland citizens don’t require a visa to work within France’s ecosystem. Managed by the French Ministry for the Economy and Finance, its partners include the Direc- tion Générale des Entreprises, the Ministry of the Interior, the Ministry of Foreign Affairs and International De- velopment, the Commissariat général à l’Investissment, Bpifrance, Business France, and Caisse des Dêpôts et Con- sigation- indeed, it’s a key step for the country’s entrepreneurial ecosystem. It echoes a sentiment of inclusion in welcoming foreign talent in UAE too. Earlier in February, the UAE Cabinet, presided by His Highness Sheikh Mohammed bin Rashid Al Maktoum, UAE Vice President, Prime Minister and Ruler of Dubai, had approved an entry visa scheme to attract profes- sionals to UAE- which, if you’re keep- ing watch on his Twitter account, was where it was also discussed. Accord- ing to a release by the Government of Dubai, the new system will include two phases: its first phase includes tourism, health and educational visas, while its second phase includes acquiring talent in health, scientific, research, technical and cultural fields. Certainly, there’s more to come for budding entrepreneurs. http://visa.lafrenchtech.com/ France offers a visa for entrepreneurs and startups Allez les entrepreneurs! | in the loop |

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Entrepreneur march 2017 68 The Jordanian chapter of global entrepreneurship support organization, En- deavor, has a tricky problem on its hands when it comes to developing their pipeline of startups they want to sup- port in the country. Despite its mandate to transform the Kingdom’s entrepreneurial ecosystem, Endeavor Jordan claims to be unable to find “high-impact entrepreneurs who lead high-growth, in- novative businesses that can create material wealth and employment in Jordan”- and the reason for this is because these founders are either in the process of relocating from Jordan, or have already relocated to markets more favorable for their business. Endeavor Jordan conducted the Jordan Business Migra- tion Survey in November 2016 among 125 Jordanian enterprises, and the results shocked the organization. When these companies (of different sizes and from a variety of sectors) were asked if they were currently considering moving their business out of Jordan, 72% said that they were. “We asked entrepreneurs: ‘If you were to start your business all over again, would you set it up in Jordan?’” says Rasha Manna, Managing Director, Endeavor Jordan. “Astonish- ingly, 60% of respondents said they would not.” Not just that, 45% of the respondents also said that they would consider moving not just their headquarters, but entire op- erations as well. With regard to the study sample, while 125 may not be a number commensurate to the count of companies who set out to launch in Jordan, the griev- ances are quite common, and it’s important to note that almost half of them belong to the technology sector. That is why Endeavor Jordan also hosted an interactive event post the survey for both public and private sector representatives to discuss solutions. Speaking about the study and the event thereafter, Manna states that the survey results are perhaps an indica- tor of Jordanian entrepre- neurs’ lack of confidence in “any short-term reversal of the unfavorable economic and entrepreneurial situation” in the country. According to The World Bank’s research, Jordan’s economic growth was observed to be “sub- dued” in 2016, as regional instability takes a toll on the country. Jordan has been playing a substantial role in “managing spillovers from the Syrian crisis,” notes the World Bank. Moreover, in the bank’s “ease of doing busi- ness” ranking -a metric that ranks economies from 1 to 190 with first place being the best- Jordan’s recent stand- ing is at 118, in comparison to UAE’s 26th rank and Saudi Arabia’s 94th position. This perhaps explains the regions figuring on top of Jordanian entrepreneurs’ wish list for migration. When asked where they would consider relocat- ing to, 67% of the survey respondents said they would prefer to move their business to the UAE; 24% of respond- ents (majority of these from the tech industry) stated that they would choose to relocate to the US- a move that may not be as easy after recent developments in US around immigration regulations. Historically, Jordan is known for producing strong tech talent, and most regional enterprises count a signifi- cant portion of technical staff with ties to Jordan. In terms of entrepreneurial successes in the region, the acquisition of Maktoob.com -a company founded by Jordanian entre- preneur Samih Toukan- by Yahoo always features as a key instance. Subsequently, and more recently, notable MENA startups such as Jamalon, MadfooatCom, CashBasha, and Kharabeesh have all been able to start their ventures from scratch in Jordan, and gone on to scale their businesses in the country. Given this history, Endeavor Jordan was keen to look at the key reasons leading to such migration trends, and found that 74% of respond- ents were wanting to access larger markets. High taxation (45%), regulatory instability (40%), and access to fund- ing (38%) constituted a few other reasons for enterprises to look outside Jordan. In the case of online bookstore start it up A new Endeavor Jordan study sheds light on migration trends among Jordan’s homegrown businesses By Sindhu Hariharan ecosystem | who’s got VC | Q&A | STARTUP FINANCE Keeping entrepreneurs at home www.endeavorjordan.org A scene from the Endeavor Jordan event to discuss business migration

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march 2017 Entrepreneur 69 Jamalon, founded by Jordanian Ala Alsallal, the founder relocated to Dubai in 2016, although the startup maintains operations in Jordan (where almost 90% of his employ- ees are based) for “keeping costs down.” However, Alsallal tells En- deavor that last year, when Jamalon set in motion its plans to scale up and introduce publish-on-demand capabilities to the Middle East, they did not find Jordan’s regulatory environment to be conducive for the new model. Similarly, Jordan- based media platform Kharabeesh is another startup whose co-founders, along with most of the executive team, relocated to Dubai this year. Speaking of the ways to address the observed trends, Endeavor Jordan’s Manna says, “Any rectification of the local entrepreneurial ecosystem requires the support, collective ef- forts and long-term commitment of all relevant stakeholders from the public and private sectors backed by a cohesive government strategy that develops a consistent policy frame- work.” For instance, inadequate sources of venture capital in Jordan results in most ventures relying on informal funding through family and friends. Even with tangible devel- opments in this scenario in recent years, the risk appetite of the finan- cial institutions continues to be low. Hence, Endeavor emphasizes that a long-term commitment from stake- holders, a “more holistic approach,” and public-private joint efforts is needed to reverse this trend. However, despite these dominant trends revealed by the data, it’s im- portant to note that there is also op- timism among the nation’s entrepre- neurs that more success is to come. Besides success stories to inspire aspiring entrepreneurs, and a grow- ing support system, Jordan has also had global recognition and commen- dations come its way recently. In a recent visit to the country, Amazon’s Jeff Bezos was heard praising the incentives offered by the Jordanian economy for ICT ventures, and the Kingdom’s investment climate in general. As an entrepreneur who had a chance to meet Bezos in this visit, CashBasha co-founder Fouad Jeryes insists that not all businesses are the same, and decisions to enter new markets stems from the needs of each venture. “For us [CashBasha], our network, our reach, Jordan is the only place we would be able to pro- gress with such momentum in such short time,” he adds. This optimism was uncovered in Endeavor’s survey as well, with over two-thirds of re- spondents who choose to keep their business in Jordan saying, “Jordan is home.” A quarter of the busi- nesspersons also said that the low cost of human capital was among the reasons they remain in Jordan. A case in point is the startup Mad- fooatCom, a fintech venture behind the launch of Jordan’s electronic payment system eFAWATEER. While the fact that the company’s major client is the Central Bank of Jordan has a lot to do with the startup stay- ing in Jordan, MadfooatCom founder and CEO Nasser Saleh says that “the high quality of financial services and technology talent,” and a “favorable ecosystem,” are reasons that keep them in the country. On its part, Endeavor Jordan admits that while it is understandable for founders and business develop- ment personnel to be based out of the larger markets in the region, their concern lies with the ventures (such as the 45% of the surveyed respondents) that wish to relocate their operations entirely. The or- ganization says: “with prices rising in Jordan and the best of the coun- try’s talent increasingly seeking jobs abroad, Jordan is fast losing what is considered its competitive advan- tage.” And it is to plug this leak that Endeavor Jordan wants to “act as a catalyst” for sustainable economic growth in the region, and wants to tap into its network of mentors to help create employment opportu- nities in the local market. Here’s wishing the organization all the best in this endeavor. Nasser Saleh, founder and CEO, MadfooatCom While MadfooatCom currently has no plans to move out of Jordan, Saleh says that the startup may consider moving in the future, “if current and new investors in the company demand that we relocate to a more investment-friendly country.” He adds that the startup “might consider relocating our headquarters and keeping part of the operations in Jordan if the tax system becomes more unfair for our sector, and if the cost of quality technology resources and operations becomes higher than other countries.” Mohammed Asfour, CEO, Kharabeesh “Our business in the UAE has been growing much faster than it has in Jordan, which made the move a necessity. It has also facili- tated our expansion into the Saudi market. However, the company does not plan to relocate its operations from Jordan, which will continue to serve as a support office to Dubai and the KSA.” Ala Alsallal, founder, Jamalon “Customs and taxation regulations for exports, as well as free-zone regulations, have been so behind [in Jordan, compared to] other countries in the region. Given that 95% of Jamalon’s sales are outside of Jordan, we found Dubai to be a good location for our print-on-demand, which will shape the future of the publishing industry in MENA. We would have loved to have set this up in Jordan.” Fouad Jeryes, co-founder, CashBasha “In my view, and to the most sincere of my inten- tions, Jordan in itself is a startup. That is its prime advantage. The dynamics of the country present a hotbed for tech startups to blossom. It’s a resource- ful environment where most advice, partners, and support systems are way less than six degrees away from you. Although KSA might be the major market to serve, and the UAE allows for mature products to seek larger clients, the cost of setting up shop, recruiting talent and proving product viability in Jordan is practical and achievable. With Jordan being a “spring-board” for companies and a place where their headquarters are still based, we mustn’t forget that this part of the world is sadly fragmented, and Jordan is a small market, but companies jump to other areas to reach additional customers. It’s expansion, not desertion.” “Any rectification of the local entrepreneurial ecosystem requires the support, collective efforts and long-term commitment of all relevant stakeholders from the public and private sectors backed by a cohesive government strategy that develops a consistent policy framework.” Jordanian entrepreneurs speak out on Endeavor Jordan’s business migration survey results ‘TREP TALK

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Entrepreneur march 2017 70 W omen’s role in society has a great impact on the economy- and indeed, is an influence of progres- sion. According to a McKinsey research, increasing women’s participation in the workforce in GCC alone would add US$180 billion or a 7% increase to the economy in 2025- an optimistic possibility for the business scene in the region. In the spirit of encourag- ing women’s participation in business, Facebook launched the MENA edition of its global initiative #SheMeansBusiness on February 22, 2017 in Dubai, UAE. The event welcomed attendees, includ- ing Nicola Mendelsohn, VP EMEA at Facebook, Clare Woodcraft-Scott, CEO of Emirates Foundation, with a short discussion from its partners Francesca Capobianchi, SMB Community Engage- ment Program Manager at Facebook, Dina Sheriff, CEO, Ahead of the Curve, and Najla Al-Midfa, General Manager of Sheraa Sharjah. It also featured a quick panel from a few of the startups featured on its platform: Mai Medhat, CEO and co-founder of Eventtus, Iman Ben Chaibah, founder and CEO of Sail Publishing, and Sarah Beydoun, founder of Sarah’s Bag. #SheMeansBusiness aims to train women entrepreneurs, women-owned and women-led businesses to utilize and leverage Facebook and Instagram for their business. For its MENA mar- ket, Facebook has partnered with UAE initiatives Sheraa Sharjah and Emir- ates Foundation to build a network of UAE-based startup incubators, NGOs and women’s organizations to reach their goals, says Rasha Kashkoush, Facebook Corporate Communications of MENA and Turkey. In Egypt, Facebook has partnered with Ahead of the Curve to lead in growing a team of partners to extend its reach among women in the region. Using workshops, training sessions and online resources, along with its community to provide sup- port, it seeks to provide users insights, skills and network to scale their business online. For female entrepreneurs, it’s certainly an indication of ad- vancement, and we can’t wait to see its fruition. https://shemeansbusiness.fb.com/ae Facebook MENA launches #SheMeansBusiness to encourage female entrepreneurship It’s go time! in pictures #SheMeansBusiness Q&A with Rasha Kashkoush, Facebook Corporate Communications of MENA and Turkey Can you take us through the kind of events/programs that Facebook will be running for #SheMeansBusiness in the MENA region? “#SheMeansBusiness is an initiative to help give more women with great business ideas the opportunity, support and practical advice they need to turn these ideas into reality. In the Middle East and North Africa, #SheMeansBusiness is partnering with organizations in the UAE and Egypt to train 10,000 women in one year. In the UAE, Facebook is working with Sheraa Sharjah and Emirates Foundation. These organizations are building a coalition of other UAE-based startup incubators, NGOs, and women’s organizations to further reach that goal. In Egypt, Ahead of the Curve will take the lead in building a team of partners to reach women across the country.” What would your pitch be to MENA women to get them to participate in Facebook’s #SheMeansBusiness initiative? In other words, what’s in it for them? “Training, learning, and community. #SheMeansBusiness will give more women with great business ideas the practical advice they need to turn these ideas into reality. We’re working with our partners in the region to provide advice, knowledge and tools that will give more women across the MENA the support they need to continue growing. Specifically, Facebook and Instagram are fueling small business growth– it’s a great way for small and medium businesses (SMBs) to reach existing customers and find new ones, simply because it’s where people are spending their time. In the Middle East and North Africa, more than 152 million people access Facebook every month. Across the UAE, 74% of people are already connected to at least one business in a foreign country; in Egypt and in Saudi Arabia, the figure is at 63%. For SMBs, marketing used to be expensive and difficult, but Facebook Pages are increasingly becoming a primary presence for small businesses, used by more than 65 million small businesses around the world because they’re free, easy to use, and they work well on mobile.” images courtesy #shemeansbusiness #SheMeansBusiness women entrepreneurs Rasha Kashkoush, Facebook Corporate Communications of MENA and Turkey Clare Woodcraft-Scott, CEO of Emirates Foundation, Mai Medhat, CEO and co-founder of Eventtus, Iman Ben Chaibah, founder and CEO of Sail Publishing, and Sarah Beydoun, founder of Sarah’s Bag

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march 2017 Entrepreneur 71 Hub Zero City Walk Dubai, UAE 21-22 March 2017 Bringing your games to the MENA region www.dgcgames.com habib.chams@dgcgames.com Join DGC Games Dubai and meet with the leading games publishers and VR Innovators. Book your pass and benefit from early bird registration fees until 15th of March. Book your stand now in the exhibition space & the VR demo area & benefit from early bird reduced packages.

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Entrepreneur march 2017 72 W hen starting a new business, founders are usually busy working on a million things at once, and dealing with legal documents is not the most exciting item on the to-do list. However, a startup’s intellectual property is typi- cally its most important and valuable asset, and founders should take steps early on to protect it. A quick way to organize the strategy around your startup’s intellectual property is to make a checklist of all of your initial intellectual property considerations. This will help you keep track of each item as you deal with them. Examples of concerns that can go on this checklist include branding, trade marks, patents, trade secrets, copyrights, confiden- tiality, invention assignments, user-generated content, data privacy, consumer protections, etc. To help simplify the basics and get you started, we’ve outlined the two key legal documents that you need to have in place to jumpstart the protection of your startup’s intellectual property in the UAE. 1. NON-DISCLOSURE AGREEMENT A non-disclosure agreement, commonly known as an NDA or a confidentiality agreement, is one of the best ways to protect valuable confidential information and intellectual property of your business. Through the use of a non- disclosure agreement, you can protect the confidentiality of secret information that may be disclosed in, for example, a financing round, a business transaction or an employment relationship. Usually, this is information that gives your business a competitive edge and is not generally known in the market. Examples of such information can include ideas for a new website, financial data and plans, specific know- how of a business, sales data and plans, customer data and lists, pricing plans, manufac- turing processes or formulas, novel invention designs, or confidential material con- tained in copyrighted software programs. The UAE’s general contract law, labor law, and unfair competition law provide for protection of confidential in- formation through contractual relations. As a result, a best practice for you when looking to protect your startup’s confi- dential information is to enter into contracts with employees or third parties to obligate the party receiving confidential information to keep it a secret. Types of non-disclosure agreements A non-disclosure agreement can be “one-sided” or “mu- tual.” A one-sided non-disclo- sure agreement exists when only one party is disclosing confidential information. A mutual non-disclosure agree- ment exists when both parties are exchanging confidential information. Key elements of a non- disclosure agreement A well drafted non-disclosure agreement should, among other points and at the very least, address the following five essential components: 1. It should clearly identify the parties to the non-disclosure agreement. When a non-disclosure agree- ment is signed, a confiden- tial relationship is created between the individual or entity disclosing confidential information (Discloser) and the individual or entity receiv- ing (Receiver) the confidential information. This relationship legally binds the Receiver to keep the information a secret. 2. It should clearly define what comprises confidential information. This helps establish the sub- ject matter that is being dis- closed and helps the Receiver identify what information is confidential. 3. It should clearly list exclusions from the definition of confidential information. Exclusions to the definition of confidential information are based on generally established principles of law. A party receiving such excluded infor- mation has no obligation to keep it confidential. For exam- ple, a common exclusion from the definition of confidential information is information that was disclosed to, created, or discovered by the Receiver prior to (or independent of) any involvement with the Discloser. 4. It should clearly define the obligations of Receiver. Generally, a Receiver will have a duty to hold and protect the secrecy of the confidential information as if it were their own confidential information, and strictly limit the access TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO The two key legal documents every UAE startup needs By Fatema Fathnezhad Securing your IP

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march 2017 Entrepreneur 73 to and use of the confidential information to only situations that require it. Additionally, it is common to see language stating that the Receiver may not breach the confidential relationship, induce others to breach it, or induce others to acquire the confidential infor- mation by improper means. 5. It should clearly state a term during which the confidential information will be disclosed. A non-disclosure agreement should have a term dur- ing which the confidential information will be disclosed. This term usually depends on the nature of the transaction or relationship between the Discloser and the Receiver. 6. It should clearly state a time period during which confidentiality of the information must be main- tained. A non-disclosure agreement should define a time period during which the Receiver is obligated to maintain confi- dentiality of the information. 2. INTELLECTUAL PROPERTY ASSIGNMENT AGREEMENT An intellectual property as- signment agreement is one of the tools that you will need to ensure that your startup has complete and clean ownership of all intellectual property assets of the busi- ness in writing. This helps your startup avoid any costly issues that could result from, for example, claims by patent trolls or competing companies trying to copy your software or product offering. What’s more, intellectual property assignment agreements are key to keeping your startup’s ownership in its intellectual property portfolio in order. This can be especially impor- tant for technology startups, because it’s often the value of your intellectual portfolio that investors and venture capital firms will be evaluating. In contrast to international norms, in the UAE, the assign- ment to employers of owner- ship to works created by their employees during the course of employment is dependent on the type of employment and the intellectual property rights of concern. A recom- mended approach to ensure that any prior or unwritten agreements to assign intel- lectual property are clearly documented is to put in place a confirmatory assignment be- tween the parties. A confirma- tory assignment is a ‘confir- mation’ of a prior unwritten assignment of intellectual property rights between two or more parties. Despite this and as mentioned above, the UAE’s general contract law, labor law, and unfair competi- tion law provide for protection of confidential information through contractual relations. As a result, a best practice to begin with when founding a startup is to assign all rel- evant intellectual property to the company through entering into an intellectual property assignment agreement. Types of intellectual property assignment agreements Intellectual property assign- ment agreements should not only cover employee and contractor works created during the course of employ- ment, but also works created as a result of funding by your startup, and financial rights (royalties) in all works. There are two types of assignment agreements, a technology as- signment agreement and an invention assignment agree- ment that you can consider using to build and protect your startup’s intellectual property portfolio: 1. Technology assignment agreement. This agreement assigns any intellectual property created before founding of a startup. Technology assignment agree- ments usually come into play for technology startups, where a developer may assign or sell their rights in a software code to a startup in exchange for equity or cash. 2. Invention assignment agreement. This agreement assigns any intellectual property rights in relevant work product created by employees or contractors of a startup, after its foundation. Invention assignment agree- ments are commonly signed by not only employees, but also founders, of a startup. This ensures that the startup has clean ownership of all items in its intellectual property portfolio. Key elements of an intel- lectual property assign- ment agreement A well-drafted intellectual property assignment agree- ment should, among other points and at the very least, address the following four es- sential components: 1. It should clearly identify the parties to the intellectual property assignment agreement. By signing an intellectual property assignment agree- ment, the party assigning (As- signor) assigns its ownership interest in any intellectual property to the party receiving it (Assignee). 2. It should clearly identify and describe the intellectual property to be assigned and/or being transferred and assigned. This helps exactly detail the intellectual property being transferred and assigned. Depending on the type of in- tellectual property assignment agreement being used, the description of the intellectual property may also contain in- formation about any relevant applications or registrations, associated ‘goodwill’ (business reputation), or a description of assets being transferred. 3. It should clearly define the obligations of the parties. Generally, an Assignor will have a duty to assign its own- ership interest to the Assignee. Depending on the type of in- tellectual property assignment agreement that is being used, the Assignee may also have an obligation to pay a lump sum or a specified amount of equity to the Assignor. 4. It should clearly state a term during which the intellectual property assignment agreement will be effective. Depending on the type of in- tellectual property assignment agreement being used, the term can be for a specific date of transfer and assignment of already existing or developed intellectual property, or for as long as a term of employment or contractor relationship is expected to last. In conclusion, to properly protect your startup’s intel- lectual property, you should consider investing some time at the early founding stages in drafting an intellectual property checklist, and putting into place well-drafted non- disclosure agreements and intellectual property assign- ment agreements. It may take some time- but it pays to do it right. Good luck! Fatema Fathnezhad works as a legal consultant with Khalid A. Altamimi Advocates & Legal Consultants, a member firm of the Cedar White Bradley group. She advises startups on a variety of IP protection and commercial matters. Fatema can be reached on fatema.fathnezhad@cwblegal.com. A non-disclosure agreement should define a time period during which the Receiver is obligated to maintain confi- dentiality of the information.

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Entrepreneur march 2017 74 T he Digital Incuba- tion Center (DIC) is a one-stop shop for digital entrepreneurs in Qatar –both Qataris and non-Qataris– who either have an idea or an existing startup. Operating as part of the Ministry of Trans- port and Communications (MOTC), the center offers two tracks for incubating entrepreneurs– the Idea Stage Track, for aspiring en- trepreneurs, and the Startup Track, for those who already have a startup but need help in scaling up. While the Ideas Stage Track offers premises and support for up to six months and focuses on idea creation and transform- ing those ideas into viable, market-ready products, the Startup Track is for early stage startups with the pri- mary aim of fine-tuning their business model, housing them for up to two years. “Submission for the Idea Stage Track is open through- out the year and the commit- tee judging the applications is usually composed of the DIC staff or drawn from the MOTC,” explains Duha Al- Buhendi, the acting Digital Incubation Center Manager. “But for the Startup Track, which presupposes that they already have a product in hand which needs more refinement, DIC puts it out to an external committee comprising decision-makers from Qatar’s digital ecosys- tem.” As for the eligibility criteria for applicants to the two tracks, Al-Buhendi says, “For the Ideas Track, we look at the innovation aspect. In addition, we should be able to foresee growth in the business idea.” For the Startup Track, she adds that DIC assesses and sharpens the business plan: what stage is the startup at, do they have a prototype of their product, etc. In 2016, DIC added 11 new startups as part of the Startup Track and 14 Idea Stage teams. The 25 teams were chosen after a rigorous selection process, with the judges for the final selection of the startups including Turning digital dreams into reality Qatar’s Digital Incubation Center is leaving no stone unturned in helping tech entrepreneurs in the country launching their startups By Aparajita Mukherjee ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up DIC winning Tech Innovation award at Entrepreneur Qatar’s 2016 Enterprise Agility Awards “The objective of DIC has been to provide the necessary support for new tech startups to emerge from Qatar. Developing the technology sector in the country plays a key role in our transformation towards a smart society. We believe the youth of Qatar has the capacity to achieve great success if given the right support mechanisms, such as these incubation programs.”

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march 2017 Entrepreneur 75 Abdulaziz Al Khal from the Qatar Mobility Innovation Center, Mahmoud Abdellatif Khalil from Qatar University, Najat Abdulraheem from Ooredoo, Dr. Munir Tag from the Qatar National Research Fund and a representative from the Qatar Development Bank (QDB). At present, all these teams are housed in the DIC facilities and are in various stages of their prod- uct development in diverse fields, such as cyber security, edutainment, e-commerce, gaming, digital content and smart city solutions. Commenting on DIC’s new intake, Reem Al-Mansoori, Assistant Undersecretary- Digital Society Sector of MOTC, says, “We are excited with the new batch that has joined DIC. The new teams are working on innova- tive technologies and much needed solutions for Qatar. The objective of DIC has been to provide the necessary sup- port for new tech startups to emerge from Qatar. Develop- ing the technology sector in the country plays a key role in our transformation towards a smart society. We believe the youth of Qatar has the capacity to achieve great success if given the right support mechanisms, such as these incubation programs.” Even though the center does not offer direct funding, the different services that each startup receives during the two-year period amounts to around QAR400,000 in indirect support, a MOTC statement has said. In 2017, applications for the first intake of entrepreneurs in the year will be done through the QITCOM 2017 Entrepreneur Zone to be held at the Qatar National Convention Center between March 6-8, 2017. Ever since its inception in 2011, DIC has been fine- tuning its strategy. “The most important learning has been that there is nothing final in our learning curve,” Al-Buhendi says. “Each of our startups has unique challenges, and we, at DIC, also learn with each of them and grow in the process. Over the six years of our existence, DIC has learnt that with each startup, we need to think out of the box, and not only rely on past learnings to help them out.” Secondly, she continues, partnerships and networking are the best ways to sup- port startups. Partnerships between DIC and different players in the Qatari ecosys- tem that can support entre- preneurship are vital and an ongoing process which needs sustenance. DIC is always looking for ways to initi- ate new partnerships. “For instance,” says Al-Buhendi, “our collaboration with entities such as the Dubai- based AstroLabs, a co-work- ing space for digital entre- preneurs, has enabled us to learn how to navigate and penetrate regional markets– the different regulatory requirements and regimes, the unique challenges of the different ecosystems. It is partnerships such as this that are helping DIC to develop best practices for startups in Qatar.” A final learning for the DIC is the realization that DIC itself is also a startup. Describing what that realization means for day-to-day functioning, Al-Buhendi adds, “We need to retain our youth, since we will forever be nurtur- ing young minds and their ideas for the best develop- ment of our country. We, at DIC, will need to be nimble footed to harness the fast developments that Qatar is witnessing, especially in the run up to the FIFA World Cup 2022.” The Qatari entrepreneurial ecosystem has other play- ers, such as Qatar Business Incubation Center (QBIC), but Al-Buhendi points out that DIC is only for digital startups, which is not the case with QBIC. “We view them as a partner, a col- laborator, not a competitor,” she says. “We realize that if we can partner better with QBIC, the overall impact will be positive in developing the Qatari entrepreneurial ecosystem. Together, we can create a more potent startup www.motc.gov.qa/en/dic >>> “We need to retain our youth, since we will for- ever be nurturing young minds and their ideas for the best development of our country. We, at DIC, will need to be nimble footed to harness the fast developments that Qatar is witnessing, es- pecially in the run up to the FIFA World Cup 2022.”

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Entrepreneur march 2017 76 pipeline, train them together and share our expertise with each other. Our outlook with regard to the Qatar Sci- ence & Technology Park is the same.” Looking to the future, Al-Buhendi explains that DIC aims to be the best incubator in Qatar, and then scale up to become a major player in the wider region, building partnerships with organizations, such as QDB, QSTP, Microsoft, Supreme Committee for Delivery & Legacy, Qatar Exchange, Ooredoo, Silatech, QBIC and others. For both the tracks that DIC provides, it plays a role when it comes to commercializing the entities. Al-Buhendi speaks about five distinct and important roles that DIC has so far played in this do- main: network building, in- cluding funding from QDB or angel investors; assistance in showcasing their businesses; help in creating industry contacts; training and coach- ing for professional roll-out; and boosting their marketing efforts through DIC’s own social media and PRs. Ziyad Al-Salloum is the founder of ZSS, one of the 72 startups already incubated at the center. “DIC provides a good entry point for entrepre- neurs to the Qatari startup ecosystem, allowing us to network with like-minded people, spreading the word about the new technologies, and building relations with potential clients. This all has a ripple effect in creat- ing a more robust ambience around Qatar’s transi- tion to a knowledge-based economy,”Al-Salloum says. Hashir Abdulla and Moham- ed Harif, founders of Qeeks, another DIC success story, mention that the center played an important role in setting up their venture, right from the process of pitching the idea to forming the company and providing all necessary progressive guidance, and is still working closely with Qeeks to make it ready for the current market. They add, “DIC helped us understand that for a prod- uct to be successful it needs to have a well-executed business plan along with the right marketing strategy.” With the current low inter- national hydrocarbon prices and reduced opportunities, does Al-Buhendi think more of the youth of Qatar will look to entrepreneurship as a career option? “There is no denying the fact that oil and gas prices impact the num- ber of jobs that are available in this marketplace,’ she says. “But this fact alone cannot determine why the Qatari youth will be driven to take up entrepreneurship as a career option. Other factors will affect the choice too. The academic curricula in the country have changed to incorporate entrepreneur- ship so that students are exposed to the phenomenon from a young age. Culturally, within Qatar, the accept- ability of entrepreneurship as a career option has gone up, compared to the 1990s. There is at least one entrepreneur in every family, a member who has started his or her entrepreneurial career very young. At the other end of the spectrum, we see elderly women start- ing their home businesses. Over the past six years, we have noticed that the type, variety and the quality of ideas that come in, as ap- plicants have significantly improved.” ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up Startups showcase A few of the startups incubated at DIC Qatar ZSS Founded by Ziyad Al-Salloum ZSS is working on introducing the world’s first geographical password solution. This cybersecurity technology will utilize the human ability to remember places as a means to provide safe access to different systems. Instead of writing conventional passwords that are difficult to remember, construct, and maintain, this UK- patented technology allows users to pick memorable places on planet Earth for which the app will automatically generate a one-time, unbreakable password. “Just imagine your geographical password to your bank, email, or social network is your summer home or the lake you visited few years ago!” says Ziyad. www.zss.net Qeeks Founded by Hashir Abdulla and Mohamed Harif Qeeks stands for ‘Qatar Geeks’. It is a do-it- yourself mobile app builder for anyone with basic computer knowledge to create, manage and publish both iOS and Android apps by themselves, in English or Arabic. The portal addresses the difficulties faced by small businesses and individuals in finding the right mobile app developer, the large development cost on each platform and the time involved in doing so. Qeeks sports a feature-rich easy- to-use interface to create mobile apps for business profiles, events, bookings and appointments, with WordPress site integration. www.qeeksapp.com Lagyy Funded by Khalid Al-Mohannadi Meaning “find” in Arabic, the application Lagyy lists products from vendors dealing in building materials, furniture, lighting and many more. “This is a new and unique app and, as far as I know, such an app is not available anywhere in the region,” said Al-Mohannadi, who is the founder and general manager of the company. The app enables local companies to showcase their products to those in search of similar products and services. There are a number of categories ranging from kitchens, flooring, bathrooms, lighting, wall coverings and services related to home building and smart homes. www.lagyy.com “DIC provides a good entry point for entrepreneurs to the Qatari startup ecosys- tem, allowing us to network with like-minded people, spreading the word about the new technologies.” Ziyad Al-Salloum, founder, ZSS Khalid Al-Mohannadi, founder, Lagyy

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Entrepreneur march 2017 78 A report published by the Institute of International Education re- vealed that in 2016, the number of Middle East students travelling to study to universities in the United States increased by almost 5%, when compared with the previous year. This is just one indication of the interest in overseas higher education showcased by students in this region, and with MENA companies often citing inadequate skills among talent as major impediments to business growth, this trend is a healthy sign- but it comes with its own set of hurdles. After all, it’s rarely (if ever) an easy task to get into these schools, and MENA students need to be prepared and guided to make the best out of their learning opportuni- ties abroad- and that’s what Education Basket’s found- ers set out to do with their enterprise. Started by long- time friends Jessica Naimé and Mylène El Fakhry, who were formerly a journalist and financial consultant respectively, the duo picked Qatar to launch Education Basket. “Qatar, with its 2030 vision dedicated to transforming a commod- ity reliant market into a knowledge-based economy, seemed like the perfect place to kickstart [our] regional project,” explains El Fakhry. Launched in Doha in 2013, Education Basket today has operations across the GCC, with offices in Kuwait, Lebanon and Egypt, and its founders believe that the company’s structure today has “successfully progressed from a startup to a medium- sized company.” Explaining the full suite of services provided by the education consultancy, El Fakhry says, “Academic orientation is at the core of our business, and every case is unique, so the advice we give when it comes to choosing a major, univer- sity or country for higher education is customized depending on the student’s current grades, requirements from the course, career plans and budget.” Irrespective of the level of education (un- dergraduate, post graduate etc.), the enterprise presents students with global course options, in line with their specifications and creden- tials. At a time when every task is getting automated or be- ing replaced by technology, Education Basket counts the personal and customized attention offered to students as being its USP. “We assist the students throughout the entire application process and later on, once an accept- ance is received, throughout the visa procedure [for an overseas institution] and the hunt for appropriate accommodation,” adds El Fakhry. “Finally, we do keep in touch with our students to make sure their transi- tion period goes smoothly and we receive their attend- ance records as well as their grade reports to share with their parents and sponsors (at the student’s discre- tion).” She emphasizes that the team’s counselors offer unbiased advice, and they also “go the extra mile” to secure scholarships from various sources. In doing so, the company has managed to arrive at a pretty straight- forward revenue model: “We are the official representa- tives for academic institu- tions in the MENA region, and are remunerated by them as a percentage of the tuition fee for every person start it up Education Basket wants to guide the MENA region’s youth in their higher education forays By Sindhu Hariharan ecosystem | who’s got VC | Q&A | STARTUP FINANCE Bridging the gap “We are the official representatives for academic institutions in the MENA region, and are remunerated by them as a percentage of the tuition fee for every person we successfully enroll.” IMAGE credits education basket Left to right: Education Basket co-founders Jessica Naimé and Mylène El Fakhry

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march 2017 Entrepreneur 79 we successfully enroll.” Speaking about why the company picked Qatar for its inception, El Fakhry is thankful to Qatar’s emphasis on becoming an educational hub, and the government “allocating its second largest budget to education.” She adds that the country’s ini- tiatives like Education City, and the World Innovation Summit for Education under the umbrella of Qatar Foun- dation have all helped boost their business, and “allowed us to operate profitably since day one.” As for subsequent expansion decisions, “the intrinsic thirst of Lebanese people for academic ad- vancement” prompted the entry into Lebanon, and the company has now even centralized their support functions (finance, mar- keting, administration) in Beirut, owing to the city’s bustling startup ecosystem. While Kuwaitis’ history of foraying into foreign edu- cation led to setting up an office in Kuwait, Education Basket is now also venturing into the region’s largest mar- ket- Egypt. “We have already started a due diligence pro- cess in two new markets, one in the GCC (for Q4 2017) and another in North Africa (for Q2 2018),” adds El Fakhry. Despite such high ambitions, the founders have been cau- tious and selective when it comes to raising funds for growth. The decision has been driven primarily by “the ability of the partner [investor]” to help them expand with their expertise and network. “After careful consideration, we decided to join forces with Eurotech [in January 2016], a 17-year- old Kuwait-based corporate training company with a very rich network of clients across the region and of- fices in Saudi Arabia, Dubai, Lebanon, Turkey, Malaysia and London,” says El Fakhry. Considering the nature of business, references and relationships play a key role in scaling such a venture, Education Basket has been quick to realize this. “Our numbers helped us sign our first agreements with educa- tion partners in the United Kingdom,” says El Fakhry. “Just like students, partners who appreciated our work also referred us to other institutions, and instead of us approaching potential universities for agreements, we started being approached by them directly.” But the business develop- ment efforts of Education Basket aren’t limited to sealing partnerships. The research and market intel- ligence team has a huge task on their hands in staying updated of the dynamic regulations in the region’s education sphere, and hence constantly screens websites of the region’s education Ministries, local newspapers, and other official announce- ments for changes. They also participate in industry trainings, fairs, and other activities hosted by universi- ties and consular services to achieve this. In fact, as “After careful consid- eration, we decided to join forces with Eurotech [in January 2016], a 17-year-old Kuwait-based corporate training company with a very rich network of clients across the region and of- fices in Saudi Arabia, Dubai, Lebanon, Turkey, Malaysia and London.” image @PamHachem of Education Basket >>>

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Entrepreneur march 2017 80 part of the SME’s expansion strategy for 2017, Education Basket is also organizing its first higher education fair within the next few months, bringing global universi- ties and student community together in Kuwait, Qatar and Lebanon. Further, look- ing to leverage the online medium to develop a loyal customer base, the company has developed customized online content in Arabic and English, working with university partners. “We have allocated an impor- tant budget for our online strategy and developed an interactive web portal where students can create their private space to communi- cate with our team members, share their files and fol- low up on their application process.” And to drive these activities, Education Basket claims to be blessed with a team of “dynamic people,” in touch with students’ needs and trends. “The diversity within our team often allows students to relate to our own experiences, but more importantly, feel confident about our services,” adds El Fakhry. With business fundamentals working in its favor, Educa- tion Basket has thus been successful in providing coun- seling for over 1500 stu- dents across the region, and claims to have placed over 600 of them in institutions based in the US, Canada, UK, EU, Russia, UAE, and other countries. While the team admits that 2016 has been a tough year for GCC- based education businesses, Education Basket has seen revenue grow at an average 30% rate since their launch. As for the future, El Fakhry notes various external fac- tors that serve as a positive influence for their growth story. An increase in the rec- ognition of the advantages of an international educa- tion experience, coupled with the improved focus on human capital development by the region’s governments, simplified global mobility, and access to institutional financing options for stu- dents, have all placed the spotlight on higher educa- tion, and these are expected to “have positive outcomes on the region, if channeled through a clear plan.” Educa- tion Basket believes this is where they come in, and for those just out of school, feeling overwhelmed with the options facing them, the company has just one thing to say to you: “Get in touch!” What are a few key chal- lenges you anticipate or already face in scaling up your business? “[First], protectionist regula- tions governing “for-profit” educational businesses, and [second], optimizing existing resources to fulfill ambitious projects.” In your experience of run- ning Education Basket, what are a few preferred vocations or courses that are in top demand today among MENA’s youth? “Medicine, engineering and law degrees are still very popular amongst high school students looking into education abroad. However, with the GCC’s different visions to be implemented in the coming decades, the trend is about to change. Some Gulf nations are try- ing to shift towards more service-oriented economies, and humanities as well as social sciences are starting to trend amongst master students. Students tend to look for education excellence when they invest in higher education abroad. The outcome would be obtaining a degree from a recognized institution across the region in order to land a job when they come back. For others, studying abroad sometimes could be seeking a new ad- venture, opening up to other cultures and experience new ways of life. Finally, others seek more affordable univer- sity options abroad.” What are your top five tips for an entrepreneur to start a business in MENA? “[Firstly], data is key but not visible to the naked eye, be ready to dig for it. [Second], cut costs on everything except salaries and legal advice. [Third], gut feeling and ambition are useless without a solid business plan. [Fourth], when hiring, think: trust, competence and resourcefulness (in that order). [Finally], make sure the expectations of your investor(s) are aligned with the nature and pace of your business model.” Mylène El Fakhry, co-founder and Executive Director, Education Basket ‘TREP TALK start it up ecosystem | who’s got VC | Q&A | STARTUP FINANCE “We have allocated an impor- tant budget for our online strategy and developed an interactive web portal where students can create their private space to communicate with our team members” Education Basket team at an event

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Entrepreneur march 2017 82 W hen it comes to sales, concentrating on closing a deal with a current client is not enough. You have to think long-term to be successful in this competitive industry, and being able to tap into a steady stream of customers interested in your services is the best way to keep your numbers up. The secret lies in properly identi- fying potential clients, an essential process known as prospecting. Skip- ping it would be akin to looking for an object in a pitch-black room, and prospecting half-heartedly wouldn’t be any better. But do it right, and you might just be rewarded with consist- ent sales. It takes a lot of time and effort to create a pipeline with enough good prospects to see you through quarter after quarter. You have to capture your prospects’ attention, keep them interested, and make them want what you’re offering. To accomplish that, you have to nurture your rela- tionship with your prospects, and this requires a massive amount of patience. Sadly, a lot of sellers don’t pros- pect enough, or don’t do it properly. Either they don’t understand how to do it, or they just don’t view it as an important step. This is understand- able: prospecting involves communi- cating to strangers, and it comes with a high possibility of getting rejected. But just because it’s not enjoyable doesn’t mean you should stop giving it your best. Here’s what you can do to make prospecting easier: 1. Know your target market Once you have your list of prospects, zoom in on the people or companies whom you think can benefit most from your services. Study your past sales to create a profile of your ideal customer and check your database for people who fit your template. This way, the time and effort you spend prospecting is maximized. 2. Prospect regularly Let’s be realistic: your chances of getting a customer immediately after just a single cold call are just a bit higher than your chances of win- ning the lottery. You can, however, drastically improve your chances by offering your services to more people, and the easiest way to do that is to dedicate regular hours each day solely for finding new prospects and for following up on existing leads. It’s not the most fun activity, but it’s necessary if you want a steady stream of customers coming in. 3. Fine-tune your sales pitch Don’t just talk about what you do and how awesome your services are. Know your prospects’ specific needs, and communicate how you can cater to these. Being able to offer tangible benefits to your customers show that you genuinely value your clients and don’t just see them as cash cows. 4. Switch up your tactics Think out of the box and don’t just rely on usual methods like emailing and networking. Take your game to business development agencies: they are experts in their field and they save you time, money and energy, providing you fertile grounds for expanding your reach. There are so many ways you can make people aware about what you’re offering, at reasonable cost- you just have to use them to your advantage. 5. Utilize your existing customers Take care of your customers: re- member their birthdays, send them invites to exclusive events, and get feedback from them. Word of mouth will always be one of the best forms of advertising, and happy customers telling other people how pleased they are with your services is an effec- tive method of increasing awareness of your brand. Also, once you’ve closed a sale, don’t hesitate to ask your client if they know anyone else who might need your services. Who knows, your next client might just be closer than you think! Prospecting is the crucial sales tactic that you might not be doing enough of By Jezreel Bokingo Identifying potential Jezreel Bokingo is the founder and Managing Director of The Wingman, a business development agency. A business opportunity creator, strategist and a creative, he is passionate in business development, relationship management, demand generation, sales strategy and event management that help global entrepreneurs win new business and expand in the Middle East, North Africa and South Asia. He has worked with blue chip clients that include Emirates, Jumeirah International Group, Majid Al Futaim, Nasdaq Dubai, AXA Insurance and Chalhoub Group, just to name a few. www.wingmandubai.com ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS Take your game to business development agencies: they are experts in their field and they save you time, money and energy, providing you fertile grounds for expanding your reach.

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OYSTER PERPETUAL AIR-KING THE AIR-KING A tribute to the golden age of aviation in the 1930s, featuring a prominent minute scale for navigational time-readings. It doesn’t just tell time. It tells history.