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Economics & PolicyEnergy Wars

No shelter from the storm

by Paul Cochrane March 3, 2012
written by Paul Cochrane

An attack on Iran that blocks the Strait of Hormuz would clearly have an impact on the Gulf economies. But when it comes to the possibility of a Gulf conflict, companies are extremely reluctant to talk about whether they have contingencies in place. 

American technology firm Emerson, which works with the energy industry, replied to interview requests with the following: “Unfortunately since there’s insinuation about Iran in the feature we will not be able to take part whatsoever in this. We have very strict laws regarding this topic.” Royal Dutch Shell gave the incredulous reply: “We are not involved in politics so will not comment.” 

Even without comment from companies, it is hard to imagine that they or governments in the Gulf Cooperation Council have not given some thought to contingencies if conflict does erupt. “GCC governments have been thinking about this for quite some time; it is not as if a conflict occurring would come as a surprise,” said a high-ranking economist at a leading Gulf bank, who wanted to remain anonymous. “That said, GCC governments are not known for advance forward planning.” 

While the temporary loss of oil revenues would be a major blow to GCC states (see story page 42), certainly in the immediate term, non-oil sectors would also be negatively affected, such as the service sectors, aviation and tourism, all of which have grown over the past years.  

“The Gulf economies are dependent on stability… so an attack on Iran would be a disaster, not just in terms of all the oil that would be locked in,” said the head of a European oil company off-the-record due to company policy. If a conflict happens, Gulf countries would be within missile range of Iran, and a possible target, particularly countries hosting United States forces: Qatar, Kuwait, Bahrain, the UAE and Oman. 

Soft spots

The ports are a clear weakness given the region’s import dependence, while desalinization plants are a further weak point. According to Shahin Shamsabadi, a senior associate at consultants The Risk Advisory Group in Dubai, if the Fujairah desalinization plant was targeted, the UAE would only have enough water to last out the week.

Indeed, the Gulf’s 30 ports handle 30 million TEU (20 foot equivalent units) containers per year, and just under 250 million tons of general and bulk cargo. The shutting in of the UAE’s ports would be particularly damaging, accounting for 61 percent of the Gulf’s trade volumes, and Dubai Port with 13 million TEU per year a major re-export hub for the region as well as the wider Middle East and Africa, according to DP World. The UAE’s re-export trade was worth $205 billion in 2010-2011 fiscal year ending in April, according to the Abu Dhabi-based Arab Monetary Fund (AMF).

“It is a doomsday scenario for the Gulf,” said Shamsabadi. “A war right now… would prompt new discussions about [Qatar hosting] the World Cup [in 2022], and affect expansion plans of foreign companies and international oil companies. Only Saudi Arabia would be all right because it is so big.”

A massive personnel outflow from the Gulf may ensue, although it is likely that not all nationalities would react in the same way. “If you take the example of the Gulf War (in 1990), a lot of expatriate Arabs and expats from the Indian sub-continent are more likely to stay and Western expats to leave,” said Shamsabadi. There are an estimated 10 million expatriates in the GCC; from the West, British citizens are the dominant group, estimated at 100,000 in the Emirates alone. 

The Gulf bank economist disagreed, at least in the short-term. “I think people would stick around initially. If the conflict lasted more than two or three weeks, and was looking like a long running affair, people could start to re-assess their options. But for a lot of expats it is not easy to leave as most are here for economic reasons. As long as economies remain strong, I don’t think the impulse to leave would be there,” he said.

Furthermore, a conflict now would likely not economically hurt the Gulf to the same degree as if a war had occurred prior to the financial crisis. 

“Certainly the stock markets would take a hit, but the markets have been going nowhere for the last few years. There is not a lot of trading go on and not a lot of liquidity,” said the economist. “It is not like 2008. If a conflict happened then, it would have hit the region like a steam train as everyone was very bullish. Now the situation is not the same, the private sector has been weak since the financial crisis and confidence is fairly weak, so the scope for a sharp response in reaction to some geopolitical event like this is limited. Most growth is (currently) due to government spending, and following a conflict, they would increase or maintain spending.”

March 3, 2012 0 comments
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Economics & PolicyEnergy Wars

Cashing in on conflict

by Paul Cochrane March 3, 2012
written by Paul Cochrane

The oil crisis in 1973 saw oil prices quadruple, equivalent today to a jump from $125 to $500 per barrel at late February prices. If Iran is attacked and oil tanker traffic is disrupted through the Strait of Hormuz, some 17 million barrels per day (bpd) would be taken off line and the markets would immediately react. Analysts forecast a price spike anywhere from a third (to more than $166 per barrel) to a 100 percent surge (to $250) depending on the scale and length of the conflict. 

But what needs to be taken into consideration is current global production, as the markets have been skittish of late. The extent of the markets’ jitters was reflected when the European Union announced oil sanctions on Iran — not implementing them — causing oil prices to rise, to $110 a barrel in January and gained some 15 percent throughout last month on the back of rising tensions. And with the EU having to re-source 600,000 bpd, this has had an effect on the markets. As the United States’ Energy Information Administration (EIA) noted in its monthly Oil Market Report in February, “International sanctions targeting Iran’s existing oil exports do not come into effect until July 1, but they are already having an impact on crude trade flows in Europe, Asia and the Middle East.” 

Add to this that Europe no longer has access to around 145,000 bpd it imported from Syria due to last year’s sanctions, and post-Gaddafi Libya is still not at full operating capacity, pumping some 300,000 bpd less than the 1.6 million bpd pumped before the civil war. Equally, instability and attacks on pipelines in Yemen has seen oil production drop by 40 percent over the past few years, from 286,000 bpd in 2009 to an average of 170,000 bpd last year. To boot, the Republic of South Sudan stopped all oil production and exports in late January over a dispute over oil transit fees with its northern neighbor that is not likely to be resolved anytime soon. In total that already amounts to 911,000 bpd off the market.

“I think if the situation in Sudan continues, the more effect this will have internationally,” said Marc Mercer, an East Africa specialist at risk consultancy Eurasia Group in London. “350,000 barrels off the market is not big enough to have a huge shock on the market at the moment; having said that, from the Chinese perspective, 5 percent of their oil comes from Sudan.” 

Indeed, if Iranian and Gulf oil also went offline, China would be in a serious quandary, with the Gulf providing just under half of its crude oil imports, as would Japan, South Korea and India, with the Asian markets accounting for roughly three-quarters of the Gulf’s crude exports. 

The big picture issue in the advent of a war with Iran is how will 20 percent of the world’s oil production, as well as natural gas, be distributed? Of the 21.45 million bpd produced in the Gulf, 4.45 million bpd is consumed domestically and 17 million bpd is exported. An estimated 5 million bpd could be exported via Saudi Arabia’s Petroline pipeline from the east to Yanbu on the Red Sea, leaving some 12 million bpd under threat. The Trans-Arabian Pipeline, which ran to Lebanon, has not been operational for decades.

One option is the 1.5 million bpd, 370-kilometer-long Abu Dhabi Crude Oil Pipeline that runs from the Habshan oilfields in the west of the UAE to Fujairah outside the Strait of Hormuz, but the pipeline is not yet operational due to delays and is not expected to be functional until the summer. This leaves few options for the remaining oil other than to linger in storage. 

The Saudi save?

The world’s swing producer, Saudi Arabia, has promised to boost capacity to help offset demand, although it remains to be seen how the Saudis could export such increased output in the advent of a Gulf conflict, given the kingdom’s lack of transparency when it comes to actual production output. An added complication is that the bulk of Saudi exports go to Asia, meaning oil transported to the Red Sea would then have to head east again, adding on 1,200 nautical miles and five days to shipping times.

What would close the supply gap would be the stock piles amassed by Organization for Economic Cooperation and Development (OECD) governments, equivalent to 1.6 billion barrels, enough to cover the loss of 11.5 million bpd for four and a half months, according to the Center for Global Energy Studies’ publication Global Oil Insight. 

According to research carried out by a major Gulf bank, which asked for anonymity, a two-week shut down of the Strait would result in a 25 percent loss in oil trade, causing revenue losses to GCC countries of some $5 billion. After a month, it would lead to a 50 percent loss in oil trade, equivalent to $10 billion. “Based on our assumptions, the impacts wouldn’t be very dramatic as it is not realistic for Iran to block the Strait even if they mined it, so two weeks seems to be a reasonable estimate,” said an high-ranking economic analyst at the bank.

But this is perhaps rather a conservative estimate, or “best case scenario.” With an average of 14 tankers a day passing through the Strait, each carrying an estimated $200 million worth of fuel on board, that would be around $2.8 billion worth of oil (at market prices) off the market. Another reading is that the GCC countries earned $465 billion in oil revenues in 2011, equivalent to $1.27 billion a day, although that includes non-sea exports and domestic sales. Therefore, in a worse case scenario, GCC countries could lose more than a $1 billion a day in oil revenues. 

Liquefied natural gas (LNG) is another story. Qatar is now the global hub of LNG, accounting for roughly a third of production at 77 million tons per annum, while Abu Dhabi produces 6 million. With the Strait blocked, LNG would be locked in as the primary export route is by sea. Indeed, Qatar’s Ras Laffan Port loaded 1,000 LNG tankers last year, equivalent to 2.7 tankers per day. If LNG exports were blocked, it would be a devastating blow for India, which receives nearly 90 percent of its LNG from Qatar, as well as for other Asian countries, while Italy receives 10 percent of its annual gas needs from Qatar, and Britain 15 percent. Needless to say, a temporary shut down of LNG would be a serious hit to Qatar, which earned $30 billion last year from gas exports. “Of all the Gulf countries I think Qatar is the most worried about a conflict as, theoretically, they would face the chilling prospect of all LNG being undeliverable unless it could be transported to Oman or the UAE, where it could be re-shipped, but I don’t think these countries have the re-liquefaction capabilities,” said the analyst. 

The good side of bad

But not everyone holds that a war with Iran would be bad. “It wouldn’t affect us at all, as we will be getting $200 a barrel. The Fujairah pipeline could be opened faster and the UAE is always lucky when we face problems,” said a spokesperson for the Abu Dhabi National Oil Company. This would hold true after the crisis ends. According to research by the International Bank of Qatar (IBQ), for every $1 increase in oil prices, the GCC earns an extra $4.5 billion. 

“If oil prices shift upwards due to the conflict, the loss of volume (incurred) could be offset (afterwards) by the sale of oil at high prices,” said the economic analyst.   Oil producing countries outside of the Gulf would also stand to gain significantly from the price spike. “If oil prices go up, the Russians for instance would benefit hugely as their cost of extraction is much higher than in the Middle East, so would end up making higher margins,” said Michael Elleman, senior fellow for regional security cooperation at the International Institute for Strategic Studies-Middle East in Bahrain.

And while logic would dictate that international oil companies (IOCs) would stand to lose out during a conflict, with operations curtailed and production affected, they would in fact reap profits. “IOCs are happy to have war,” said Anna Abrahamian, an independent energy lawyer. “Certainly insurance fees would go up, but the profits they would make would exceed the risk. That is why when the US pushed for sanctions on Iran no IOCs objected, and there are some companies that have scenarios for making money during sanctions or if a pipeline is blown up somewhere.” She added: “IOCs are praying to go into Iran.”

March 3, 2012 0 comments
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Economics & PolicyEnergy Wars

Flirting with death

by Paul Cochrane March 3, 2012
written by Paul Cochrane

Just west of the Strait of Hormuz lies the United States Navy’s Fifth Fleet in Manama which “covers the busiest 60 acres in the world,” according to military.com, the largest US army and veteran online forum. The naval command center in Manama coordinates NSA (Naval Support Activity) of nine US bases in Bahrain, two in the United Arab Emirates, the Kuwait Naval Base, and Masirah Island off Oman. It could become even busier if there is a conflict with Iran to neutralize its alleged nuclear weapons program.

Activity would likely also heat up at the 44 US military bases that effectively surround Iran in the Middle East and Turkey, commanded from the US Central Command (CentCom) at the Al Udeid Air Base in Qatar – and that does not include Afghanistan. The US would equally make use of a 1994 bilateral defense pact, the “status of forces agreement,” with the UAE, which has enabled the Emirates to have the world’s most advanced F-16 E/F Block 60 fighter jets, and for 3,000 US air force personnel to be stationed at Al Dhafra Air Base.

Movement is already increasing, with 15,000 US troops – fresh out of Iraq – stationed in Kuwait. Out at sea, the US sent a third aircraft carrier group this month (March) to the Gulf, the USS Enterprise-led “strike group” that includes six other ships. Britain meanwhile has sent its top of the line, $1.5 billion warship HMS Daring for a seven month deployment to the Gulf to accompany a 25-nation, US-led Combined Maritime Forces flotilla that is, in the words of Britain’s Ministry of Defense, “to bolster maritime security and regional stability across the Middle East.” On top of this, several hundred nautical miles to the West, are four NATO ships patrolling the Gulf of Aden, ostensibly in search of Somali pirates as part of Operation Ocean Shield. 

On the Iranian side, the military has carried out six war games over the past few years, with the latest, last year, dubbed the “Great Prophet 6,” involving the testing of short, medium and long-range missiles. At the beginning of 2012, Iran carried out ground maneuvers inland and near the Afghan border, and has kept its navy on high alert, with Iranian boats tailing US warships as they entered the Gulf. Not willing to be boxed into the Gulf, Iran sent warships through the Suez Canal to the Mediterranean in February to show what Admiral Habibollah Sayari said was the “might” of the Islamic Republic to the region. 

Such a show of force in the Gulf is alarming amid the specter of war with Tehran, yet it is hardly the first time there has been such a multi-flagged armada charting the Gulf’s waters in relation to the “Iran threat”. Back in 2008, there was a similar “unprecedented” build up of naval force, the largest since the 1990 Gulf War, which put Kuwait on its highest war alert since Saddam Hussein’s forces invaded the country.  Nothing happened. But this time the saber rattling by Western powers, Israel and Iran could turn into all-out conflict, whe-ther by design or through some accidental spark as the tensions rise to white hot levels (see scenarios, page 48). 

“This is not a time political analysts or leaders are taking a holiday or going skiing, it is a time to be active,” said Ibrahim Saif, resident scholar at the Carnegie Middle East Center in Beirut who specializes in the political economy of the Middle East. 

A narrow window of opportunity

The crisis revolves around Iran’s alleged nuclear weapons program, and it is more evident than ever before that the balance of power cannot be altered by allowing Tehran to get the bomb, which would rival the Middle East’s only nuclear power, Israel, and could spark a regional nuclear arms race. 

Indeed, Saudi Arabia has recently hinted that it may go nuclear, while Western intelligence agencies indicate that Riyadh funded up to 60 percent of Pakistan’s nuclear program with the tacit understanding that the kingdom could put up to six Pakistani warheads on its turf if Iran acquires nukes, according to a report in The Guardian newspaper. Saudi Arabia has never publicly called for a war on Iran, but as a prime opponent of an ascendant Islamic Republic, its stance was made clear in a leaked US diplomatic cable from 2008, with King Abdullah calling on the US to “cut off the head of the snake” by launching military strikes to destroy Iran’s nuclear facilities. 

While the Gulf monarchies view Iran as a threat, it is Israel that has been beating the drums of war the loudest against its long-term nemesis. As US Defense Secretary Leon Panetta stated in early February, an Israeli attack could come as early as this spring. The big question is whether Israel would unilaterally launch strikes against Iranian nuclear facilities. 

According to research carried out by Scott Johnson, a defense analyst at IHS Jane’s, it would be exceedingly difficult. “The problem is that the Israelis have a limited number of aircraft that can reach key facilities, and their window of opportunity is in the minutes to hit targets and come right back. The only way to help Israeli aircraft out is via refueling in the air but they have a limited number of air-to-air refueling craft, and they would be in harms way, so would need aircraft to defend them. It would be a massive operation that would necessitate the majority of Israeli strike aircraft operating simultaneously,” he told Executive.

Indeed, reports indicate that Iran’s nuclear facilities are spread around some 20 locations and have been built with US and Israeli strike capabilities in mind, while having modern Russian air defense systems to protect them. Such tactical complexities are arguably a reason for the US to not attack Iran either.

“Nuclear facilities are well dispersed, and it would take a month of constant air attacks as you can’t just drop a bomb on a facility as it is deeply buried; they would have to be pummeled. An attack would also involve a lot of search and destroy missions against Iranian missiles as well as anti-shipping missiles to stop the sinking of ships. That is why the US would be reluctant to take this on,” said Michael Elleman, Senior Fellow for Regional Security Cooperation at the International Institute of Strategic Studies (IISS) Middle East in Bahrain. “If they are really planning surgical strikes, we wouldn’t know about it. An all out war we’d see a build up. We knew a year in advance the US was going into Iraq as it was hard to keep concealed. But I don’t see the US ready to take a major offensive against Iran and I don’t think it is in the US interest or anyone else’s.” 

That said, President Barrack Obama has stated that Washington will work in “lockstep” with Israel to prevent Iran’s nuclear aspirations, and that “all options are on the table.” But if Israel does instigate a war, it is expected that the US will have to get involved, as Iran would not sit back and do nothing, unlike the Iraqis when the Israelis bombed the Osirak nuclear facility in 1981 or the Syrians when Israel targeted the alleged nuclear facility in Al Kibar in 2007. 

The Islamic Republic Strikes Back

“The attack would be so large it couldn’t be ignored. I don’t think the Iranian regime would survive if they did nothing,” said Elleman. Iran would mobilize its 520,000 uniformed service members to respond to air assaults on nuclear facilities, air bases, missile sites and infrastructure. Given the Iranians’ past threats to blockade the Strait of Hormuz, a naval campaign in the Gulf would be a major arena of conflict. “Iran can close the Strait of Hormuz at least temporarily, and may launch missiles against US forces and our allies in the region if it is attacked,” said Defense Intelligence Agency Director Lieutenant-General Ronald Burgess at a Senate Armed Services Committee hearing in December. 

The US Institute for Peace has noted that Iran’s military is configured in a defensive posture, “specifically to counter the perceived US threat.” Lacking the same fire power and conventional military capabilities as the US, Iran would use asymmetric warfare instead. 

Iran has developed “a strong asymmetric capacity that focuses on the use of smart munitions, light attack craft, mines, swarm tactics and missile barrages to counteract U.S. naval power,” stated a report by the Center for Strategic and International Studies. Such tactics could prove highly effective. In a war game conducted by the Pentagon in 2002, a large number of Iranian speedboats swarmed US warships, detonating explosives and attacking with fire arms and rockets. Within five to 10 minutes, the US Navy lost 16 warships, including an aircraft carrier, cruisers and amphibious vessels. While the US has developed its response to such swarm tactics over the past decade, the Iranians have equally improved their asymmetric capabilities. 

Stumbling into war?

What is concerning analysts is that given the current tensions in the region and the build up of military forces, along with the Iranians and the US and its allies having conducted war games in the Gulf, there is the possibility of the world stumbling into a war. “My impression right now is rhetoric has been ramped up in the West to have effective sanctions. We’ve seen the EU agree on an oil export ban, and seeing more and more pressure put on countries in Asia to go along. It is part of human psychology to avoid war, but my worry is that if there is a mistake, a miscommunication or incident in the Persian Gulf, this could lead to a situation that spirals out of control,” said Elleman. “Iran is constantly doing war games and is quite careful when they do it, but what if they fire an anti-ship missile and it gets away from them? A pure accident results in the sinking of a Saudi tanker or casualties on a US or French frigate in the Gulf,” Elleman added. “It is not likely, but I don’t think any of us are smart enough to anticipate it. Frankly, that is what I worry about the most is someone making a poor decision and then it escalates, for do we have mechanisms in place with Iran to control it?”

Gulf War Three

If any of the above plays out, Gulf War Three, if not World War Three, would be underway.

The Gulf Cooperation Council (GCC) countries would be in the immediate line of fire from the Iranians, notably the countries hosting US military facilities, and ports. “If ever there was an inter-Gulf war, the ports would be the prime targets. It is not just cutting off Hormuz that can starve a country, as all countries are import dependent,” said Shahin Shamsabadi, Senior Associate of the Middle East & North Africa (MENA) Practice at The Risk Advisory Group in Dubai. 

If GCC countries were attacked in response to a US led attack on Iran, Elleman said the GCC militaries would coordinate with the US and the response would depend on which country was hit. “If it was Bahrain, what do they have to retaliate with? They have very limited capacity and that is why they asked the Fifth Fleet to be here. The UAE I suspect would take some action with their air force. I’m most impressed with their planners and intelligence people, they have their act together relative to the rest of the GCC,” he said. But the conflict would not solely focus around the Gulf in a US instigated war. The Iranians could use covert attacks against US interests globally as well as enlist proxy forces in neighboring Afghanistan to target US and NATO forces. In such a scenario, the US would get no support from Pakistan, a major player in Afghanistan. Islamabad, which is going through a low-point in relations with Washington, stated in February it will not support an attack on Iran or allow the US to use its local airbases for military operations, although whether it would actually do more for Iran is unclear. 

If Israel carried out the initial strikes, this would add another dimension to the conflict.

“An Israeli element to the attack would unite Iranians and possibly other states against the attackers, although it obviously depends on the scale of the attack,” said Shamsabadi. 

Hezbollah, could retaliate, raining rockets onto the “Zionist entity” from Lebanon, which would prompt a harsh Israeli military response. But this is where it gets complicated. With Syria descending into civil war, the response of Iran’s regional ally to a Gulf war is an unknown, but the West and Israel could capitalize on instability in the region to bolster the rebels in Syria to further destabilize the country. This could also drag the Russians in. It is a strategic ally of Syria, and the port of Tartous is the Russian navy’s only base in the Mediterranean. “For the Russians, it is of utmost importance to protect the Syrian regime as it provides intelligence, access to the Mediterranean and arms deals,” said Saif. 

If the conflict spread from the Gulf to the Levant, two fronts would be open in the Middle East, and with the uprisings that have swept the region over the past year still in various phases, compounded by the economic damage a conflict would entail, major instability throughout the MENA would ensue. As fault tree analysis shows, one event can have a top-down effect that leads to numerous other lower-level events. “All the branches that could be spun off if a war breaks out are incalculable,” concludes Elleman.

March 3, 2012 0 comments
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Economics & PolicyEnergy Wars

The boy who cried war

by Paul Cochrane March 3, 2012
written by Paul Cochrane

Among the fables of the ancient Greek storyteller Aesop is that of a young shepherd who repeatedly raises false alarms about a looming wolf with nearby villagers; the crux comes when a real wolf later appears but nobody believes the boy’s cries before it is too late. Now, replace “young shepherd” with “the media, Middle East experts and informed sources”, then replace “wolf” with “war with Iran”, and this tale from antiquity is suddenly spun into contemporary non-fiction.

In the summer of 2007, I wrote a commentary for these pages describing the then-resounding rumors of an impending war with Iran. I could easily submit the same piece again for publication today, changing just a fact or two and updating the latest political rhetoric. It was actually two years before, in 2005, that the current wave of media reports warning of imminent war with Iran began to deluge my email inbox. Having forwarded a number of these articles to my sister over the years, she acerbically remarked to me in 2009: “You told me a war with Iran would happen last year, and the year before that but nothing happened.” I replied: “Just wait and see.”

But wait she has — in fact all of her life — with the Iranian nuclear weapons crisis playing out for three decades now like a long-running TV soap opera. The public, particularly in the West, has been regularly prepped about the pressing need to tackle Tehran; the Christian Science Monitor outlined a litany of examples in an article last year, among them that West German intelligence reported as early as 1984 that Iranian nuclear arms production “is entering its final stages”, and in 1992 Benjamin Netanyahu, then an Israeli parliamentarian, said Tehran was no more than five years from a nuclear bomb and that this threat needed to be “uprooted by an international front headed by the United States.” George W. Bush kept the fire raging with the inflammatory tones of his infamous 2002 “axis of evil” speech, labeling Iran a “rogue state” and ratcheting up the media and political campaign vilifying the Islamic Republic. 

Seemingly fallen on deaf ears over the years are the more moderate voices that have taken pains to point out the bias and rhetoric in accounts of the weaponization of Iran’s nuclear ambitions, as Tehran has steadfastly maintained it seeks nuclear technology for energy production and scientific research. The International Atomic Energy Agency’s latest report implicating Iran, for example, was widely discredited by experts, including former United Nations weapons inspector Hans Blix — but you wouldn’t have known this from reading the headline news.

So, will there be a war? The multi-national military build up in the Gulf is certainly worrying, but like the past responses to “Iran nearly has nukes” reports, it is not unprecedented. The European Union announcing sanctions on Iranian oil — ostensibly meaning it is sourcing alternative energy supplies to avoid a shortage in the advent of a conflict — is a major move that has raised the stakes, yet it is also clearly economic and political maneuvering to put pressure on Tehran. Israel, as usual, is the wild card, being the most vocally gun-ho to ‘take out’ Iranian nuclear facilities and retain its regional nuclear supremacy, while Washington still appears intent to keep “all options on the table” for the immediate short-term. With so much saber rattling and so many military maneuvers broiling hostilities across the Gulf right now, however, one has to hope that a misunderstood action or incidental blunder does not set off a chain reaction of unintended consequences. 

Let’s be clear though: the shepherd boys crying out through the media that the bombs will begin dropping tomorrow are charlatans, not fortunetellers. That the world has had to listen to them for so long, however, is massively worrying, for when the wolf of war actually is nigh and those who see it coming raise the alarm, who among us will believe them?

March 3, 2012 0 comments
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Economics & PolicyTechnology

Tablets on the boardroom table

by Jad Hajj March 3, 2012
written by Jad Hajj

With the explosive growth in demand for smartphones and notebook computers in recent years, it is hard to believe that corporate technology users are still finding room in their bags and attachés for yet another device. The rising popularity of tablet computers, though, suggests they are somehow finding a way.

Although corporate demand for tablets is still low relative to consumer demand, it is already significant — and rising rapidly. Global market research firm IDC sees worldwide demand for tablets and other Internet mobile devices rising sharply in coming years, from 41 million units in 2011 to 235 million units in 2016. A significant driver of this growth, according to IDC, are corporations, which are seen doubling their share of tablet purchases to nearly 10 percent of total shipments in 2015, up from about 5 percent in 2010. Apple, for its part, claims that its iPad tablet is being used or tested at 80 percent of Fortune 100 companies. In the Middle East and North Africa, technology-consulting firm Ovum sees growth doubling in 2012 alone, from two million units to four million, and rising to 11 million by 2016. A recent IDC survey found that roughly half of all Internet users said they plan on buying a tablet in the near future.

In hopes of gaining a better idea of what is driving the popularity of tablets in the business world, Booz & Company and Motorola recently undertook a global research effort, interviewing chief information officers (CIOs) from a wide variety of companies. Three factors stood out. 

First, much of the interest in tablet computers is due to the ongoing consumerization of corporate information technology (IT), as more and more employees insist on using their favorite devices in the workplace. IT departments are scrambling to put in place new IT infrastructure and policies to run and manage these devices. CIOs have needed to devise programs and processes that support workers who bring personal devices — not just tablets but also smartphones — into the office and use them in their regular work activities. Some companies have even gone so far as to give employees an allowance to buy the devices they prefer.

Mobility is a second factor, as more companies recognize the value in empowering employees to consume content — check e-mail, review PowerPoint presentations, manipulate downloaded sales data — on the go. Very few notebook computers are mobile broadband-enabled (less than 10 percent, according to our estimates), compared to roughly half of tablets. Our CIO interviews suggest that mobile broadband tablets are being strongly considered as alternatives. 

Finally, there are the added security benefits that mobile broadband offers over Wi-Fi connectivity, including the ability to erase a tablet’s sensitive data remotely, if necessary. “We need encryption at rest [data physically stored in an encrypted manner], policy enforcement via active sync, remote data wiping, encryption, and associated policies,” a CIO at a global workforce firm told us. “It is all basic stuff, but it needs to be supported out of the box.”

In the coming years, enterprises in the MENA region will be further investing in information and communication technologies (ICT) as they strive to catch up with their counterparts elsewhere. Although enterprises account for as much as 6.5 percent of all mobile SIMs in some European countries, they have not even reached one percent in any country in the MENA region. By some estimates, the size of the MENA enterprise ICT market will almost double over the next five years, from an estimated $14.8 billion in value in 2010 to $26.1 billion in 2015. 

The next two to three years will see a very interesting battle for the corporate share of mobile device spending, and CIOs in the region will need to think about what part tablet computers will play in their overall ICT strategy. Cost, of course, will be top of the list. A current major drawback of the iPad is its relatively high price, which is difficult to justify if the device is to be used in conjunction with both smart phones and laptops. Other cheaper tablets have not gained sufficient momentum in the corporate market, but this may change, as developers create more business-oriented apps and companies develop their own. 

The extent to which MENA enterprises adopt tablet computers may also depend on other factors that lead to benefits that are harder to quantify but should still be part of a CIO’s calculations for return on investment. Among them: 

Structured creation: Tablets’ initial use in enterprises is primarily centered on applications where mobility matters and where content is consumed rather than created. The new frontier of mobile productivity will be driven by what the industry terms “structured creation,” in which users can enter information in standard methods, such as drop-down menus. This results in data sets that can be easily compiled and analyzed, meaning faster processing of data and gathering of insights. In the MENA region, increasing Arabic language support for tablets — along with greater numbers of Arabic-language applications — will drive this kind of structured creation. 

Unanticipated productivity gains: Because tablets can significantly increase employees’ connectivity, they will likely result in higher productivity as employees respond to questions faster, review materials more frequently, and plan work activities in advance. An IDC survey shows that 40 percent of UAE organizations have deployed mobile devices to at least 10 percent of their employees for work purposes. 

Increased retention: Consumer technology is taking over every facet of people’s lives. Employees want access to the newest and best technology at work because they most likely are using something even more cutting-edge at home. Providing employees with new technology to help them become even more productive can boost retention by improving their engagement with the company. 

Unexpected creativity from employees: In their push to persuade management to invest in tablets, employees will likely search far and wide for new ways of using them, in order to justify the costs. Those engaged in sales demonstrations have found that the tablets provide a level of interaction not previously possible. Client response is stronger, and salesmen report better results, suggesting that companies will need to be open to evolving applications of the technology. 

Competitive advantage: Inevitably, the use of tablets will become standard in virtually every industry. Companies that can devise new applications and uses for tablets may be able to gain real advantage over competitors. Tablets can offer an advantage in industries where it may be important for customers to see that the company is on the cutting edge of technology. CIOs should consider whether there are ways the workforce interacts with customers that could be standardized through the adoption of tablets to improve customer perceptions of the company.

With manufacturers releasing more advanced tablets every month, the increasing use of these devices in the business world is not likely to slow down anytime soon. In the MENA region, senior managers are driving technology purchase decisions much more actively because of their own at-home use of tablets and other devices. CIOs in the MENA region are responding to this interest from senior managers and are seeking to ensure support of the new devices in corporate environments. Understanding how tablets are evolving — and how they are likely to benefit enterprises in the years to come — can help position enterprises and their employees on the leading edge of this technological change.

March 3, 2012 0 comments
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Economics & PolicyTechnology

Naturally selected

by Maya Sioufi March 3, 2012
written by Maya Sioufi

To say that Internet and social media usage in the Middle East and North Africa is expanding exponentially has become a truism of our time, but like the dinosaurs that failed to adapt as the ice age covered the globe, many companies’ marketing strategies now resemble bewildered cave men soon to be run over on the information highway. 

So how fast is the online world changing? Well, the number of Internet users in the Middle East has increased from 3 million in 2000 to around 77 million today, of which 18 million are on Facebook, according to Internet World Stats. 

In the past year alone, the number of Facebook users tripled in Algeria, doubled in Egypt and Saudi Arabia, and increased 75 percent in the United Arab Emirates, according to an analysis by Omnicom Media Group (OMG). Advertisers have been among the first species to take note of the sea change in consumer behavior and realize the value of the increasing attention online.

While Internet advertising in the Middle East is still in its infancy, online advertising spend in the Arab region is estimated to reach $266 million by 2013 and $1 billion by 2016, up from $56 million in 2009, according to Zenith Optimedia. Advertising companies, web development companies and small start-ups specialized in digital marketing all want a piece of the growing digital pie. 

Ahead of the wave

Lebanon-based Eastline Marketing (ELM) is one of the companies offering digital marketing tools and claims to have grown rapidly from its inception in 2006 to cut itself a 20 percent slice of the domestic market currently, with other clients in Qatar and Saudi Arabia. Its founders, Nemr Badine and Marc Dfouni, both graduates from Canada’s Concordia University, say their headline offering is Sweepz, the only proprietary platform in the region that supports the Arabic language. Through Sweepz, clients of ELM can launch social media promotional campaigns such as contests, quizzes and sweepstakes, which are linked and regularly updated to social networks such as Facebook and Twitter. The company expects this product, which costs $1,000 to $10,000 depending on the project, to represent 30 percent of revenues in 2012. 

ELM offers several other services, such as social media marketing (which includes managing the online presence of a customer) and display advertising: the acquisition of media space, planning campaigns and search engine optimization. 

ELM’s founders believe that they have now reached an inflection point and in order to grow further they need more capital, and thus are seeking a strategic investor to fuel expansion. Badine and Dfouni estimate their company’s value to be at least $3 million. 

“Our objective is to position ourselves as the regional leaders in digital marketing solutions whereby international brands would come to us to market their brands in the region and regional brands would come to us to market their brands both regionally and internationally,” says Badine. ELM is considering several options: venture capitalists (VCs), angel investors and another round of ‘family and friends financing’, though “we are in that spot where we are a bit too large for smaller VCs and too small for larger ones,” remarks Badine. 

As the Middle East becomes ever more wired and the number of users who are ‘Facebooking’ and ‘Tweeting’ increase, the prospects for the nascent digital marketing industry seems abundant. ELM has been one of the early movers in this space but their future expansion in a fast changing industry will depend on their securing strategic capital.

March 3, 2012 0 comments
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Economics & PolicyTechnology

Q & A – Hamadoun Touré

by Thomas Schellen March 3, 2012
written by Thomas Schellen

The United Nation’s International Telecommunications Union (ITU) partners with governments to define the global rules that underlie the development of the information society. It has also assumed a growing role in seeking to employ information and communications technology in reaching the UN’s Millennium Development Goals. Executive sat down with the ITU’s Secretary General Hamadoun Touré after his February visit to Beirut to discuss the ICT policy in Lebanon and the wider region. 

You have referred to broadband Internet access as an essential infrastructure for participation in today’s economy. In the case of Lebanon, how do you assess the importance of broadband in the country’s participation in the global economy?

As I said [during my visit], Lebanon had a fixed broadband penetration rate of about 4.7 percent at the end of 2010, which is the highest in the non-GCC countries of the Arab region. Lebanon also has a relatively extensive fixed telephone network at about 20 percent fixed-line penetration, which is again the highest penetration in fixed-lines in the Arab region. It has been estimated that by end of 2010, 20 percent of households in Lebanon had a high-speed DSL broadband connection and therefore, Lebanon will have to prioritize increasing the number of households with internet access if it is to reach the global target put in place last October by the [ITU’s] Broadband Commission for Digital Development, which is that by 2015 40 percent of all households in developing countries will have broadband internet access at home.  

How about pricing of broadband and mobile access? 

Lebanon is providing relatively affordable fixed broadband penetration; according to our price basket that we published last year, entry level Internet broadband access was at 3.5 percent of average monthly income at the end of 2010, which is below the five percent target identified by the broadband commission… One must say that Lebanon has been late to introduce 3G mobile Internet penetration. Operators launched 3G only in 2011 and that was late; due to the nature of the annual contracts they have, mobile operators will not upgrade the networks through long-term investments. 

Do you have figures showing the correlation between broadband penetration and ease of access and economic growth?

There are publications by the World Bank and other agencies showing that each 1 percent of broadband penetration translates into 1.38 percentage of growth in gross domestic product. You could also argue the contrary that each seven percent of GDP translates into 10 percent penetration of broadband; we will never be able to say which one is the cause and which one is the effect. 

A concern in Lebanon is the political indecisiveness that could delay a new board for the Telecommunications Regulatory Authority (TRA). Would in your view a non-functional TRA affect the development of telecommunications in Lebanon? 

Can you imagine a game without a referee? It could be chaos; and therefore you need a referee that is not only fair but also balanced and neutral and ensures that players play a fair game. You need rules and regulations — light-touch regulations, as we always advocate, but they have to be in place. To have authority, the referee should come before the game starts. Otherwise he could be ignored. Continuity in this area [of regulatory authority] is very important. 

Do you see that the political upheavals of the Arab Spring have been affecting the operating environment, from the ITU perspective? 

We as ITU are assuming that today, except for one country — Syria — the Arab Spring is over and that we need to talk about economic development issues in order to start creating jobs for the people who are the most in need of them. This is why we are organizing the Connect Arab Summit in Doha for March 5 to 7 to which His Highness the Emir has invited all the heads of state and governments in the Arab region and to which I am inviting all the Arab private sector and the international private sector as well. We want to bring all the stakeholders together and talk about not only investments in infrastructure but also in content development because the region has so many things in common and could develop heavily upon common Arab heritage, Arabic language, and Arab culture.

March 3, 2012 0 comments
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Economics & PolicyTechnology

The apper class

by Thomas Schellen March 3, 2012
written by Thomas Schellen

Times always seem fortuitous for those companies in information and communications technology (ICT) that focus on the newest and fastest growing demand. This is even truer when other outlooks in the economy are, to say it nicely, as subdued as is the case today. So it come as no surprise that the handful of Lebanese companies which specialize in the emerging business of developing applications for mobile devices are buzzing with aspirations. 

By the reckoning of the members in this new Lebanese branch of the global ICT industry, the field of developers in Lebanon today comprises about five companies that are focused exclusively on mobile app consulting and development. Approaching the market with innovative names such as FOO Solutions, Eurisko Mobility and Apps2U the larger of these companies employ between 15 and 25 professionals apiece and have on average produced 20 to 30 mobile apps in the past three years or less.    

A second group of Lebanon-based companies with supply-side mobile app business interests include developers that produce apps as a value-added service to their existing ICT business or are expanding from their existing business into the apps space. A third group of companies are startups and young companies that are product centric, meaning they are in the business of developing games or financial payment solutions and use the mobile as one of their channels to engage customers. These companies, however, do not seek to address third party demand from companies that are looking to have apps developed by specialist services firms.   

For FOO founding partner and CEO Elie Nasr, a crucial value gain since the company’s formation in early 2009 was the acquisition of skills. “Part of the process [is] where clients invest and the company benefits from delivering the project but also from the learning involved in producing the app,” he said.  

Eurisko’s co-founder and CEO Zack Morad told Executive that the company has become a regionally known entity in less than 18 months of operations. “We started marketing our services in late 2010 with all cold calling,” he said. “In the first six weeks of 2012, there was almost no cold calling. Now, a lot of people call us.”

 Up-sizing

The growth rates for the relatively small, in terms of employment numbers, have been impressive. FOO and Eurisko expanded from founding teams of two and four entrepreneurs in 2009 /10 to teams each numbering just under 20 professionals at the end of 2011. For 2012, each of the two competitors looks to reach team sizes of 30. Like the other mobile app developers in Lebanon, FOO and Eurisko have been financed from own funding resources of the founding entrepreneurs and their business partners, not by small and medium enterprise investment funds, venture capital groups, or private equity firms. Morad and Nasr also both said that they are entering a phase where their respective companies are looking for injections of capital.  The company has grown organically until now and is bent on reinvesting its earnings, Morad said, “We are not taking anything out of the business. We will always be investing and growing because we see the big picture and we want to grow and help grow the market.” 

Going viral

Similarly to Eurisko and FOO, the headcount at Apps2U is advancing toward 20 specialists. What is different in the genesis of Apps2U is that this enterprise grew out of the business of parent company MT2. This firm, although having worked for many years with relatively low profile, is well established in regional ICT. Its corporate DNA is rooted in telecommunications and MT2 acts as a content and services provider in partnership with network operators and audiovisual media across Arab markets. “We are a telecom company and we are offering all kind of mobile app services to all kind of customers in the region, not only in Lebanon. MT2 has connections with over 30 operators,” Apps2U managing partner Mario Hachem told Executive. The content formulas of MT2 include highly profitable features such as subscription-based delivery of Islamic content – e.g. guides to the proper observances during Ramadan and hajj – via SMS to mobile phone users across regional markets from Saudi Arabia to Iraq under revenue sharing agreements with network operators. 

This business sparked the formation and growth of Apps2U, said Hachem, who is also chief technical officer at MT2. “For the last three years, operators have been asking for apps and for the last three years our team has been increasing in numbers and experience,” he said.

Scheduled to be turned into a standalone company under ownership by the current MT2 investors, Apps2U plans to increase team size from 16 developers to between 25 and 30 before the year’s end. The growth is in part for adding new technical expertise, as the firm wants to build skills in developing apps on the Microsoft 8, Facebook, and SmartTV platforms.  As it has been expanding into the mobile app sector, the latest addition to the interactive portfolio of MT2 and Apps2U in February 2012 was a dedicated television channel on Nilesat where Blackberry users in the Middle East can flash their chat messages on the TV screen while communicating within the Blackberry community as well as with users of different smartphones. 

Also sporting a strong business profile in providing value-added services to telecommunications operators is Inmobiles. Established in Beirut as startup in 2003, the firm has grown to a current team size of 80 by delivering products to telecoms operators or the banking sector, but until now never to end users, Inmobiles CEO Charbel Litany told Executive.  The company made its first foray into the provision of an app to end users just at the end of 2011. It did so with a big splash, as the “whozcalling” app went viral in the space of weeks.  

According to Litany, the roll out of the free app and its success nicely links to a strategy to convince network operators of a value proposition involving operator-owned app stores to push into the space currently controlled by device manufacturers. “I am trying to push value-added services on the device side and have network operators change from the network side to the device side. With the huge growth of the smartphone market, we have decided to test the market with one of the free products,” he said.   

The company has so for not been monetizing its successful app in favor of using it as “proof of concept” in demonstrating to regional telecom operators that they can generate their own revenue with their app stores. This notwithstanding Inmobiles’ first free app appealed equally to regional and global users.   

Market potentials 

Corresponding to the limitations on assessing the value of enterprises on the supply side of mobile apps, searching into the demand side value for Lebanon’s mobile app developers does not provide a picture with clear and sharp contours. 

According to Fadi Sabbagha, the chief executive of Born Interactive, local market potentials for mobile apps are limited by the small budgets that most Lebanese companies allocate to digital. For his firm, apps are not a standalone business but a natural extension of its communications services on a basis of client demand. What’s more, most of the business is in the region, not in Lebanon.

In all likelihood, the small budgets in Lebanon are directly correlated to the small size of the Lebanese market which translates into small revenue potentials, he told Executive, noting that hype over mobile apps here is paired with restrictions on budgets whereas in regional markets he observed, “a bit less hype but clients are more comfortable with budgets.“

While acknowledging that apps are still on the slow burner in the Lebanese market, Ralph Khattar, CEO of 2010 startup Virtual, added that the launch of every app developed for a major Lebanese company provides a boost to the business. 

“Each time a company launches an app, they are promoting it, and each time is advertising [app development]. There are a lot of companies that need an app and we can have a good market share. Twenty percent is a good number,” he said. 

Reality tests

Responses from the firms that have ordered apps give a clue that the experience is a bit more differentiated. Some high-profile companies which had apps developed for them in the past two years gave Executive overall positive and satisfied feedback but added that things could still get better. 

According to Jihad Murr, the Chief Operating Officer of television station MTV, the station’s strongly advertised app is not yet highly used but among the most downloaded Arab applications on all platforms. 

“For Lebanon, it is too early to make money from mobile apps but I think mobile apps and related revenue streams in the future will be a big part of the income for our media. We wanted to be the first in this market,” Murr said. MTV’s mobile app is linked to the station’s website, which has 70,000 unique visitors per day. 

According to Eurisko Mobility, which developed the app for MTV, the station’s app has been downloaded over 300,000 times. The company embarked on the mobile app project with the intent to monetize it through revenues streams from paying advertisers, he added. The ad activity has been scheduled to start in March and MTV will also seek to obtain revenue from in-app sales of specific programs.  Both projects are in progress but have advanced slower than planned. “We were late in monetizing it. We are starting now but I expected to start six months ago,” Murr said. 

Similarly, business development director Michel Aji at restaurateur Roadster Diner enthused about the company’s mobile app in general but could convey no positive message about harvesting financial rewards from the year-old gadget. 

The app was the number one among the free-to-download apps for the Lebanese market in the first two weeks of its launch in the first quarter of 2011 and had reached 15,000 downloads by mid February 2012, Aji said. The company serves in the range of 200,000 monthly visitors across its 12 eateries in Lebanon. 

“On return on investment on this particular application, there is no reliable data,” he conceded, pointing to the Lebanese issue of unreliable data connectivity as a reason why the app does not facilitate online ordering. 

No cheap feat

Costs of commissioning a mobile app are certainly an issue in the small local market. Companies that ask a Lebanese provider to custom develop a mobile app for them look at a cost of “at least $5,000”, Sabbagha said. This appears to be a consensus figure in the industry. The ceiling of possible cost for an app is not really defined, and Hachem said it can reach “$100,000 per platform”.

For entrepreneur Bahi Ghubril the cost of having a high-end app developed for several thousands of dollars per mobile platform is certainly a barrier. Ghubril is CEO of Zawarib, a mapping company with a declared mission to make Beirut easier to navigate. But although maps and mobiles make a natural fit and location-based services are among the reliable performers in application stores, the value proposition in Lebanon is not strong enough for his company to go it alone in commissioning an app. 

“People consider apps to be a sign of success but users expect everything in apps and online to be free; at the same time it costs a lot of money to develop a strong app that would have good interactivity and a good search function for Zawarib while the market for this in Lebanon is very small,” he said, adding that the proposition of developing an app could be interesting in a partnership with online portals but not as a branding tool or mere image project.   

Competitive edge or just edge?

The developers agree that infrastructure problems and high cost of connectivity are barriers to the industry’s growth in Lebanon. However, the better-late-than-never rollout of 3G services by the mobile phone operators Alfa and MTC Touch since last November has resulted in some 400,000 users who by February 2012 have taken to the services. 

The outlook seems to be moderately positive also on the structural side of telecoms as latest annual management contracts between the government and the two network operators, which went into effect at the beginning of last month, contain two, albeit somewhat vague, management objectives of positive relevance to mobile applications developers: network operators are each to enable at least one Mobile Internet Service Provider by deadline of May 31 and to establish a mobile applications platform by 2013 “that hosts and offers mobile applications to subscribers”, with the added stipulation that four fifths of the applications have to be sourced from Lebanese developers. The two propulsion factors for competitiveness of Lebanese developers are the high quality of the human capital and its low cost in Lebanon. “Beirut has a highly-educated human resources pool, highly motivated, highly creative, and very cost efficient,” Morad said.  

From Inmobiles, whose Charbel Litany said the company has seen zero attrition in its headcount since starting operations in 2003, to Virtual whose Ralph Khattar referred to the country’s leading universities as ready sources of talent, the developers describe Lebanon’s rich human capital as a core strengths that the industry can build on. This comes with the downside of losing staff to players abroad. As Nasr said, “the problem is not migration to competitors in Lebanon but people going overseas.” For FOO, a loss of four staff members who went abroad to join companies or pursue further education represented 70 percent of employee turnover since the company started.

As all mobile app developers in Beirut are aware of the threat of losing high-value talent to multinational firms, each company said that it is investing substantially in employee loyalty and retention, offering profit sharing or stock grants to its existential talents.  

As every developer Executive talked to also has aspirations to grow its business internationally, foreign competition is an issue to consider. According to the Lebanese providers, India, the world’s leading country in ICT outsourcing, is not the biggest competition, because, as Nasr argued, Indian supply comes with a price-value caveat under which high-quality apps will be just as expensive as those produced here. 

The GCC countries are also not on the radar as big competitors because of their low availability of native human resources and high costs of production in the knowledge economies. This leaves countries closer to Lebanon as main sources of competition in developing mobile apps under similar price and quality matrixes. One serious contender is Egypt, which was one of the rising stars in the outsourcing globe, before running into disruptions of economic reliability in 2011. Other countries with competitive potential vis-à-vis Lebanon are Jordan and, according to Nasr, Palestine. 

Mobile applications developers represent the third wave of potential knowledge economy progress via ICT made in Lebanon. It serves to recall here that the first two waves — the introduction of mobile telephony in 1994/95 and the new economy take-off in 1999/2000 — also saw the country start out at the forefront of ICT adoption and native entrepreneurship. Both times, the natural competitive advantages of Lebanese innovativeness and richness in human capital were eroded, at least in part, by systemic, political inabilities to support the economic competitiveness of Lebanese ICT firms. 

 

Business Models in Mobile apps

The business models underlying the development and delivery of mobile apps by serial app developers come in three main categories: 

First — the free to download, which is still the largest group. When such an app is ordered by a client, the app developer produces a customized product according to demand specifications that include interactive features and the number of operating systems and platforms that the app needs to run on. These apps can function as enterprise tools within a company (for example as catalogues for the sales team), as marketing, branding, and customer relations tools toward a company’s end customers, or as instruments enhancing the company’s corporate social responsibility portfolio. As the developer produces the “free” app for a corporate client, he is paid like any other software consulting and developing company. In many cases, developers also produce free apps at their own cost and push them into the markets to build reputation or to generate advertising or sponsorship revenue streams.   

Second — user paid and individually priced apps which can be downloaded for a onetime fee. This bazaar or mall-like business model has been pioneered by Apple’s App Store and benefits both the developer, who in case of the App Store reaps 70 percent of revenue, and the platform, which takes the rest. This model has proven to work well for popular apps as users pay fees that in many cases amount to less than one dollar for each download. If an app goes viral through peer-to-peer recommendations by users or effective marketing schemes, the monthly revenue streams can scale into very handsome sums and high profit margins. Apps in the ultra-long tail of available products, however, until now are not likely to generate enough income to recover development costs. The owners of leading platforms and application stores — currently the device makers (with Apple on top) and Google — are beneficiaries of concentration in consumer capital, but network operators and other players are not going to leave this attractive market place un-staked in the rising mobile technology economy, or mobitech.   

Third — apps that rely on recurrent revenue streams from users. Under this model, a basic app is often offered for download at no cost. However, the free download acts as teaser. To succeed, the app needs to convey attractiveness and inspire loyal and habitual usage. Customers are either asked to pay for the continuous use of the app after the initial free usage period, or are offered premium services for which they pay either time-based, recurrent subscription fees or per-item charges. This in-app purchase model unlocks income streams for content providers and network operators.

March 3, 2012 0 comments
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Society

Tender teachings

by Ali Kazma March 3, 2012
written by Ali Kazma

At any given moment in a randomly selected Lebanese café, one will likely spot an eight-year-old girl amusing herself with the newest iPad or other high-tech device. It is difficult to imagine that said young girl realizes that what she holds in her hands is worth more than what thousands of Lebanese families make each month. These children are being raised to see expensive things — and money itself — as playthings, and what many are not learning as they grow into adults is that financial success requires them to see money as a tool, not a toy.  

In Beirut and other metropolitan areas, conspicuous consumption seems to be the order of the day. It is becoming all too easy to forget that almost 30 percent of the country lives in poverty, according to the United Nations. With all of this country’s outward displays of wealth, what’s slightly less apparent is how much of our nation’s youth is clueless about the true value of money, and the risks this financial illiteracy poses to the country at large.  

While Lebanon was lucky enough to be relatively insulated from recent global economic crises, all over the country one can see the effect that poor money management is having on the nation as a whole. We live in a culture of waste at every level in our society — from the government sector to the corporate realm, and we often see examples of poor financial decision-making at work within individual homes. Consumer debt levels are climbing, while our public debt is estimated at a jaw dropping $54.3 billion, roughly 133 percent of GDP, among the highest ratios in the world. Lebanon exports relatively little aside from much needed human capital, but our taste for extravagant things still sees us importing products and luxury items at considerable levels. The Lebanese economy is increasingly dependent on remittances from those living abroad, but given the recent economic crises around the globe, this dependency will only make us more susceptible to market fluctuations elsewhere.  All together, if this continues unchanged, it is a recipe for national disaster.  

Nipping the bud

We must combat these dangerous practices that place our entire economy at risk, and it is imperative we start the fight early. If we ever hope to witness the success borne from a financially responsible citizenry, we ought to begin by teaching Lebanese youth to respect and understand the value of a lira, by teaching them how any economy works: You work hard for financial rewards, and then you must make important decisions regarding how to best and most efficiently use those resources. 

Understanding how money is earned, and learning through vivid and detailed first-hand experience how to make informed and conscientious financial decisions, will give our children the best tools to succeed in the modern world. Some parents already do this by involving their little ones in the purchases they make everyday. Parents need to let their children see and understand that money is not something to be toyed around with. Giving children strict allowances and spending limits, as well as explaining our own financial decisions, will help train youth to cope with the kind of financial choices they will be forced to make later on. 

Outside the home, Lebanese parents and policy makers should begin to encourage activities for our children that will help us instill these important financial values early on. Fortunately for parents, teachers, and children alike, there are facilities popping up all over the globe that are developed with just this goal in mind, and one is set to open in Beirut in the summer of 2012. These facilities employ a concept called “edutainment,” and are rich, highly interactive mini-cities with functioning kid-sized economies that encourage children to learn the value of money by role-playing through numerous careers, earning “cash,” and offering choices on how to invest that money throughout the facility, with not all choices being equal. 

Though money might not be a toy, if we aim to take a playful approach in transmitting these important economic practices, learning how to be financially responsible can still be great fun. If we do not, the opportunity to address our current state of financial illiteracy will skip another generation.

March 3, 2012 0 comments
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The Buzz

Promise and peril

by James Reddick March 3, 2012
written by James Reddick

Above the vast expanse of the East African plains, signs of human life finally come into view. Hardly the congested maelstrom of its neighboring capital cities of Kampala and Nairobi, Juba spreads outwards in moderation, a seemingly sedate outpost along the Nile. As the plane circles, the thatched, pointed roofs of tukuls, mud huts not usually befitting a nation’s capital, appear, dotted among the city’s more robust structures. 
    
After touching down, the weary arrivals pile into the stiflingly claustrophobic room that makes up this “international” airport’s baggage terminal and immigration hall. Some are returning home after years away, having left to escape the war and to seek out opportunity in neighboring Uganda and Kenya, or beyond, and anxiously await the reunion beyond these walls with their long-separated families. One man spots a woman outside — most likely his mother — and waves excitedly. She puts her hand to her face in exaggerated joy. Drawn back by the promises suggested by independence, and the prospect of lasting peace, what is actually to come for this man and other returnees, and for those who waited out the continent’s longest running civil war, is increasingly uncertain.
    
On the streets of Juba, and other semi-urban centers like Rumbek and Torit, the excitement in late 2011 remained palpable. The boyish face of John Garang, the founder of the Sudan People’s Liberation Army, which fought and won against Khartoum’s rule from the North, stares down approvingly from billboards throughout the capital, and t-shirts commemorating the July 9 day of independence are still very much the fashion du jour. But while nobody expected an easy transition to statehood for the world’s newest nation, just how calamitous an infancy it has proved to be has shocked those who for so long sponsored the idea of a sovereign South Sudan.
    
Nearly 40 years of civil war since united Sudan’s independence from British control in 1955  have naturally taken their toll — all the more so since one of the costs, and a principal motivation, of that guerilla war with the predominantly Arab North was a deprivation of development in the South. In terms of infrastructure, the country is virtually starting from scratch, with no homegrown electricity generation, 100 kilometers of paved roads in a country of approximately 660,000 square kilometers and no running water. In late fall of 2011, at the end of the rainy season, huge swaths of the country — nearly all of the northern half — were inaccessible by car, and even those routes with “safe passage” were a pock-marked mess, littered by the carcasses of trucks and vans left to rot after succumbing to one of many craters. For South Sudan, infrastructural development should be the number one priority of the new government, but the persistent threat of violent conflict both with Khartoum and among communities within the south is siphoning its resources and attention.
    
Cattle raiding — the practice of stealing another group’s livestock — is certainly not a new phenomenon among the country’s largely pastoral communities, but the scale of the raids and the collateral damage inflicted on civilians have escalated dramatically. At a certain point the term “cattle raiding” no longer does the violence justice; in December, a series of cyclical clashes between the Murle and Lou Nuer tribes in the largest and least developed state, Jonglei, prompted the release of an open letter by the Lou Nuer calling for the extermination of the rival group. In due course, “6,000 to 8,000” Lou Nuer youths brazenly attacked Murle villages over the span of several days and killed more than 3,000 people, according to a local commissioner (the figure has yet to be confirmed by the government). Despite tracking the column of fighters for weeks, neither United Nations peacekeepers, nor the SPLA (South Sudan’s army) soldiers deployed to prevent their approach were able to intervene, as the raiders’ forces dwarfed their own.
    
And particularly troubling in post-independence South Sudan are relations with the North, as the prospect for a return to war grows more imminent by the day. The two are linked by oil, a vital resource for both struggling economies, the majority of which lies in South Sudanese territory. Once extracted, however, it must pass through the North, up to Port Sudan. Since independence, the two sides have been unable to agree on a transit fee for the oil, leading Khartoum to seize shipments and Juba to halt its pumping altogether in January. And as the North suppresses an internal rebellion on its southern front, it has bombed the disputed town of Jau on multiple occasions, wounding several SPLA soldiers, as both sides mass forces along their respective borders.
    
This was not the narrative envisioned by John Garang, nor by those who danced in the streets on July 9 in cathartic jubilation. And it is certainly not the foundation of a new and better life envisioned by returnees — neither the more than 100,000 from the north, nor members of the diaspora who bring with them technical skills essential towards rebuilding a country. Blessed by largely untapped natural resources, South Sudan has the potential to be an economic powerhouse in East Africa, but the same conflict that has stunted its growth for decades continues to fester.
    
Back in the arrivals hall, the developmental depths out of which this nascent country will need to rise are on full display. The returnee jostles for position at the end of a conveyor belt, which unceremoniously dumps a suitcase to the floor while its owner scrambles to retrieve it, pushing people aside, before the next one falls on top. At the immigration desk, desperate hands wave passports at the two unfazed officials while a European NGO employee argues with another who has rebuffed her visa. It is not an easy thing to leave Juba Airport. Finally, passports stamped, bags collected and blood pressure high, the man steps out into the late morning sun of South Sudan, the world’s newest nation.

March 3, 2012 0 comments
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