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Companies & Strategies

Fujitsu – Stéphane Réjasse (Q&A)

by Executive Staff August 3, 2009
written by Executive Staff

Stéphane Réjasse, managing director for Fujitsu Technology Solutions in the Middle East, has had a 22-year career in information technology that spans Europe, the Middle East and Africa. Previously based in Lebanon, where he worked at CIS Group, and before that as a marketing manager at Hewlett Packard in Switzerland, he has presided over impressive growth at Fujitsu since joining the company in 2005. Thanks to his long experience in the field, he has been able to successfully promote Fujitsu’s technology solutions to some of the region’s largest clients. A French national and graduate of MACI-Institut du Management des Affaires et du Commerce International in Bordeaux, he is currently based at Fujitsu’s regional headquarters in Dubai’s Silicon Oasis. He spoke with Executive about why Fujitsu Technology Solutions has been able to thrive in spite of the economic crisis, and how he plans to further its growth in the region.

E How long has Fujitsu been operating in the Middle East and how has its role changed and grown over the years?
Fujitsu opened its first office in Dubai about eight or nine years ago. Back then it only had three people; when I joined in 2005, we were 12. In the beginning, about 95 percent of our business in the region was what we call “volume” — laptops, desktops, things sold through retailers, and 5 percent was “value,” big computers, data centers, IT systems.

When I joined, I announced my intent to create and kick-start the value side, while continuing to grow the volume side. Now we’re about 70 percent volume, and 30 percent value, so we’ve made some really great inroads and advances. Value is a growing business, but it’s a matter of investment. Until recently, Fujitsu Solutions had not invested enough in this region.

E Can you explain Fujitsu’s relationship with Siemens and how that relationship has evolved? What does this mean for your customers?
The two companies have been tied since 1923, and for the last 10 years, Fujitsu and Siemens have been in a joint venture, 50-50. They signed that agreement in 1999, so now it is coming to an end. We realized that IT services are not core to Siemens, and Fujitsu is only about IT. So we took over Siemens’ share of the contract, which was expected, and now Siemens is our biggest client.

For our clients, it means that we are now able to service them globally, whereas before we were limited to Europe, the Middle East and North Africa. Fujitsu can really become a worldwide player.

E What needs and demands are you responding to in the Middle Eastern market? What products have proved most successful and why?
We’ve been very successful as far as retail and corporate customers go. You have two types of consumers here: one is very price-sensitive, and cost is the most important thing, although they also want very good technology. Our Esprimo laptops, which begin at about $500, have been very popular for individual users and small businesses.

On the corporate side, there are people where price is not an issue. They are happy to splash out for design, status, and the latest technology. For this market our Lifebook, which costs around $3,000, has been extremely popular. It’s very heavy-duty, but stable, which they appreciate. It also has the feature of being able to plug in a SIM card and connect to the Internet anywhere  data service is available on the mobile network, like a 3G card. We’ve tested it out in the middle of the desert — you can answer emails, browse the Internet.

For the service side, our Primergy systems have been very successful, on account of their very, very advanced technology, particularly a feature called virtualization, whereby you can create a virtual machine for a system and then close it down when you are not using it. It allows you to launch new servers as your business grows. In this field, we are way above HP and IBM, so it turns out that our investment in this technology was a safe bet. Also, everything is made in Germany and Japan, which is something that our clients here really appreciate.

Fujitsu has posted some extraordinary growth numbers in certain markets; 241 percent year-on-year growth in 2008 in the United Arab Emirates despite a 10 percent contraction in that market, 484 percent in Saudi Arabia.

E How are you doing in the region overall and how have you been able to buck the downward trend in the way you have?
Because of our advanced technology, it’s actually been easier than before to sell these products. That’s one explanation for our success, that it’s really thanks to the technologies we’ve invested in. Maybe before the crisis hit, companies and governments were in the comfort zone. They thought, “Why change?” But once the crisis hit, they have been forced to consider different alternatives. Whereas before they were not willing to listen, now they see the technology and they want to buy it.

For example, we are working with many government clients. In Saudi Arabia, we are heavily involved, particularly in the education sector and with the new government agencies they are creating, like the Saudi Food and Drug Administration. They’re building a new office, and will be expanding extremely rapidly. That agency is wall-to-wall Fujitsu, specifically because of the virtualization, which will enable them to cope with their growth. In Saudi, we’ve reached 12 percent market share.

We also work with the King Abdul Aziz University in Jeddah, with Etisalat in the UAE, the Ministry of Communication and Information Technology in Egypt, and in Lebanon we work with Solidere. We’re also in Pakistan, Bahrain, and by the end of the year we’ll be in Kuwait and Qatar.

Retailers tell us that there is no problem, but when I walk around the malls I see they are empty. However, perhaps because Fujitsu is sold through places like Carrefour, as well as specialized retailers like Virgin, we are not feeling the effects as much. Carrefour is doing as much business as ever — people always have to eat and get their groceries, even in a recession, and maybe they see the products there.

E How does your performance in the region compare with Fujitsu’s experience of the crisis elsewhere?
Fujitsu is the number three worldwide IT provider, and in the Middle East it’s ranked number six. So our strategy here is to carry on investing in order to close that gap, and reach the same worldwide ranking here within the region. It’s really just a matter of investment. Fujitsu has been here quite some time, we just haven’t invested enough in the Middle East.

In terms of the economic crisis, in Europe, the IT sector as a whole has gone down 15 percent in the past year, while Fujitsu is down 8 percent. In the Middle East, however, the IT market is up 8 percent, and Fujitsu is up 40 percent.

E So there have been no negative effects of the economic crisis?
We’re feeling more the effects of the political situation in Iran at the moment. So much business in Dubai is linked to Iran and a lot of it has been brought to a standstill.

E What is your Lebanon market like and how does it relate to Fujitsu’s strategy for the region overall?
The Lebanese market is always resilient, out of experience, I would imagine. I have lived in Lebanon, in Beit Meri, and I was always surprised at peoples’ attitudes, no matter what was happening politically, even during all the bomb blasts and everything in 2005.

The real estate prices are going up by the day, and the market is very bullish. So even though right now it is only 3 to 4 percent of our business, it’s an interesting market. They are building very advanced projects, and the banking sector is very strong. Many of the banks — the Central Bank, the Lebanese-Canadian Bank, Société Générale — are using our services.

There are still a lot of opportunities. It’s not as depressed a market as Dubai, which is very quiet right now.

August 3, 2009 0 comments
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Companies & Strategies

Ogilvy Group – Edmond Moutran (Q&A)

by Executive Staff August 3, 2009
written by Executive Staff

Edmond (Eddie) Moutran  is the founder of the advertising firm Memac, and is now the chairman and CEO of its successor, Memac Ogilvy. As the first Lebanese advertising executive to open shop in the Gulf in 1973, he is a pioneer in the world of Lebanese marketing. He spoke to Executive last month.

E Will you tell me a bit about the early days of advertising in the region?
When I graduated from university in the States and came back here — this was 1972, there was a good industry, and I joined a small agency. In today’s terms they were very small, but at that time they were very big. It was an agency like any other agency, creating some ads for local clients, but mainly what you do is take pictures of the product, put them up, stick them on a piece of paper, write a couple words on it, and that was the ad. Sometimes they adapted international material for local consumption. That was the main function of local agencies.

I went to Bahrain in 1973, and I was the first Lebanese, believe it or not, to leave Lebanon and go to work in advertising in the Gulf.

E What was going on in Bahrain then?
In Bahrain at the time the agency had made an agreement with an agency in the UK to service Unilever products, and the head of Unilever at the time was living in Bahrain. Also what was then TEI, — Tobacco Exports International — they had an office in Bahrain. So I went and I started a one-man office there. I have had a home in Bahrain ever since.

Then, in 1975, when the Lebanese crisis started, the industry started evacuating and going to the Gulf.

E So, a lot has changed since then?
A lot has changed. The biggest thing that happened is this enormous speed with which the advertising industry caught up with the 20th century, and the enormous effort that is in place to stay with the rest of the world in the 21st century.

E Two years ago, you told a conference in Dubai that Memac Ogilvy was falling behind in the digital revolution…
We were. But that was two years ago. I think in the meantime we are leading the digital arena, without a doubt, because we’re not just supplying digital advertising on the web, we’re applying digital to every single discipline you can think of.

E So is it your view that the changing technologies are going to have a major impact on advertising?
Absolutely. Five years ago Internet penetration in the Arab world was 2.4 percent, today its 36 percent. Billions of people everywhere, not just in one country. Maybe the [United Arab Emirates], Lebanon, are ahead of the rest, but I don’t think the infrastructure is fast enough to keep up with the changes. I mean here, with one of our cellular providers you can’t use a BlackBerry because there’s no data service. Can you imagine? We are in 2009! Unheard of! So they’re not keeping up with the changes demanded by the consumer and demanded by the clients.

E When you look at two seemingly opposing environments — Lebanon’s, which is stable, and Dubai’s which is plummeting — what do you see happening for advertising?
What’s happening in both places, actually, is a very, very serious development. But the development is stemming from the fact that clients are holding us more accountable, and clients are demanding a lot more justifications on their return on investments. There’s no easy money anymore in the world. So every penny they spend has to be justified.

E But of course the crisis has also been an impediment.
The crisis hit everybody. I would dare say it hit us harder than most industries because the first thing that’s cut in a crisis are [advertising and publicity] budgets, so we’ve been hard hit. Some agencies have suffered a lot more than others. It depends on the portfolio of clients you carry, the sophistication of the portfolio you carry, the number of offices you have, how many markets you’re in, etc.

E What do you see happening in the next five years?
In the next five years I hope to God the client will allow us to do our job. The client in Lebanon fancies himself as a trader, fancies himself as a solid businessman. He understands banking better than his banker, and he understands advertising better than his agency. I have one client who makes chocolates. I said to him, “As long as you make chocolates and I write the ads, we’re going to be ok. But if I make chocolates, and you write the ads, we’re going to [screw] it up.” Advertising is one of those subjects that everybody has an opinion, and rightly so. But the difference between an agency’s opinion and a client’s opinion is that the agency’s opinion is based on a lot of experience and is based on a lot of consumer insight.

E Are you optimistic that firms will be able to adapt to a changing advertising environment? Or do you see some major losers in the coming years? Television? Newspapers?
If you talk about possible losers in the media, there are to me possible losers. When television was invented, newspapers panicked, and radio panicked. What’s going to happen is people are always going to find time to watch television, but now it’s going to be the quality of the programs they create. There was a Turkish series called “Noor.” It had four million addicts that would not skip a second. It was a wonderful program, everybody was talking about it.

What newspapers have to do is evolve. They’ve just got to find out what the consumer wants. There’s still something to sitting, having a cup of coffee and reading the newspaper. But they’ve got to find out how you want to, where you want to, what time is good, and what do they need to do for you to continue to read it. Today, consumers have become much smarter than ever before. They rule the game. It’s no more a sellers market. So the more research you do to find out what the consumers want, the better off you will be armed to charge the future.

E Do you feel confident Lebanon will remain at the forefront of innovative advertising?
Lebanon has always been a very creative place. But if you look at Tunisia, Tunis is a very creative place. Dubai is highly creative, Bahrain [also].
We have fantastic creative directors in Lebanon, but it’s past their day. Once they get older, and they’re all getting old, is there going to be a replacement to keep Lebanon where it is? Or is another city going to have these young shining stars grow up there and take the center stage? I hope we continue to grow the talents in Lebanon, but these are things nobody can predict.

E Another thing you said back in Dubai two years ago is that you’ve turned over creative decisions inside Memac Ogilvy to a younger generation.
It’s gotten to the point that if I like the ad, I tell them, “Don’t run it.”

August 3, 2009 0 comments
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Capitalist Culture

Lebanon – A state of patronage

by Michael Young August 3, 2009
written by Michael Young

In the first weeks of trying to form a government, the prime minister-designate, Saad Hariri, reportedly held meetings to see how he and his ministers might affect economic reform. It was a brave step, one that was much-needed. However, the complexity of Lebanese patronage networks makes serious reform efforts almost impossible to implement.

When Rafiq Hariri took office in 1992, his method of dealing with patronage was to establish government bodies that he attached to the prime minister’s office, in order to circumvent ministries controlled by his political adversaries. In this way he hoped to fast-track decision making by avoiding the laborious process of negotiating every step with his rivals. He also centralized all reconstruction policy in his own hands. This had two contrary consequences: It doubtless accelerated decisions, which is why Hariri was able to rebuild so much so quickly. Yet by avoiding deep reform of the public bureaucracy, his method only weakened the state further, exacerbating the dysfunctional nature of the ministries and hardening their roles as founts of partisan patronage. 

Patronage is more than just doing favors for one’s political or social clients. It represents a vast array of services and favors that vary depending on who is providing them, where they are provided and for whom. Patronage has created a vicious circle: since the state is unable to provide many services the Lebanese demand, the population becomes reliant on services provided by politicians or political parties, delegitimizing the state for citizens, who then bestow that legitimacy on political representatives. 

The bulk of patronage in Lebanon involves politicians acting as a link between the state and citizens. Political heavyweights usually supplement this with private patronage, affirming how little they differentiate between public and private matters. For some groups, let’s say Hezbollah and to a lesser extent the Hariri family, there is an additional dimension few can match: the direct distribution of foreign funding to meet local needs. Throughout the 1990s, Rafiq Hariri was a conduit for Saudi aid to his electorate, while Hezbollah helps its supporters from what is widely believed to be Iranian money, or money from supporters abroad.   

The obstacle to economic and financial reform is that the state has become an instrument to advance personal political agendas. This is demonstrated at several levels. Employment is one of the simplest forms of patronage — the placement of political clients in the public bureaucracy, to serve the politicians or parties who placed them there, in exchange for enjoying the advantages of a regular salary and job security. This is the principal reason why Lebanon has never been able to bring about bureaucratic reform, and why the state has had to bear the increasingly onerous burden of a bloated, inefficient bureaucracy.

Virtually all political forces in Lebanon are guilty of placing their people in the administration, even if they differ over how it is done. Some will insist that their clients sit for entry examinations; others are less discerning; in the absence of administrative reform, everyone has an interest in taking maximal advantage of the state. 

Another form of patronage is for politicians to mediate on behalf of clients in their administrative and legal dealings with the state. What makes this type of patronage interesting is that it is less “feudal” in nature; it satisfies specific needs, often the needs of businesses or enterprises, so that the measure of the patron is effectiveness, not belonging to an established family.

A third form of patronage is to intervene on behalf of one’s clients to facilitate their access to state services. Many are the health ministers who have treated their region for free on the ministry’s payroll. The same thing can be said of the social affairs, agriculture, public works, and other “service” ministries, which, depending on which government is in place, will favor specific groups, often to shape future electoral outcomes.

The list can go on, and the reality is that with patronage so intimately tied to one’s political power and survival, it is all but impossible to advance a project to substantially reduce it. For example, when Walid Jumblatt declared that he opposed privatization in the new government, he was doing more than stating a position of principle; he was claiming his share of the patronage pie, one he feared might be reduced given that his present parliamentary bloc is smaller than it was in the previous government.

Circumventing bureaucracy, as Rafiq Hariri did, can work. But it is expensive, unsustainable and is one reason among others why Lebanon’s public debt grew so quickly in the 1990s. Economic reform is a nice idea, but it is best applied in the margins where it is more easily achievable. We would be naïve to assume the economic system can be overhauled when politics are played as they are.    

Michael Young  

August 3, 2009 0 comments
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Lebanon

Art – Creativity’s capital

by Executive Staff August 3, 2009
written by Executive Staff

Beirut explodes every now and then, often with tragic consequences. This past year, though, Lebanon witnessed a different and welcome kind of explosion: that of its contemporary arts scene. The opening of the Beirut Art Center, along with several smaller galleries such as The Running Horse – Contemporary Art Space and the Maqam Art Gallery, signals the development of Lebanon’s historically vibrant art market into a regional cultural center different from, but no less important than, the commerce-heavy hub of the United Arab Emirates.

“It’s a completely different new market here,” said Joy Mardini, the manager at Naila Kunigk’s Espace Kettaneh Kunigk, the Beirut sister gallery of Munich’s Galerie Tanit. “It’s booming, in parallel with Dubai, Abu Dhabi, and Qatar,” Mardini said, referencing the major arts institutions and fairs that have opened, or are planning to open, in the Gulf.

The international auction house Christie’s opened a salesroom in Dubai in 2006, kicking off with an inaugural sale in May of that year. The opening was significant because it was the first auction in the Middle East of international and contemporary art in Christie’s history, and the first time the auction house featured a modern and contemporary Arab and Iranian art section. The auction pulled in over $2.2 million, and subsequent auctions set records for artists including the Lebanese painter Paul Guiragossian, whose “Le Grand Marché” sold for $230,500 in October 2008, a world auction record for him. In March of this year, rival auction house Sotheby’s held its first Middle East auction at its new Doha office.

Art Dubai, a fair that now features 70 galleries, more than a quarter of which are based in the Middle East, launched in March 2006. The Sharjah Biennial also held its ninth edition in March, and several museums including a Louvre and a Guggenheim are scheduled to open in the region within the next decade.

Although the recently constructed infrastructure in the Gulf has had ripple effects in Lebanon, local Lebanese art brokers distinguish between the bubble that, by most accounts, has burst in the Gulf, and Lebanon’s steadily evolving art market.

Creativity’s costs
Natalie Khoury, director of the Beirut branch of Hamburg’s Galerie Sfeir-Semler for the past four years, said this is reflected in retail prices, which have grown at an even pace, in contrast to some of the record-setting prices achieved at recent auctions in the Gulf.

“[Now]they’re almost the same, and have been growing with the reputation of the artists,” she said in reference to Beirut’s prices vis-à-vis the Gulf. “We never had speculation like with the Iranians. The Lebanese artists established their careers very slowly and in a very balanced way.”

“Prices have increased, but not drastically. The prices have evolved with the careers of the artists,” she said.

Fadi Mogabgab, of the Fadi Mogabgab Gallery in Gemmayze, has been selling art in Lebanon for over 15 years, first alongside his sister Alice Mogabgab’s namesake gallery, and later on his own. He attributes the relative stability of the market to the distinct nature of his mostly local clientele.

“Because here in Lebanon we have culture and taste, people are very demanding,” he explained. “They are not necessarily following the trends of the big auction houses.”

Lebanese artist and collector Elias Maamari agrees.

“Today anyone with two pennies to rub together is buying and calling themselves an art collector. As soon as you have more paintings than walls, you’re a collector,” he noted.

Maamari, who trained as an architect, has also entered the art market through the other side of the looking glass, as an artist. His first publicly displayed piece, a cold cathode and rusting steel sculpture called “You are here for now,” was shown at the Scope Art Fair during Art Basel this year in Switzerland. It was priced at $78,290, but price, he said, can and should be irrelevant.

“You can buy art for $5,” said Maamari. “And sometimes that’s the most interesting stuff.”
More interesting to note, he said, is the relationship between the financial industry and the art market.

“They’re in bed together. They have to be. Look at the people collecting art today. The big collectors in Turkey, Russia — they’re a very small minority of individuals, and they’re the wealthy captains of industry, as they were historically,” Maamari said, citing the Frick Collection, which is housed in a museum in New York.

In Lebanon, though, there is an emerging group of young collectors, who, along with major Western arts institutions, are prying the market wide open.

Khoury of Sfeir-Semler gallery sells pieces to museums such as the Museum of Modern Art in New York, and the Hamburger Bahnhof in Berlin. As far as private collectors are concerned, she said most of them live outside Lebanon, but are Lebanese. While corporate collections are still not a major factor in their business, they are reaching new regional buyers through fairs like Art Dubai.

The art appeal
A 29-year-old New York-based Palestinian-American collector who often purchases art from Sfeir-Semler gallery on her trips to Lebanon told Executive that despite the frenzy in the Gulf, she has observed the prices of her favorite Lebanese artists, such as Walid Raad, remaining fairly reasonable.

“You’ve seen maybe a 20 percent increase in value over the past few years,” she said. “It’s not like it’s doubled in value. There have been fluctuations in Dubai, excitement and hope, but none of those galleries represent the famous Lebanese artists.”

Saleh Barakat, who says his Agial Gallery in Hamra was the first to open in Beirut after the civil war, remembers that when he started, “Only old rich people and relatively established collectors came to this gallery.”

“Now it’s much younger people [who are buying],” he said. “I think it has to do with the evolution of the economy; with the e-economy, and telecoms, these industries make young people richer.”

“The market evolves, collectors evolve, and I am evolving,” he continued. In addition to promoting young, emerging artists at Agial, his newest project, Maqam Art Gallery, is exclusively focused on Lebanese modern art. It opened in early 2009 with a show of Lebanese landscape paintings.

“The international light is only on contemporary art” from the region, said Barakat. “They are completely neglecting Lebanese modern art.”
Jim Quilty, a journalist for The Daily Star who has covered the regional art scene for the last decade, says the art market is a “fickle thing.”

“It’s about trends, what’s new, what’s sexy,” he said. “People become aware of an artist or two artists that hail from a certain region, and PR takes over, and it becomes ‘a thing.’ Artists can be working unrecognized for years and years, and then the PR people take over and decide that something exists.”

Local flourish
Although it may be a passing fad, the international appetite for Middle Eastern art, as manifested by shows like the Saatchi Gallery’s “Unveiled” in London, is nonetheless encouraging local arts initiatives to flourish.

Sandra Dagher, a co-founder along with artist Lamia Joreige of the Beirut Art Center, a non-profit gallery that opened this year in the city’s Karantina district, acknowledges the link between her institution and the commercial galleries that operate nearby.

“Even though the space is totally non-commercial, it’s an advantage for artists to make exhibitions in a center like this, and could raise their prices,” Dagher said. Dagher, who ran the avant-garde gallery Espace SD from 2000 until 2007, found the non-profit model more workable for her vision of promoting contemporary art.

“I realized that to be able to help with production of less commercial art, I didn’t want to depend on commercial issues,” she said. “When you want to be sustainable and dependable, you shouldn’t be a private company.”

The center is funded by private individual donations, a few corporate sponsors, and organizations like the Prince Claus Fund of the Netherlands. A bookshop and café produce additional revenue, and as Dagher said, the massive, airy space is also available to rent for events.

Her disappointment with the commercialism of the Lebanese art market was echoed by some gallerists, who complain that it is often difficult to sell some of the newer media, such as installations and video, in the local market.

Twenty-three-year-old Lea Sednaoui, who opened the Running Horse gallery in Karantina, said that often buyers are reluctant to spend big on an unknown name.

“They need to know what they’re buying,” she said. Nonetheless, she has had relative success with her two first shows, one of the Swedish painter Sigrid Glöerselt, and another of Lebanese photographer Karim Joreige. Joreige’s show was already more than halfway sold out as Executive went to print.

Sfeir-Semler’s Khoury agreed that pedigree plays a role, citing one popular conceptual artist whose work is part of major museum collections.
“A lot of people are asking about established Lebanese artists, i.e. Walid Raad. We sell a lot of Walid Raad. When people want to buy contemporary art from Middle East, he’s one of the artists they want to buy.”

She also cited medium as a factor, which in an era of large-scale installation and video work, may be problematic.

“Generally, videos are really hard to sell,” Khoury said. “It’s much easier to sell photography and painting.”

Barakat agrees that the big names are the easiest to sell, but this phenomenon is normal.
“Of course in every part of the world you have super stars and less established artists. Here it’s [conceptual artist] Walid Raad, [painter] Nabil Nahas, [painter] Ayman Baalbecki,” he says. The works of the latter two are both available through his galleries.

Fadi Mogabgab, though, insists that Lebanese have an open mind when it comes to art.
“I have sold things here I couldn’t sell to the French public,” he said. “Here they are more curious. They want something artistic, not just to match the carpets.”

As Elias Maamari points out, art has “a lot to do with money and very little to do with good taste… Money is the universal currency and good taste is very subjective.”

August 3, 2009 0 comments
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Executive Insights

IPTV could be good enough to pay for

by Hadi Raad August 1, 2009
written by Hadi Raad

Telecom and media companies used to operate in their own silos, with clear divisions between what each offered to consumers. Media players produced or managed content; telecom companies provided telephone and broadband services. With increasing competitive pressures, as well as technology-driven industry convergence, players on each side are moving into each other’s space. Media companies have moved into content and voice delivery; for example, Comcast, a cable TV media player in the US, currently offers Internet and phone services. Likewise, telecom operators have responded to declining fixed voice revenues and saturating broadband markets by stepping into multimedia services.

One promising such move by telecom operators is their venture into Internet protocol TV (IPTV) — a digital television service delivered over a broadband connection with a dedicated IP address. IPTV’s greatest value proposition to customers is its offering of premium content, in addition to greater control over that content. IPTV allows customers to personalize their TV experience with features such as time shifting, in which viewers can record programming to watch it later or pause, rewind, or fast-forward during a movie, and rich and user-friendly electronic program guides that allow them to navigate programming more easily. Operators also offer access to tens of thousands of video-on-demand titles that can be watched at any time. Aside from television services, IPTV applications include TV gaming, music, text, commerce and user-generated content. For example, viewers could have one-touch access through their remote control to real-time local weather, traffic updates, stock market fluctuations and horoscopes on their TV screens, without interrupting the program they are watching.

Verizon’s IPTV service offers a good example of IPTV’s features. It has a library of 14,000 video titles and its TV program guide provides viewers with integrated on-screen control of several applications. Customers can find and manage a vast array of digital content, including television programming, movies, Internet video, games, music and photos. This allows a customer, for example, to watch a movie about an action hero, play a video game about the same character, and buy retail items associated with the character, all on the same home system.

All of these features have contributed to IPTV’s popularity with subscribers, whose numbers are slated to reach approximately 40 million worldwide in 2012. This represents approximately 11 percent of broadband subscribers.

IPTV’s Prospects in MENA
In the Middle East and North Africa, the existing television landscape presents both a challenge and an opportunity. It is dominated by free-to-air (FTA) satellite service and illegal distribution. On one hand, these free options could make it difficult to convince consumers to pay for TV; on the other hand, these services offer consumers no real interactivity. Video on demand and pay-per-view, especially, could be popular in the region and convince consumers that IPTV is worth the money.

Cable TV, which offers many of the same services as IPTV, has limited network reach in the region with penetration of only around 5 percent. By contrast, the number of broadband connections is expected to multiply, with household penetration forecasted to increase from 9.4 percent in 2008 to around 30 percent in 2012, driven by telecom incumbents’ asymmetric digital subscriber lines (ADSL) and fiber optic networks. A large broadband subscriber base will position the MENA region to leverage the advantages IPTV offers. A few telecom operators have recently launched basic IPTV ventures, and more are in the pipeline. Yet IPTV household penetration at the beginning of 2008 was still low in the region — just 0.2 percent, representing approximately only 2 percent of broadband connections.

However, IPTV may not be the right choice for all operators. Ventures are expensive and complex and, as noted, IPTV requires consumers to pay higher monthly bills than they are used to. Most homes receive television services from FTA satellites or through illegal distribution; these represent as much as 90 percent of TV subscribers in some MENA countries. Moreover, many FTA channels are able to transcend national boundaries, since MENA countries share a common language and culture; as such, there has been huge growth in their number, which reached around 500 channels in 2008. According to a recent survey, a majority of viewers are satisfied with FTA offerings.

Operators that decide to launch or expand IPTV ventures will face several additional challenges. First, although broadband penetration in the region is slated for growth, it is still low, except in Bahrain and the United Arab Emirates. Speeds are also slow, with insufficient bandwidth to support streaming television service.

Second, IPTV providers will need to offer premium content to attract subscribers. There’s little regional premium content production in MENA, so shows must be produced elsewhere — a considerable investment.

Another consideration is competition. Television over the Internet can offer non-linear services similar to IPTV’s, such as time shifting and video on demand. These competitors not only steal market share from IPTV operators, they do it using the operators’ own resources. By transmitting content using the operators’ broadband data connections, they are taking operators’ bandwidth while generating revenues for themselves.

Getting IPTV right in the MENA region
Telecom operators that decide IPTV is right for them must consider the following factors critical to successful rollout. For those that don’t have the ability to meet these criteria, IPTV is probably not a viable option.

  • Hybrid solution: Operators should position IPTV as a complement to the FTA offering rather than a substitute. A hybrid IPTV-satellite set-top box could provide the dual benefits of IPTV services with FTA programming.
  • Features: Innovative interactive services will have significant appeal and should be a key part of any IPTV offering. Digital video recorders, time shifting, video-on-demand and pay-per-view could be popular. Operators should constantly define, prioritize and introduce innovative interactivity features.
  • Content: Successful IPTV entry requires operators to secure exclusive or premium content that can differentiate them from their competition. Premium content acquisition is expensive, but the investment is justified, so long as content is carefully chosen with the audience’s needs in mind so that they will be willing to pay for it, and if the operator has sufficient scale and a large enough customer base to secure a viable return. Operators need to carefully define their role along the content delivery value chain and establish the right partnerships accordingly.
  • Operational and infrastructure readiness: IPTV imposes new requirements in customer care and field and video operations, which must be appropriately handled via in-sourcing, outsourcing, or “managed services” models. It is paramount that operators ensure they have the necessary access and core network resources in place for a high-quality customer experience.

Conclusion
IPTV presents a unique opportunity for MENA telecom operators. With little competition from cable on the supply side, careful positioning will boost IPTV significantly. On the demand side, consumers are likely to be receptive to IPTV and its benefits. To be successful, operators need to provide consumers with attractive content and significant control over it. They must make sufficient investments in premium content and infrastructure, and ensure they deliver a consistently high quality service. In a region where viewers are used to hundreds of free channels, only a compelling package will persuade consumers to start paying for IPTV.

Hadi Raad is a senior associate and Mahmoud Makki is an associate at Booz & Company

The authors of Executive Insights have been invited by this magazine to offer their professional opinions and analysis to you, the reader. Executive Magazine does not endorse the analysis of Insight authors, nor should the Insights be interpreted as reflecting the views or opinions of Executive or its editorial staff.

August 1, 2009 0 comments
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Beyond cost reduction

by Rami Nazer August 1, 2009
written by Rami Nazer

An economic crisis is too good an opportunity to waste. It is an ideal time to step off the treadmill and ponder improving your business, your core offering and your cost structure. This year could very well be the year when financially sound and forward-looking organizations actually make their fortunes.

Over the past 12 months, market conditions have been eventful for some and extremely difficult for many. Firms have been taking steps — preventive and remedial — to cope with the recession and emerge stronger. Their responses have been varied, as there is no universal or one-size-fits-all solution. Nonetheless, businesses must ensure that steps taken are both appropriate for their business models and sustainable in the long run.

Most sectors of the economy are vulnerable to the effects of the downturn, but our global research indicates that risks are even greater for sectors like banking and capital markets, real estate, biotechnology, asset management, telecoms, utilities, manufacturing, consumer products, automotive and media and entertainment.

To effectively address the economic downturn, enterprises must also remain adequately responsive to the expected upturn in growth and demand after the recession ends. They need to clearly understand the macroeconomic causes and the microeconomic means to manage profitability during these times while also planning to profit during the revival.

Opportunities in adversity
Ernst & Young’s recent report on corporate priorities titled ‘Opportunities in Adversity’ revealed that insightful enterprises focus on how to effectively reduce costs by acting on decisions that must be sustainable in the long term. This means reducing costs without compromising revenue streams, and reducing operational costs without burdening the business with heavy implementation costs. However, the central message of the study is that cost reduction has become essential, with more than 85 percent of over 300 top level executives polled citing it as a key issue for their business. Overwhelmingly, they have focused on four major areas: number of employees, information technology, employee benefits and real estate.

But is cost reduction the only initiative that corporations need to undertake? Is employee reduction the most effective in reducing costs? A pool of institutional knowledge is beginning to indicate the fallibility of most cost-reduction initiatives: that these are not sustainable in the long term.

While the first response to a more difficult market is to seek to improve efficiency by reducing costs, slowing recruitment and reducing inventory, the risk of reduced effectiveness is real. Cost cutting is frequently a short term solution.  The challenge is to ensure that the organization is robust enough to face new market conditions without weakening its business mission and to take advantage of opportunities that will undoubtedly emerge later.

Amongst cost reduction initiatives, two measures stand out from all others: business process improvement was cited by 77 percent of those surveyed, and supplier cost reduction was cited by 60 percent of respondents. At 47 percent, employee reduction came in after info-tech optimization (49 percent).

Managers need to understand the psychology of cost and treat sustainability as the key focus at the very outset, ingraining cost optimization behaviors in the organization while attempting to ‘take the pain of change’ out of the process.

While businesses evolve mechanisms to withstand an economic downturn, educative examples of what is really happening in businesses are already available, for example a global investment bank reengineered its product control and identified savings initiatives of $8 million, compared to an earlier target estimate of $5 million. A pharmaceutical manufacturing company strengthened an existing cost reduction program, conducted a ‘health-check’ and identified cost savings of between $45 million to $73 million per year from a total cost basis of $410 million. A global telephone company also implemented a new global purchasing organization to reduce annual costs by 22 percent on average.

Based on research and interviews with our clients, we have developed the ‘stress pendulum’ which focuses specifically on the issue of cash. The primary driver of management action is the amount of cash that the company has and is generating. If you are burning cash during a credit crisis, your priorities are clear. If you are generating cash through operations, the opportunities are many. In any case, the need for management action is paramount.

Rami Nazer, Partner, Ernst & Young Middle East

The authors of Executive Insights have been invited by this magazine to offer their professional opinions and analysis to you, the reader. Executive Magazine does not endorse the analysis of Insight authors, nor should the Insights be interpreted as reflecting the views or opinions of Executive or its editorial staff.

August 1, 2009 0 comments
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Executive Insights

The Lebanese banks‘ 2008 report card

by Marwan Salem August 1, 2009
written by Marwan Salem

In July, I authored a report for FFA Private Bank titled “The Lebanese banking sector 2008,” which examined the Lebanese banks’ fundamentals, performance, financial strength and the challenges the sector faces going forward.

The report pinpoints that the Lebanese banking sector has steadily grown over the years relative to the size of the domestic economy, having amassed assets in excess of 327 percent of Lebanon’s gross domestic product amidst ongoing deposit inflows. The increase was driven by several comparative advantages, including a banking secrecy law, a skilled workforce, a relatively stable currency and high yields on local and foreign currency compared to peer countries. The strict regulatory framework and conservative policies set by the central bank that shielded Lebanese banks from exposure to toxic assets and structured products also helped considerably.

Over the past decade, the Lebanese banking landscape has changed significantly, moving from a highly competitive and fragmented environment to an asset consolidation environment. The period also witnessed the expansion of Lebanese banks on the regional scene.

Banks’ balance sheets suggest that Lebanese banks are “deposit-rich banks,” as they are funded mainly through customer deposits, which accounted for about 83 percent of total liabilities and shareholders’ equity during 2008. But the asset allocation also reflects the large exposure to sovereign debt, with more than 50 percent of the assets made up of government and central bank paper, mirroring the fact that the Lebanese banking sector is acting as the backbone of the economy, providing funding for its sovereign debt by accumulating customer deposits.

The report noted that the Lebanese banking sector has demonstrated remarkable growth over the years despite the persistent political instability and the global financial crisis that surged in 2008, proving its resilience to external turmoil. Initially, customer deposits were bolstered by the inflow of wealth following the civil war and by the ample petrodollar liquidity in the region that flowed into the sector in the aftermath of the September 11, 2001 events in the United States.

More recently, deposit growth was triggered by the Lebanese banking sector emerging as a safe haven for depositors in light of the prudent policies set by the central bank and the attractive interest rates on deposits compared to regional peers. In 2008, the sector added $10.5 billion in deposits, implying a 15.6 percent year-on-year growth rate. The dollarization rate dropped from 77.3 percent in December 2007 to 69.6 percent in December 2008, highlighting the renewed confidence in the Lebanese currency and the economy as a whole. Supported by solid economic activity and steadied by a stable political situation, loans growth recovered in the last two years and lending grew at a compound annual growth rate of 17.3 percent between fiscal year 2007 and fiscal year 2008, compared to a rate of 0.63 percent between 2000 and 2006.

The Lebanese banking sector has reported regular growth in profits across a seven-year track. In recent years, profitability was favored by an increasing contribution of regional entities to the sector’s income, a recovery in lending activity and improving cost-to-income ratio. As a result of a further diversification of the Lebanese banks’ business lines, non-interest income has witnessed significant growth in the past few years, but remains underdeveloped relative to the net interest income, which accounts for 69 percent of the sector’s total income.

Thus, the performance of Lebanese banks is closely linked to the interest spread between the cost of funding and yields on uses of funds. Prospects for sustained profitability will depend on the maintenance of growth in earnings within the context of international interest rate contraction. The banking sector will also need to attract additional deposits from operations abroad as regional economies slow.

But the FFA report also states that the Lebanese banking sector is growing without any detriment to its financial position and asset quality. Banks’ asset quality improved during the political and security difficulties of the last few years; loan portfolios also showed strong growth. The Lebanese banks also enjoy very high liquidity levels, while banks around the globe suffered from the severe liquidity crisis. But most importantly, Lebanese commercial banks are solidly capitalized, as witnessed by their capital adequacy ratio standing at 11.23 percent, significantly above the 8 percent required by the Basel II committee.

The immediate risks facing the Lebanese banking sector remain limited given its ability to counterbalance the adverse effect of the global financial crisis. The positive factors include ongoing deposit inflows, increasing oil prices and the political and security improvements following the parliamentary elections in June.

But the FFA report notes that Lebanese banks are faced with two key risks. First, their high exposure to the sovereign debt in light of the fragile political environment. The second risk is the highly uncertain political and security environment in which they operate. According to the report, the immunity of the Lebanese banking sector is correlated to the consolidation of the recent domestic achievements; they include the economic growth recovery and the decline in government debt ratios.

Marwan Salem is head of research & advisory at FFA Private Bank

The authors of Executive Insights have been invited by this magazine to offer their professional opinions and analysis to you, the reader. Executive Magazine does not endorse the analysis of Insight authors, nor should the Insights be interpreted as reflecting the views or opinions of Executive or its editorial staff.

August 1, 2009 0 comments
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Executive Insights

Market matrimony

by Dima Itani & Ramsay G. Najjar August 1, 2009
written by Dima Itani & Ramsay G. Najjar

The wedding season has arrived this summer, which means not only fireworks, flowers, beautiful designer gowns, tuxedos and people spending half their salaries on wedding lists, but also pairs of souls bound for life, for better or for worse, for richer or for poorer, in sickness and in health.

For better or for worse is not always easy. Marriages that last a lifetime need an extra dose of planning, a sprinkle of good faith and a pinch of foresight. Just like human beings, corporate organizations make vows to their stakeholders and decide to engage in a long term union, expecting the beautiful and glowing life “à deux,” only to realize it takes more than love to make a marriage successful.

When people are engaged they are eager to show their finest and most admirable qualities and behavior. They are enthusiastic to confirm to their soul mate that they have all the outstanding qualities and the most favorable persona. They are both excited to discover their shared values and beliefs. In fact, they are building their image as the best future husband and wife. They are striving to capture the other person’s heart in a way that ensures they could never think of marrying someone else.

This period of courtship is similar to when a company first enters into a new venture, whether establishing itself on the market or launching new products and services. During this crucial period, the company’s main objective is to build a particular brand image that would ultimately attract its targeted stakeholders. These can include employees, customers, suppliers, investors and the general public. Employees, for example, will only join a company if they can identify themselves with its image. This brand image is the most important asset for the company as it establishes its personality and differentiates it from the competition. A meticulous branding strategy driven by the company’s aspired image should therefore be developed at the first stage of a new venture, serving as the basis of future relationships with different stakeholders.

‘Getting to know each other’ soon leads to popping the question and a marriage proposal to the woman, or more commonly today, the man of one’s dreams. Similarly, a company backed with a meticulous brand image “proposes” to its stakeholders by asking them to invest, be employed, become clients or join the company. For this “engagement” to take place, the man and woman, or in another case, the company and its stakeholders, should share the same values. This is absolutely crucial before plunging into marriage or partnership. Values are what make up the core of a person or an organization. These are the beliefs, principles and standards which they abide by in each and every aspect of life or business.

Having established a set of values and gotten engaged, it is now time to talk about marriage. A couple should at this stage discuss and plan their future together. Two independent human beings are about to take a step forward and make vows to be together for the rest of their lives. These two people in love should now project a vision of their life together. Just like that, a company plans a union with its stakeholders. At this stage, a couple should discuss the potential of raising a family together. Similarly, a company should project how it will stand in the next five years or so, clearly defining its vision and objectives, and then communicating these to its stakeholders. All actions and initiatives that follow should be aligned in order to ensure that the mission is being applied and the vision reached.

When the big day comes, two people become bound for life. After the rosy pre-wedding period and the beautiful reception, real life, with all its ups and downs, begins. No matter how strong love is, a marriage cannot survive or succeed without transparency, a vertebra in the backbone of marriage which keeps a couple together. It is essential to remain transparent about all emotional issues, financial matters and future plans, whether communicating with one’s partner or stakeholders. A company, like a husband or wife, must provide timely and accurate information to its stakeholders and communicate as frequently as possible through two-way communication mechanisms. Open communication is the key to avoiding potential negative attacks and ascertains the company’s credibility.

Another vertebra is consistency in image and substance. One day of “I Love You’s” followed by another day of the cold shoulder makes a marriage rocky. A couple should maintain a level of consistency in the way they deal with and react to each other. Following the same logic, a company committed to its stakeholders should abide by a high level of consistency and avoid any kind of schizophrenia in its image and business conduct. As such, the company should adopt a clear communication strategy which ensures alignment and consistency across all messages.

However, consistency does not necessarily suggest routine and predictable behavior. Communication between a husband and his wife can be translated into various gestures of appreciation. Some of these gestures can cost a foot, arm and a leg while others can be extremely easy on the pocket. One husband can express his love to his wife by buying expensive jewelry; another can opt for the low-cost option and leave small post-its all over the house or write cute notes on the bathroom mirror.

There are innumerable channels that can convey a person’s or a company’s message to a specific audience. These channels can range in price, but the key is to achieve cost efficiency by using the best channel for the particular message. For example, instead of launching an expensive advertising campaign, a company might only need targeted ongoing initiatives like viral videos, round-table meetings, editorials and articles. Diversification in communication helps avoid routine and preserves the impact of a communication message.

On the other hand, no matter how diversified the communication between a couple, all marriages are exposed to crises. These crises can emerge when many small issues remain unresolved and the smallest argument, regardless of its importance, becomes the straw that breaks a camel’s back. A person can avoid these crises by solving all issues before they accumulate and by knowing what irritates their spouse.

Crises in the corporate world can emerge in the same way as in marriage, and can also be avoided by the same crisis management logic. Just like in marriages, crises that are not resolved in the corporate world can lead to a “divorce” and can have damaging repercussions on the company’s image, reputation and financial equity. Establishing an effective crisis management mechanism, just like going through marriage guidance counseling, can address and mitigate crises through effective communication messages and initiatives. Moreover, these crises can be avoided altogether through preemptive measures that primordially consist of a solid communication strategy that can provide a company’s image with a shield of immunity against any potential negativity. Additionally, in the unforeseen and much unwanted event of a “divorce,” a good communication strategy would spare the two parties deep or irrevocable injury, whereby they decide to separate but still remain on good terms.

As psychologist Michael Cavanagh once said, communication in a love relationship is like an intravenous feeding tube that is attached to each partner. The relationship flourishes when nutrients flow through the tube; it turns toxic when poison is fed through it, and becomes anemic when little or nothing flows through it. Similarly, the amorous relationship between a corporate organization and its stakeholders requires just the right amount of “nutritious” communication in order for it to thrive happily ever after.

Dima Itani & Ramsay G. Najjar
S2C

The authors of Executive Insights have been invited by this magazine to offer their professional opinions and analysis to you, the reader. Executive Magazine does not endorse the analysis of Insight authors, nor should the Insights be interpreted as reflecting the views or opinions of Executive or its editorial staff.

August 1, 2009 0 comments
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Executive Insights

How to lead the ‘King of Pop’

by Tommy Weir August 1, 2009
written by Tommy Weir

This past month, as the world mourned Michael Jackson’s untimely death, we remembered the great times he gave us over the years and the impact he had on us. Jacko, King of Pop, MJ — no matter what name you call him by, Michael will be a part of our memories and his music will continue to brighten our days when we hear it. We will cherish our memories of trying to moonwalk; of mimicking him by wearing a single glove or white socks; or of attempting to imitate the Thriller dance. Michael helped to shape generations all around the world.

As I watched the news and relived younger days through the music videos, or short-films as Michael called them, a question popped into my mind: “What can we learn about leadership from Michael Jackson?”

We can look through the lyrics of his songs to see if any give us leadership insights, which they do. But there is a much more important lesson we can learn from the King of Pop.

The first lesson can be found by asking, “How would you have gone about managing Michael Jackson?” How well do you think you would have done? To determine this, let’s consider the facts about Michael Jackson. As you read them try to not to reminisce, rather think about what you would have done and how you would have reacted if you were leading him.

The facts

• By the 1980s he had become infinitely more popular than his brotherly group, The Jackson 5.

• Michael holds the record for the most Grammys won in one year: he won eight in 1984.

• He popularized the “moonwalk” and created a dance movement.

• He has sold hundreds of million albums worldwide.

• He dated Brooke Shields and married Lisa Marie Presley.

• He was the first solo artist to generate four top ten hits on the Billboard charts off of one album, “Off the Wall.”

• He was the first artist to generate seven top 10 hits (US) on one album, “Thriller.”

• He was the only artist in history to generate five “#1 hits” (US) from one album, “Bad.”

• “Thriller” is the best-selling album of all time: in excess of 100 million copies sold worldwide.

• “Dangerous” is Michael’s second best-selling album of all time, with more than 30 million copies sold worldwide.

• “Bad” is Michael’s third most successful album, with 30 million copies sold worldwide.

To summarize, MJ was a musical prodigy who was born to be a solo success. At a young age, his singing and dancing talents were amazingly mature and he soon became the dominant figure of an entire industry, entertaining audiences for nearly his whole life. He was one of a kind, a real superstar.

The reactions

So, what would you do if you had to manage Michael Jackson? After working with over 700 chief executive officers in the Middle East (2,000 worldwide), let me share an insight into what most leaders would do.

Most leaders would
• Try to make him normal: Leaders habitually fail when it comes to making a superstar.

• Get jealous: Leaders do not like to share the stage nor do they do well with followers who are more popular than they are.

• Try to make him a team player: Leaders focus on group performance rather than maximizing solo success, which in the case of Michael was inevitable.

• Avoid controversy: Leaders do not like controversy or bizarre behavior, which makes him a consistent target for scandal-making and criticism. Jackson frequently drew controversy.

When it comes to managing a superstar like Michael Jackson, most leaders think it would be awesome, but in reality they would try to change the superstar, get jealous, not trust him, try to make him normal and ultimately try to get rid of or destroy him.

What leaders should do?

When someone has unmatched talent like Michael, a leader needs to discover how to use it for the whole organization to win. This means they cannot fall into the trap of jealousy. The leader has to accept the eccentric behavior, as this craziness is what allows the superstar to do things that others don’t even dream of (the source of their stardom). It also means that the leader will most likely be overshadowed and, if not, will need to step out of the spotlight. But in the end, there will be success.

By not managing a “Michael Jackson” type properly, a leader will lose record sales and maybe even screw up the biggest-selling album of all time, “Thriller.” Remember, people who are destined for greatness will make it with or without you.

So are you ready to manage Michael Jackson?

Tommy Weir is managing director of leadership solutions at Kenexa
 

August 1, 2009 0 comments
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The bubble’s jagged edge

by Paul Cochrane August 1, 2009
written by Paul Cochrane

Reporters have to watch where they point their cameras as the UAE cracks down on media

For business journalists, writing about the Gulf from 2004 to 2008 was often a repetitive process. Regardless of the sector being covered, the opening paragraph would invariably have a growth figure in the double digits, and the projection for the next year would also be a very healthy one. Every year was a record year, or so it seemed.

The global financial crisis in the autumn of 2008 dimmed the Gulf Cooperation Council’s business fortunes, flipping that opening paragraph to negative double digits or growth in the low single digits, depending on the sector. This change was welcomed by many business journalists, if only to spice up their writing, but of course not by the business community.

The reasons behind strong growth can be easily explained, but a downturn and a serious contraction in revenues requires a different explanation, and it was time for journalists to start asking hard questions — at least it should have been time to play hardball.

However, just as the crisis was beginning to bite, the government of the United Arab Emirates introduced a draft media law in January to update the archaic 1980 law. Media outlets quickly understood the ramifications of the proposed rules, which include article 32, whereby journalists can be fined up to $1.3 million for “disparaging” government officials, members of the royal family or Islam, and article 33, which fines journalists up to $136,000 for harming the nation’s image and reporting “misleading” information on the economy.

Given such fines, way beyond the financial means of most journalists and media outlets, how could hacks ask hard questions? And how could journalists report on companies and firms that were in trouble but directly linked to royal families? It is a clear Catch-22 situation: journalists want to do their job, and the public and investors have the right to know about financial shenanigans, but to do so could come with a hefty price tag, and if you can’t cough it up, it’s a stint behind bars in the debtors’ jail.

The whole notion of transparency became a mockery, and the depth of the financial crisis’ impact was barely debated in the media, at least not in the UAE and the other GCC countries, where media laws are similarly draconian.

How ingrained such self-censorship is among Gulf journalists was evident in the headlines and articles in the aftermath of the bomb Dubai World dropped on global markets by announcing a standstill in billions of dollars of debt repayments. The Gulf News gushed across its front page: “Government intervention to ensure commercial success,” the Abu Dhabi-owned The National downplayed the impact with the headline: “A silver lining in Dubai World,” and the Khaleej Times espoused optimism with: “Restructuring ‘A Sensible Business Decision.’” Elsewhere, papers’ headlines were of “castles in the sand,” “Dubai in turmoil,” and “Bombshell decision has severely damaged Dubai’s reputation.”

But while papers outside the region can tell it as it is, reporting on what has already been reported can even be a risky business in the rest of the Middle East.

In one case, a UAE-based journalist wrote an article on the new media law for the American University of Cairo’s (AUC) Arab Media & Society (AMS) website. In it, she referred to a case in May where British daily The Independent ran a story about a case of fraud in which a Dubai developer showed investors photographs of buildings under construction, but were in fact photos of another project. The investors demanded a refund, but until now they have not been reimbursed.

The developer is the Al Fajer Group, run by Sheikh Maktoum bin Hasher Al Maktoum, who is the nephew of Dubai’s ruler. For citing — not breaking — this story, the Maktoum’s threatened to sue AUC.

What this case highlights is the lengths to which the UAE will go to try and rein in negative media coverage. Furthermore, the case has warded off necessary reporting on dubious tactics by developers, which damage the reputation of the real estate sector at the very time when the sector is suffering, with real estate prices down 50 percent in Dubai from their 2008 peak, and investment bank Union de Banques Suisses projecting in November that it could take up to 10 years for the sector to bounce back.

The last thing the sector should want in such a tenuous climate is jittery investors. As an Al Fajer investor told The Independent, “This is going to define my faith in the country. If I’m dealt with correctly, great. But at the moment, it’s not going that way. We’re in the witching hour now.”

That witching hour extends to media coverage, transparency in economic data and whether firms connected to the royal family are being unfairly assisted and bailed out at the expense of ‘ordinary’ companies trying to compete in a supposedly free market. As for us business journalists, reporting on the Gulf is certainly keeping us on our toes as we cover, or indeed cover up, the Gulf’s (mis)fortunes, and try to avoid getting fined a lifetime’s salary in the process.

PAUL COCHRANE is the Middle East correspondent for the International News Service

August 1, 2009 0 comments
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Since its first edition emerged on the newsstands in 1999, Executive Magazine has been dedicated to providing its readers with the most up-to-date local and regional business news. Executive is a monthly business magazine that offers readers in-depth analyses on the Lebanese world of commerce, covering all the major sectors – from banking, finance, and insurance to technology, tourism, hospitality, media, and retail.

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