Banking & Finance

Private equity – Liquidity flows

by Executive Staff
written by Executive Staff

This October, emerging market equities sank to an all time low. Dominated by few firms and largely composed of infrastructure-related companies, capital markets in the Middle East and elsewhere could not provide the liquidity needed to boost stocks. While similar effects will continue across regional bourses and affect the short-term valuation of firms, the region’s private equity industry will remain shielded because of the inherent nature of the asset class and the deal types most popular in the Middle East: buyouts and growth capital.
At the fundraising stage, private equity fund managers will continue to enjoy high liquidity for another quarter, until prospected declines in oil revenues are realized and futures contracts expire. Sovereign Wealth Funds (SWF) still have capital to deploy and will continue to partner with private equity firms for attractive buyouts in the region and abroad as company valuations sink and smart investors can invest in firms with untapped value. SWFs and private equity are best positioned to do this as they enjoy longer-term outlooks — typically five to seven years — until they exit investments. These investment horizons — coupled with the fact that most funds have recently completed fund raising and are now looking to deploy capital — make private equity a source of much needed liquidity in both the Middle East, as oil prices drop, and elsewhere, as financial intermediaries are squeezing credit flows to businesses.
Owing to the large size of most family-owned firms in the Middle East and North Africa (MENA), private equity houses have structured their funds to invest in buyout deals and offer companies growth capital. According to Amr Al Dabbagh, governor of the Saudi Arabian General Investment Authority (SAGIA), private equity investment opportunities in the region are on a scale “never seen before.”

Buy and build
Private equity buyout funds follow the traditional deal and exit structure of a private equity firm. A fund manager will scout out an attractive company, buy out the firm, build its business by adding assets or cutting costs, and exit investments to strategic investors or competitors, a secondary sale to another private equity investor, or via an initial public offering (IPO) on capital markets.
Several buyout funds are targeting MENA-wide deals and three of the most notable funds recently completed investments. Abraaj Capital’s Buyout Fund II (ABOF II) along with Waha Capital acquired a 49% stake in
GMMOS group, helping Waha Capital build a regional maritime business through its Al-Waha Maritime Group. Both maritime businesses plan to use the deal to further expansion agendas. Abraaj set itself up for a strategic deal after purchasing 100% of GMMOS Group in 2007. In this deal, Abraaj Capital partnered with the strategic buyer at the investment stage and will doubtlessly exit its remainder in the deal to Waha Capital after strengthening GMMOS Group’s corporate governance.
In another series of deals, Ithmar Capital has targeted construction and infrastructure-related buyouts. The private equity player made a recent investment in the UAE- based Dewan Architects and Engineers, a mid-market architecture, engineering, and consulting firm. Ithmar Capital’s buyout investment came amidst falling equity values and, consequently, a time when undervalued firms are attractive to long-term investors like private equity houses and SWFs.
Global Investment House (Global) has also fostered a burgeoning buyout business in the Middle East. It has recently closed its Global Buyout Fund with limited partner capital commitments, as well as additional financing by Dubai Islamic Bank and Millennium Capital, to the tune of $615 million. Additionally, Global closed another tranche of its buyout business for its $500 million Islamic Buyout Fund targeting sharia-compliant investments across the Middle East, North Africa, South Asia, and Turkey (MENASAT).
Global recently made a buyout deal through its standard buyout fund, by taking a stake in Al Sawani Food and Industry Supply Company, a food and beverage franchising operation based in Saudi Arabia with locations across twelve countries.
Abraaj Capital also made a recent buyout purchase in Nas Air with the aim of expanding the firm’s fleet of five aircraft to 18 by 2010 and eventually 167 by 2012. This buyout deal would make Nas Air the fastest growing private aviation fleet in the Middle East.
Not all MENA capital will be spent in the region. Much of it will be used for global buyouts in undervalued firms in the Asia, Europe, and the US. Credit-sapped firms in the US and elsewhere looking for long-term finance can find it in Middle East private equity shops. One deal in which this dynamic was apparent is Istithmar World Capital’s buyout of US-based Gulf Stream Asset Management, a financial services provider with $3.8 billion in assets.
GrowthGate recently achieved a final close for its $100 million buyout fund focusing on buy and build deals. With the plethora of spare capital committed lying dormant in these funds, they will be an important source of liquidity for the right firms looking to sell off their businesses.

Growth capital
While buyout funds are popular in the MENA region, growth capital continues to dominate the strategies of private equity shops. Growth capital proves the more popular of the two because it is a well-received investment style for entrepreneurs, and especially family firms. The reasons for this are clear. Instead of buying a firm, restructuring it, and exiting it via a secondary sale to another private equity shop, a strategic sale to a strategic buyer or competitor, or via an IPO, growth capital investments provide liquidity to firms with an established track record, possible areas for growth to different sectors or country, and a fairly sound corporate governance structure.
Entrepreneurs looking to private equity are essentially asking for investors to partner with them over several years to help grow the business and receive a substantial rate of return for helping develop the growth. Family firms are particularly worried about the potential for private equity to erode businesses, so growth capital remains an avenue through which families can find an investor but retain the business after a period of growth.
A recent investment has illustrated the process of growth capital private equity. Ithmar Capital purchased Panceltica, a Qatar-based, regional housing firm. Although the terms of the financing were not disclosed, the private equity shop provided capital for Panceltica’s growth and expansion strategy out of Ithmar Capital’s Fund II. Ithmar Capital’s Faisal Belhoul noted at a press conference that his fund is “uniquely placed to provide Panceltica with innovative investment and business development strategies to tap into the phenomenal growth potential of the region.” With most major cities sharing a high demand for the cranes to create buildings and the workers needed to operate them — from Doha to Dubai — Ithmar Capital’s investment and expertise enables Panceltica to grow its business across the region to build onsite steel structure for housing and other projects, which is eight times as fast to construct.

In search of growth opportunities
Additionally, private equity firms are looking to provide growth capital to firms which complement portfolios. In several instances, private equity managers are looking to create an integrated portfolio where the common tie to the private equity house can foster relationships between firms looking for business. Ithmar Capital, having recently acquired Panceltica and looking to help grow its business, might look in another high- growth economy in the region, perhaps in Saudi Arabia, Egypt, or the UAE, where another firms are looking to expand into equally high-growth economies. Ideally, Ithmar Capital can line up a firm that complements Panceltica and build some synergy between business and package its portfolio with perhaps a steel smelter, which could provide Panceltica with the downstream supply needed or with a property developer that could offer Panceltica an upstream market to supply temporary housing and storage solutions for large-scale developing businesses. Ithmar Capital’s holding of Gulf & World Construction might provide the sort of portfolio synergy necessary to build the relationships on a vertical level.
Buyout funds, growth capital funds and private equity in general offer large-scale companies a stable source of finance over the course of several years. For instance, a fund launched in 2005 did, on average, achieve a series of closes over 2005 and 2006 before achieving a possible end- of-year close in 2006. Once the fund achieves its first close it can start investing and will usually have deals in the pipeline. The holding period can also last several years for each investment and the fund itself will invest deliberately over a three to four year period, so a fund launched in 2005 with a first close in the same year can still invest in 2009, provided they have some capital left over. If a fund makes its last investment in 2009, then it has a few more years until closing, perhaps to 2012 or 2013, giving the fund a life of eight years. For funds with recent closes like Abraaj and GrowthGate, investments can continue over the next three to five years, enough of a gap to weather the currently credit-sapped business cycle.

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Consumer Society

Al Taameer – Najeeb al Saleh (Q&A)

by Executive Staff
written by Executive Staff

Al Taameer, the Kuwaiti company boasting assets in excess of $150 million in 11 countries, is positioning itself in the lucrative hospitality and leisure markets. On a visit to Lebanon for the launch of its first Ramada hotel in Beirut, Al Taameer’s vice chairman Najeeb al-Saleh sat with Executive Magazine to discuss the company’s latest venture.

E Al Taameer has recently acquired the franchise for Ramada hotels in the Middle East. What motivated your decision to open your first hotel in Beirut?
The Ramada franchise deal, which was signed in June last year, encompasses six countries — Lebanon, Egypt, Morocco, Libya, Jordan and Iraq. We decided to pick Lebanon as our first destination because we had an excellent opportunity with this venue, which is located in downtown Beirut. Another reason is that Lebanon’s hotels can be positioned on both segments of tourism and business hospitality, contrary to other countries where either business or leisure hospitality activities are emphasized. Here at Ramada we tend to focus on both aspects. Another essential reason lies in the very nature of the Lebanese people who are generally multicultural and multilingual, which makes the Land of the Cedar a good place to headhunt and train qualified staff to supply our new Ramada chain. Not many countries offer a workforce at ease with so many languages!

E How many hotels do you plan to open and how much will your company invest in each venue?
We plan to open some 35 hotels all over the region in the next years. Earlier this year we also bought another Ramada hotel in the Moroccan city of Fez. We are also currently negotiating seven more hotels, including two in Libya and another two in Iraq. The Beirut venue comes with a price tag of $20 million; each investment will however vary depending on the size of the project and its location.

E What prompted the decision of Al Taameer to branch out from its real estate activity into the field of hospitality? What added value does the hospitality segment bring to your real estate activity?
Al Taameer is a publicly listed Kuwaiti company that is owned by Al-Masaleh real estate (also a publicly listed company), which focuses on the development of commercial and residential buildings. As a real estate development company, Al-Masaleh decided it would diversify into the hospitality industry using Al Taameer. Al-Masaleh is very clever when it comes to identifying locations, negotiating acquisitions and construction, while Al Taamer excels in the field of property management.

E Do you believe the economic crisis and the resulting credit crunch will affect your new hotel business?
The possibility of an adverse economic context motivated our decision to enter the hospitality business by acquiring a four-star hotel chain, which will be best able to weather the crisis. If worse comes to worst, people will not stop from vacationing or doing business and a four-star hotel is thus perfectly well positioned to tap into various market segments. This unfavorable environment might provide us with excellent opportunities: good locations at reasonable prices.

E What type of customers does the new Ramada chain target?
Ramada is a reputed brand; it belongs to a hotel chain that boasts some 6,500 hotels worldwide. The chain’s particular positioning on both tourism and business hospitality levels will allow its various venues to operate efficiently all year round. We offer an excellent service at the right price and our hotels are ideally located.

E What type of structure have you adopted in terms of management? Will your company run all the Ramada hotels in the Middle East?
We will not necessarily own the 35 hotels we intend to open, which will be run based on a management contract or rental agreement. We might also resort to branding existent three-to-four-stars hotel. Such agreements will certainly cut our investment costs. However, we intend to buy two or three hotels in each country.

E What type of growth do you expect Al Taameer to achieve in the next few years?
We had full occupancy during the summer and the Eid holidays, which bodes well for us. We have also witnessed encouraging results with our first Moroccan venue and expect about a 20% growth every year for the overall company.

E How long before each project breaks even?
We are targeting a five to seven year bracket, depending on the project.

E Where do you believe lie the main areas of growth in the MENA region?
Egypt and Morocco show potential when it comes to tourist destinations, while Libya and Iraq as well as Jordan are excellent markets in terms of four-star business hotels. I believe our territories are all very attractive and well diversified.

E Some of these territories, like Libya and Iraq, are considered to be risky business environments…
Recent history has proven that risk might lurk in the most unusual places as witnessed in the recent economic crisis. We believe that markets such as Iraq and Libya, although risky, offer excellent opportunities, in spite of a possibly trickier initial launch.

E Who are Ramada’s direct competitors in the Middle East?
The first one that comes to mind is Accor, the French chain, which also features Ibis and Novotel hotels. The segment Ramada is currently targeting remains, however, relatively untapped in the Middle East.

E With what type of support did local governments provide you?
We were able to obtain funding from local banks in Lebanon; a tourism fund providing subsidized loans has been also made available by the central bank. In Morocco and Egypt, governments have been also offering tax breaks for tourism projects.

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Banking & Finance

Egypt country report & outlook: Executive summary

by Executive Staff
written by Executive Staff

Egypt is now in its second economic renaissance, which started in 2004. This follows a first renaissance that was shallow and short lived, lasting from 1992 to 1999, and based largely on external debt relief and macroeconomic stabilization policies. This time around, the reforming government is more bent on structural reforms that aim to unleash Egypt’s potential and to take advantage of its supporting regional environment. The reform has touched almost all aspects of Egypt’s economy, covering tax and tariff reforms, bank privatization and consolidation, the investment and business environment and the conduct of monetary policy.

The result has been an increase in investment confidence, both externally and internally. Between 2004 and 2007 investment increased from 18% to 23% and FDI doubled to more than $10 billion. Exports also increased, marked by a rise in gas and manufacturing exports that were in turn driven by efforts to exploit Egypt’s primary resources and its free trade and QIZ arrangements, besides its efforts at industrial modernization. Domestic demand was also aided by higher public and private consumption, the culmination of which is that GDP growth is hovering at around 7% if not more — and is expected to stay there in the foreseeable future. But the price of these developments has been a surge in inflation to rates abetted by higher commodity prices and exceeding 10% in early 2008. And although unemployment fell to less than 10%, there is a widespread feeling that the boom’s fruits could have been more equally shared, with poverty rates still at a stubborn 17%.
Perhaps the best performer has been the external sector. In addition to better exports and FDI performance, favorable tourism and Suez Canal receipts and labor remittances all contributed to healthy current account surpluses at 1% of GDP, and helped accumulate more than $30 billion in foreign reserves covering about seven months of imports in 2007. This naturally led to a better outlook for the exchange rate, whose managed level saw an appreciation of close to 10% between 2004 and 2007. And with both GDP growing and the BOP service account in decent surplus, external debt as a ratio of GDP and its service as a ratio of exports of goods and services improved to 29% and 6% respectively.

Positive stats
The financial sector also witnessed some major improvements aimed at developing both its market-based and bank-based institutions. Besides undertaking the privatization of Bank of Alexandria and initiating the privatization of Banque du Caire, the stock market has been rationalized and upgraded to international standards. The quantitative results of these improvements saw bank assets increase by a third to $168 billion and stock market capitalization to more than double as a ratio of GDP to 115% during 2004-2007. The conduct of monetary policy has also undergone a face lift with the introduction of an interbank market for foreign exchange and the preparation for an inflation targeting monetary framework. However, work still needs to be done on strengthening the transmission mechanism between policy rates and yields on financial instruments and bank rates, and on cleaning up the banking system whose NPL remain at 25%
Although the fiscal sector underwent major revenue side reforms — increasing both tax and non-tax yields by 80% to $22.6 billion between 2004 and 2007 — expenditure side reforms were lacking. This is because these reforms relate to the subsidy and transfer schemes to basic commodities and ailing public enterprises, which carry significant political and social implications. Their absence or delay thus aims at keeping a “human face” on the reform program and at not jeopardizing its public legitimacy. But the downside, of course, is that they have left the government with a deficit of 7% of GDP and a rising domestic public debt
The outlook for Egypt, an emerging market with a diversified economic base, looks good especially given the regional boom that does not look to be subsiding any time soon. Challenges remain, though. These relate to the ability to control inflation, to reduce budget deficits and to trickle down the gains from growth. That will not be easy, however, given the continuing increase in commodity prices, the importance of subsidies for maintaining social stability, and the fact that economic growth needs time to reduce poverty, let alone reduce income inequality. Add to these the potential for political instability arising from regional tension and presidential succession, and the challenges multiply.
The best answer to these challenges is not to suffer ‘reform fatigue’, but to continue with the economic reform agenda especially as it relates to financial policy, expenditure rationalization and industrial modernization. Growth and a better management of its process — if at a lower, more sustainable rate — will prove an antidote to these challenges.

See the full report at www.blom.com.lb

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Banking & Finance

Capitalism – The new world economy

by Executive Staff
written by Executive Staff

It is easy to be pessimistic. Especially when the president of the United States, the supposed beacon of prosperity in the world, concedes that “this sucker could go down.” The question becomes, how far down can we go? Around the world, analysts, thinkers and social commentators have predicted the end of the financial and economic environments as we know them… and they are probably right. The resulting financial landscape that will prevail will be inherently different than what we knew before this all started. The financial earthquake that began in the US real estate sector has inevitably resulted in tremors being felt throughout the world’s markets. These tremors come as a stark reminder that, unchecked, the greed that caused this crisis to occur has severe ramifications for the global economy.
In the minds of most analysts the current global financial crisis has erased any doubt that the world is on its way to several years of recessionary growth rates. What remains to be seen is the magnitude of how long and hard the fall will be. “The financial crisis is a major event that has had repercussions that have brought about a [global] recession,” said Fadi Osseiran, head of BLOMINVEST Bank. “The depth and length of this financial crisis will affect the shape of this recession and it is really premature to try to understand the full impact this will have.” Marwan Barakat, head of research at Bank Audi, stated that the IMF has recently adjusted that global growth estimates for 2008 down to 3.9% from a previous estimate of 5% and predicts a 3% growth rate for 2009, indicating the commencement of a global recessionary period.
Looking out the window in the Middle East. however, one can see that the sun is still shining. And like the annual spat of rain that tarnishes the windows of the Gulf’s high- rises, this storm will soon blow over — albeit leaving a few clouds in its wake. The wider Middle East in general has managed to weather the global economic downturn of the past year relatively well. Barakat explained that this is mostly due to vast amounts of liquidity available linked to petrodollar revenues, the diversification of investments, and the conservative nature of regional banking.
On the other hand, the culmination of the subprime mortgage saga seems to have had a humbling effect on initial statements by many who previously attested to the region’s relative immunity to the crisis. What has transpired in regional markets lately shows that the troubles battering major financial institutions in the US and EU have indeed affected the status of a number of financial institutions in the region. “The Gulf markets have been hit hard,” said Mounir Rached, vice-president of the Lebanese Economic Association and former senior economist at the IMF. At the time of publication, the markets of Dubai and Saudi Arabia had thus far taken the worst beating, down by about 40% each, and the MSCI of Arabian Markets Index is down by a third year-to- date. “Regional investors and funds in general were negatively affected by the global financial crisis,” added Ziad Shehadeh, instructor of Monetary Economics at LAU and head of the Credit Department at Arab Investment Bank.
All in all, however, in these times of global recession the economies of the region look to be better off than most as the effects of the global financial crisis continue to emerge.

Liqidity flowing from the desert
The region’s massive sovereign wealth funds (SWF) and wealthy investors stand high above the dry valleys of the US and Euro-zone markets like massive reservoirs ready to burst open and inundate western markets with a flood of much needed capital. The UAE alone is estimated to hold a massive $875 billion in its SWF, followed by Saudi Arabia (at some $330 billion) and Kuwait (approximately $213 billion). SWF investment strategy has also recently been focused on diverse investment aimed at increasing capacity and a substantial amount of this investment has already gone into buying up equity in western financial institutions. Last November, the Abu Dhabi Investment Authority (ADIA), the world’s largest SWF, bought 4.9% of Citigroup for $7.5 billion. Earlier this year Citi sold off a further 7.8% ($14.5 billion) to a group of investors that included Saudi Arabia’s Prince Al Waleed bin Talal and the Kuwait Investment Authority (KIA – Kuwait’s SWF). Merril Lynch also sold a special class of stock to KIA for a price tag of around $2 billon. Both Citi and Merril stocks have been heavily damaged in recent months with KIA losing $270 million on its Citi group investment. As Executive went to press, Citi’s market price had declined by more than 50% since the SWF investments.
Despite these losses, the region’s SWFs do not seem to be pulling out of western markets anytime soon. The nature of their investment strategy is regarded as long-term, and there is an expressed notion that regional governments and their SWFs are not in the business of bailing out the ailing western financial institutions that spawned the global financial crisis. “We are not responsible for saving a bank, an economy or anyone,’’ said Bader Al-Saad, managing director of the KIA in an interview with Al- Arabiya. “We are long-term investors and we have long term social and economic obligations to our country.’’

Shoring up the markets
The obligations that al-Saad was referring to have already been fulfilled to some extent, and not just in terms of monetary policy. The moves by regional governments to shore up confidence have also come at a sizeable cost. Although minuscule in relation to the infusions of developed nations, the UAE central bank has recently promised to inject a further $19 billion into its markets, bringing the total to $32.7 billion, with other regional SWFs such as ADIA, KIA, and the Qatar Investment Authority (QIA) following suit. More importantly, we are seeing assurances being made by regional governments and their respective SWFs to maintain the infrastructure and operations of financial institutions throughout the region. Mirroring the actions of many developed countries, the UAE has issued a federal guarantee of all savings and deposits in their markets, as well as guaranteeing inter- bank lending. QIA has also announced that it would contribute between 10% and 20% to the capital of local banks in order to boost their capacity to finance developmental projects. Saudi Arabia, the region’s largest economy, also made $40 billion available to its banks and cut interest rates. While these actions are indicative of a major issue in regional markets, it has been widely accepted that there is enough liquidity, and the will to inject it, to keep the Middle Eastern markets healthy and wealthy for some time to come. “I don’t think there is a [liquidity] problem. They have enough liquidity to step in when needed,” said Osseiran, “they have accumulated reserves for a while now as a result of oil revenues.”
With everything more or less taken care of on the home front, the issue of SWFs influence and standing in a global economy is now increasingly becoming the question, as opposed to a question on the minds of politicians and economists the world over. The idea of large chunks of the American and European economic and financial landscape being bought up by regional governments is in itself an idea that is politically problematic. Even al-Saad conceded that “disasters in the United States, Europe, and Asian nations do create interesting investment opportunities, especially in the real estate and financial industries.” It is not rocket science to assume that these regional governments could use their influence over western and specifically US financial institutions to leverage their own economic, political, and strategic interests on a global stage. “The West, broadly speaking, will have to come to the realization that the global economic power equation is shifting,” said Sven Behrendt, visiting scholar at the Carnegie Middle East Center.
In order to pacify those critical of the nature of SWF investment and ownership being used for political purposes, ADIA and the IMF established the International Working Group of Sovereign Wealth Funds (IWG) in May of this year. The group, composed of a wide range of SWFs, recently published their “Generally Accepted Principles and Practices” outlining their “Objectives and Purposes”. In short, this document touts the financial impetus for the actions of SWFs but stops short of saying that SWFs will not use their influence for political ends. “The IWG report focuses heavily on SWF internal governance issues and often prescribes measures that appear to be self- evident,” Behrendt said. “They do not address the fears that western economies have with regards to foreign government intervention in their economies.” Instead, the report focuses on increased transparency and corporate governance and states that “if investment decisions are subject to other than economic and financial considerations, these should be clearly set out in the investment policy and be publicly disclosed.” This is hardly the language of reassurance that developed countries were looking for.
As this new economic power paradigm begins to take shape, the question is: what will the global financial landscape look like once the dust has settled? With western economies in, or on the brink of recession, and larger growth patterns in emerging markets such as the Middle East and the BRIC (Brazil, Russia, India, China) economies, it is becoming increasingly evident that things will never be the same again. “One of the things happening now is a realignment of the world economy, making the US relatively less important,” said Riad al-Khouri, co- founder and principal of KryosAdvisors.
Nonetheless, the retrenchment of the traditional players, in terms of economic power, should be taken with a grain of salt. According to Behrendt, the estimated value of the world’s SWFs is around $1-1.5 trillion, including assets managed by central banks. Moreover, Morgan Stanley estimates that the total size of SWFs could reach $12 trillion by 2015, about $2 trillion dollars less than the GDP of the US in 2007. The sheer size of western financial institutions and the amount of real output they produce will ensure that the US and the Euro-zone will remain at the forefront of the world economy in the foreseeable future. “For the time being, the US will maintain its spot at the top [of the financial world] in general as there is no real viable alternative to the US market that can sustain the global economy,” Shehadeh said.

Back to oil
Being an oil-based regional economy has certainly helped the Middle East cope with the effects of the global economic downturn and the recent financial crisis. Now that the price of oil is on the decline many observers are drawing parallels between this decrease and a worsening economic situation in the region. Indeed, the effect of a decrease in the price of oil will have a direct impact on the revenues of the regional players. “The Gulf countries will be affected by oil prices, in terms of price and volume,” Rached said. “They are going to sell less at a lower price and will behave differently with less money from oil.” However, these decreases need to be put into perspective. “All the government budgets of the GCC countries were made according to the oil price of $60 last year,” Barakat pointed out.
With oil having reached levels of close to $150/barrel it is simple mathematics to deduce that surpluses are ever present in the coffers of the oil rich states in the Middle East. Even with these surpluses, oil is still seen as the premier conduit in which the global financial crisis seeps into the real economy of the region despite the fact that governments have been diversifying their wealth in order to reduce dependency on oil revenues. “It is still the case that the overwhelming importance of oil and gas in the region mean that higher revenues from hydrocarbon exports will cause a boom and lower prices and lower exports will create a problem,” al-Khouri said. “Gulf countries have diversified their economies but they are still dependent on oil,” added Osseiran.
In any case, this substantial decrease in prices is not expected to last forever and does have good effects for the global economy as a whole. OPEC nations have called for an emergency meeting that is to be held shortly, in which supply is expected to be cut. According to Deutsche Bank estimates, different countries in OPEC require different price levels in order to balance their budgets in a time of a global financial crisis. Iran and Venezuela both require oil prices of $95/barrel, whereas Saudi Arabia needs $55/barrel. “The price of oil will go down and probably oil exports will go down,” al-Khouri said, “but not by too much because there are still parts of the world that are growing and will pay higher prices for oil and/or import larger amounts.”

Lebanon
The conservative nature of the Lebanese banking sector, guided by the central bank’s Riad Salameh, has allowed it and Lebanon’s economy to sidestep many of the direct effects of the global financial crisis. Barakat explained that tight regulations and conservative investments have allowed Lebanon to avert the worst of the global financial crisis and maintain the financial infrastructure to deal with the situation. Regulations in Lebanon pertaining to the restrictions on structured products, leverage requirements, and a high rate of deposits are seen to have pre-empted widespread exposure to the global financial crisis. Moreover, the ownership model of banks in Lebanon has contributed to more conservative investment models. “Banks [in Lebanon] are owned partially or totally by their managers which means that usually they are not looking for short term profits,” Osseiran pointed out. “These owners have an intrinsic stake in the bank.”
Despite a global recession in the works, Lebanon is expected to see growth of around 6% in real GDP for 2008 and around 5% in 2009, according to IMF figures. Such growth rates in times of global recession are indicative of the unique situation in which Lebanon finds itself. Much of this growth can be attributed to the recent political settlement in Lebanon that has increased confidence across the board. “According to the signals we are getting, regional investors are looking at Lebanon more and more in this period because of the political settlement that we had this year,” Barakat exclaimed. “Now Lebanon is back on the radar screen.”
Despite the advantages that come with Lebanon’s unique situation, not all of the news is good. Lebanon is expected to see a decrease in exports across all sectors due to a decrease in demand from trading partners. “There is no doubt that our exports will be affected,” Rached stated. “Exports to Europe, whose share is about 30%, will decline.” However, since the relative scale of exports is not considerable, and accordingly the Lebanese economy can manipulate it with relative ease, this potential problem will be looked upon as rather secondary in nature. “Our share in the world export markets is so tiny, it won’t make any difference really,” Osseiran said. “The Lebanese are able to adjust their products according to markets and prices.”

Who is paying and with who’s money?
Since this crisis began to take shape, there have been unprecedented calls for global coordination by presidents and prime ministers alike. “No country — not even the biggest — can make it just on their own at a time like this,” stated British Prime Minister Gordon Brown on the back of an emergency EU meeting. “We are all in it together and we have to work to solve it together,” the PM concluded. Yet, despite these words of encouragement and the rallying of global markets subsequent to actions of governments, including regional ones, by and large it is the people of the world who have to pay the bill for the greed of investment bankers.
The majority of the bail-outs have come from taxpayers’ pockets and there have been reports of money being printed and freed up by central banks and the Federal Reserve. As Suheil Kawar, senior lecturer at the American University of Beirut, pointed out, “The Bank of England has made facilities worth £50 billion pounds [$79 billion] to individual banks and the Federal Reserve is just printing money now.” According to Rached, “We have a contraction. Money is not growing in the US and this is a situation that is more important than inflation.” Add lower interest rates to this equation and the global economy is left with a situation that applies a great deal of inflationary pressure on the already prevalent problem of increasing global inflation. The UK, for instance, has recently reported a 5.2% increase in its consumer price index for the month of September, the highest level recorded since March 1992. The US has also registered a similar increase of 5.4% for the month of August, even before the major bailouts began to occur. Moreover, with all the mergers, takeovers and acquisitions taking place, issues relating to monopolies have been tossed aside as an unimportant consideration in times of crisis. “Issues related to government monopolies are not a priority now. The major concern is to provide stability,” Shehadeh explained. “The mergers we are likely to see are going to be cross-border and global in nature.”
All of these factors are contributing to the creation of a global financial environment with fewer players and less purchasing power to go around. How the world’s population ended up paying for the mistakes of investment bankers on Wall Street is a matter that will be discussed for decades to come; especially the next time a financial instrument like a toxic mortgage back security comes along and breaks the back of the world’s financial institutions. For the Middle East the next few years will be essential in proving to itself and the world that it can weather a global financial crisis, the resulting recession, and play a more relevant role in the global economy. “The challenge will be to continue to handle things better because we are just at the beginning of the economic crisis,” Osseiran said. “[Regional] governments will have to adjust themselves to the new era of lower oil prices, how much they are going to spend and how they can sustain budget deficits.”
That challenge, if overcome, will have a galvanizing effect on the region’s economy and set the stage for a Middle East that may start to set the rules of the financial world rather than follow them.

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Banking & Finance

Private equity‘s cash and courage in these times of crisis

by Imad Ghandour
written by Imad Ghandour

The repercussions of the catastrophic events witnessed during the past few weeks will be felt throughout the globe and in every corner of the financial system. Private equity will be no exception. Even in the Middle East, many miles and economies away from the epicenter in New York, the first nine-month data show a dramatic drop in PE activity, and we should expect further deterioration as the aftershocks of the collapse are felt in the last quarter of 2008 and well into 2009.

Slowing to a halt?
The private equity industry elsewhere has begun feeling the slowdown as early as late 2007. Since the beginning of the year, deal activity dropped significantly, and private equity houses are barely closing deals these days as bank lending tightened to a halt. According to Dealogic, global deal volumes dropped by 74% to $180 billion, a four-year low. In the US, deals worth $62 billion were done in the first half compared to more than $400 billion in the similar period last year. Despite the fact that PE funds were flush with cash (they have more than $400 billion of unused funds), banks were simply not lending. PE has one healthy leg, but the other leg was severely impaired.
Fund raising was not initially affected, but was eventually caught in the storm as the crisis escalated. Although private equity funds raised close to $324 billion in the first half of the year, fund raising agents predict next year to be slow or dead. With investors under stress to revaluate their stock portfolios, private equity is taking a temporary backseat while investors shift their attention and money elsewhere. Furthermore, investors will be asking themselves: why invest again when PE firms still have hundreds of billions of unused cash?
In the region, and despite the global gloom, the fundamentals that supported the growth of private equity are still as valid today as they were two years ago. The leading private equity houses like Gulf Capital, Abraaj, and HSBC have enough unused cash from the recently raised funds to finance future acquisitions for years to come. It is estimated that around 40-50% of the funds under management (totaling $13 billion by end of 2007) are still unused.

The money marches on
Local PE funds have been doing deals with limited bank financing and the tightening of bank lending will not change their business model. They have relied, and will continue to do so, on bottom line growth to substitute for smart financial engineering. With the local economies and government spending still on a growth trajectory, corporate profits will continue to grow.
Deal flow is expected to continue if not improve. Access to debt and equity markets will be limited as stock markets plummet and banks tighten their lending criteria. Consequently, families will find private equity as one the few readily available sources of capital open for business in this conservative environment. Investment companies around the GCC will be re-organizing their portfolio after being hit by losses in some of their investments, and again, after tightening bank lending. Governments tendering public assets will find that competition will diminish significantly as Western firms face trouble at home and local firms hesitate in an uncertain environment.
Valuations will see a haircut from their 2007 levels as investors today seek better returns with bargain deals available everywhere. Even if the stock market recovers to ‘normal’ levels as it is driven up by retail investors, valuations of PE deals will be influenced more by the recovery of the global stock markets rather than by the local ones. Investors willing to write $50 or $500 million checks have the globe as their oyster, and will invest in the best opportunity available whether it is in a Saudi private company or a listed company in NASDAQ.
History has shown that private equity investing in times of crisis yield the best returns. PE funds that invested in the 2001-2003 period made hefty returns as they exited in the peak years of 2006 and 2007.
I have been a strong proponent of private equity growth in the region and I have echoed my opinion and optimistic projections repeatedly on the pages of Executive, throughout the media and in conference circles. My outlook has not fundamentally changed.
As Warren Buffet has professed earlier: cash and courage in the time of a crisis are priceless.

Imad Ghandour is the chairman of the Information & Statistics Committee — Gulf Venture Capital Association

 

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Banking & Finance

IPO Watch – Easy does it

by Executive Staff
written by Executive Staff

The GCC is set to experience delays in initial public offerings especially during the last quarter of 2008 as governments have taken measures to stabilize market conditions around the region. Arab countries were following the leads of governments in developed economies, which had their hands full in trying to rein in financial markets that have spiraled out of control due to a global financial market crisis that started with the meltdown in US subprime mortgages.

With nervousness sweeping the financial planet, GCC-based analysts say that local companies have adopted a strategy of ‘wait and see’ for now, bringing about the delay of several IPOs scheduled to be launched in October and late 2008.
According to figures from Ernst & Young, the number of successful IPOs in the region had reached 36 with a value of $12.4 billion, compared with 63 worth $14.3 billion in 2007. Although market experts agree that there will be many delayed IPOs in Q4, many say that these delays will be short-lived and activities in the IPO markets is expected to pick up steam again towards the end of 2008.
The precise extent of the slowdown is unpredictable. Figures circulated in Saudi newspapers boldly put the number of estimated IPO postponements on the Saudi Stock Exchange at 80, citing unnamed stock market experts. Sources were quoted by Saudi media as saying that state- owned entities such as Saudi Arabian Airlines and the Saudi Railways Organization could postpone IPOs, which equity watchers had tentatively expected for 2009 or 2010.
The trail of IPO delays has been building in 2008 already prior to the global financial tempest in September/October. Companies citing “volatile markets” as the main reason behind cancellation or postponement in their IPOs included such well-established firms as Abu Dhabi-based Al Qudra Holding and Dubai-based Emirates Post in August, and Future Pipe Industries, which shelved its flotation on the Dubai International Financial Exchange at the end of April.
Within the second half of October, consumer goods company Trarem Afrique withdrew its IPO in Morocco and UAE investment firm Gulf Capital announced it will delay until 2010 looking at its IPO which it had planned for 2009.
Gulf Capital linked its postponement explicitly to the latest surge in market turbulences. Similarly, the Qatari unit of Vodafone Group delayed its IPO that was scheduled for last month after the capital markets regulator asked it to delay the launch due to market conditions.
Other Saudi companies named as potential flotation delayers are Al-Tayyar Travel, which had announced listing plans in May of this year, and Zamil Group Holding Company, which is on record in the Zawya IPO Monitor for a general intention to go public in 2009. Saudi IPO plans account for about 40% of Zawya’s IPO pipeline for 2008/09, which holds 167 entries.
However, despite all the meltdowns, financial crisis, and turbulent markets, several companies with IPO plans in the pipeline will likely proceed as scheduled, experts say.
One company that stated its determination to go through with its IPO is the Mazaya Qatar Real Estate Development Company, a unit of Kuwait’s Al-Mazaya Holding. Company officials said the firm will go ahead with its IPO in November despite turmoil in financial markets. Al-Mazaya seeks to raise $137 million by offering 50 million shares priced at QAR10 ($2.75). The real estate investment firm will list its shares on the Doha Securities Market and plans to raise its capital to QAR1 billion ($275 million).
The biggest catch in November, by information available at time of this writing, will be Bahraini real estate firm Naseej whose subscription period is scheduled for Nov 18 thru Dec 4. The subscription target is $265 million, representing 40% of the startup company’s paid-in capital.
Then there are IPOs scheduled for October/November by Jordan’s Alentkaeya for Investment and Real Estate Development and Al Ameer for Development and Multiprojects, a conglomerate planning to expand operations. Between them, the two firms have $12.6 million in equity to offer.
The Riyadh-based Al-Ittefaq Steel Products Co., one of Saudi Arabia’s three largest steel producers, said it plans to offer 30% stake in an IPO in the fourth quarter of 2008.
Experts agree that the global financial crisis will put a minor dent in the region’s market capitalization growth for 2008. The insurance and financial sectors will be hit the hardest but not in the same way as their counterparts in the West. The damage to the local financial sector will be pale in comparison.
Analysts agree that the current turbulence in the local exchanges has a short shelf life and doubt that investors will lose their investment appetite for the region. Stocks in the MENA region recouped some of their losses in the second week of October while Q3 profits results show a strong trend. Furthermore, governments of the Gulf Cooperation Council have taken several measures to shore up the banking sector, thus minimizing any serious damage.

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Banking & Finance

Better to trust astrologist than economists with Nobel Prizes

by Zafiris Tzannatos
written by Zafiris Tzannatos

As recently as one month ago, some industrialized countries were still hesitating to admit that their economies were heading for a recession. Today the turmoil in financial markets may create a depression at a global scale. After the last crisis resembling today’s, the Wall Street Crash of 1929 that led to the Great Depression, the Dow Jones achieved its pre-1929 level only in 1954.

To make any forecast at this point in time would make astrology look respectable. But looking at the Nobel Prizes this year and in 1997, when a similar crisis emerged, provides some lessons for the future.
The 2008 Nobel Prize in economics was awarded to Paul Krugman this October just after the onset of the financial crisis. Krugman is an American economist who has been a critic of Long-Term Capital Management (LTCM), a hedge fund discussed below.
The 1997 prize was awarded to Myron Scholes. It came after many years of strong performance of financial markets but just before the financial crises in East Asia, Russia and Brazil. Scholes (together with Fisher Black who died in 1995 and could not therefore co-share the Nobel) came up with “a new method to determine the value of derivatives,” a framework for valuing options. The so called ‘Black-Scholes’ model became the global standard in financial markets. Trillions of dollars of options trades have been executed each year using this model.
Scholes and Robert Merton, another distinguished financial economist with whom he co-shared the Nobel Prize, were members of the board of the aforementioned LTCM. The fund was initially highly successful with annualized returns of over 40%. But following the application of the model, its equity ended up to be only 4% of its borrowed assets by the time of the 1997 financial crisis. It failed spectacularly after losing nearly $5 billion in less than four months. The Federal Reserve was so concerned about the potential impact of LTCM’s failure (of “only $5 billion”) on the financial system that it arranged for more than one dozen banks and firms to provide sufficient liquidity for the banking system to survive.
The hedge fund had more troubles. In 2005 its partners were implicated for avoiding paying taxes on profits from company investments. In the relevant court case, it was argued that the partners were not eligible for tax exemptions resulting from the millions of accounting losses their company generated but had no economic substance. Interestingly, the US taxman and courts decided that there was no economic basis in clever accounting practices, but politicians did not see much ground for introducing regulations in the financial markets.
Notwithstanding its analytical eloquence, today some would say that the Black-Scholes model is using “the wrong numbers in the wrong formulae to get the right prices.” And on the day of his award, Krugman argued that the original $700 billion rescue plan of the US administration to purchase toxic mortgage-backed securities was based “on a theory that … actually, it never was clear what the theory was.”
While the toxicity of fictitious assets on the real economy is known, what is also historically known is that a more promising solution to crises like the current one is for governments to provide financial institutions with more capital in return for a share of ownership. The question whether this “equity injection” is a return to (partial) nationalization and therefore socialism is an ideological one.
The British government was the first to adopt this injection approach and, following it, so did the other major economies of Europe and the EU at a more general level. Europe’s rescue plans already amount to more than $2.2 trillion (compared to $700 billion in the US). In our own region, while the UAE pledged $19 billion for its banks, Qatar said it would take stakes of up to 20% in banks, and Saudi Arabia is coming along with similar measures.
After a delay, the US administration reversed its course and, like the Europeans, will offer banks capital infusion and buy equity stakes rather than bad mortgage securities. What explains the original US choice? In Krugman’s own words “the initial response was distorted by ideology … a philosophy of government that can be summed up as ‘private good, public bad’.”
Still, nobody (except perhaps the astrologist) knows whether the European and GCC rescue policies will work. The LTCM’s loss (of only $5 billion) in 1997 is dwarfed by the write-downs taken today. The potential size of the current ‘black hole’ if measured by privately traded derivatives contracts — which played a critical role in the unfolding financial crisis by encouraging recklessness — ballooned to $62 trillion at the end of 2007 from practically nothing a decade ago. This figure dwarfs the money set aside by the Europeans and Americans, not matter how correct their policies might be.
If there is a bright spot amidst the current economic chaos, it is that future Nobel Prizes in economics may not need to be antidotes about correcting practices adopted on the basis of a previous award.

PROFESSOR ZAFIRIS TZANNATOS is a former advisor to the World Bank and chair of the economics department at the American University of Beirut.

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By Invitation

Putting the ‘I‘ and ‘T‘ of the region‘s ICT development

by Hana Habayeb
written by Hana Habayeb

Over the past several years, countries in the Middle East and North Africa (MENA) region have come a long way towards developing their telecommunications sectors. The region’s telecommunications players have seen unprecedented growth, which had scarcely been predicted by analysts even as late as 2002. While the region has seen significant success in improving access to and use of communications technologies, there remain difficulties in encouraging the use of communication tools for the purposes of knowledge exchange. Use of the Internet remains limited, with limited development and uptake of locally-relevant information technology applications.

The region has made great strides in developing ICT infrastructure. Driven by the forward-looking policies of regulatory authorities and policy makers, broadband infrastructure is widely available in most countries and most mobile licensees provide coverage to over 95% of their countries’ populations. Liberalization of telecommunications sectors has driven the success of regional players, allowing their expansion to neighboring countries. The market capitalizations of the top three regional players range between $18 and $34 billion. The ensuing competition has promoted the adoption of communications technologies with mobile penetration exceeding 100% in a number of countries.
Within the broader framework of ICT development, and paying particular attention to information technology, the region’s policy-makers have tried to address concerns of affordability and unequal access to the Internet. Projects such as PC for every home initiatives, IT clubhouses, and Internet community centers have strived to make the Internet affordable to large portions of the population. They have been supported by the recent wave of e- applications development — from e-government to e-learning initiatives — there is not a country in the MENA region that is not implementing such initiatives.
In the area of education, a number of public private partnerships and capability building projects have been developed to promote computer skills, curriculum development, and to improve children’s frequency of Internet access. In the realm of higher education the GCC region, lead by Qatar and the UAE, has begun to host a number of International universities. Saudi Arabia is launching its own King Abdullah University for Science and Technology with a multi-billion dollar endowment and strengths in graduate-level scientific research.
However, there remains a concerning communications information gap. While regulations and policies have seen the launch of a number of initiatives to promote ICT development and Internet adoption, the region’s appetite for Internet has not yet matched that for basic communications services.
A number of reasons explain the gap between interest in communications technologies and their use for knowledge exchange and information technology development. While affordability is often posited as an explanation, there are deeper reasons for the slow development of information societies in the region that policy makers need to address.
While countries in the region have made significant progress in the areas of training and curriculum development, a serious skills gap between what the region’s educational institutions are providing and what industry demands remains. In a survey of Arab executives, 30% sited the lack of qualified personnel as the most important challenge to successful innovation. The knowledge gap is furthered by the limited investment in research and development: by investing 0.2% of GDP in research, development and innovation, the Arab region falls far behind the world average of 1.7%.
The lack of Arabic content is another hindrance to the development of information societies in the region. Common to over 360 million people, the language has seen few successful efforts to develop content for this market. Major examples of Arabic online content and portals exist (including news sites and portals such as Jeeran.com, Maktoob.com, and Nassej.com), but they have a very small impact in terms of the amount of content an active online community requires. Arabic content is currently estimated at 0.5% of global online content. The Internet is its content; without sufficiently attractive, engaging, and informative Arabic content and applications, it will be difficult to effectively promote its use and adoption.
The lack of applications and content is partially driven by a regional investment bias towards traditional investment. For instance, of the private equity and venture capital funds in the region, those that focus on real estate have a combined size of more than $2.3 billion. Those that focus on technology, communications, and media are of a combined size of a little more than $1.6 billion. Within the ICT sector, investment in IT is much less popular than investment in telecommunications, as evident by the tremendous appetite at the most recent IPOs of telecommunications companies.
Given its experience, achievements, and remaining challenges, the MENA region must now carefully consider its trajectory. Strategies to improve access to communications services have been largely successful; however, the region must reexamine its efforts to include the I and T in ICT.
Success does not stop at connecting communities and schools to the Internet — this is a simple matter of infrastructure. Success comes in ensuring that this infrastructure is leveraged as a means to access and create greater knowledge and information. Success is not simply in the introduction of new e-curricula and training programs — success is in aligning educational institutions supply with industry’s demands, it is in the deepening of students’ intellectual curiosities. Success is not only in governments and NGOs pushing ICT applications — success is in the bottom-up, organic development of these applications on a larger scale.
A number of efforts can be undertaken to support a shift towards a more sustainable information society. To encourage information content and applications development on a large scale, we must start looking to the region’s small and medium enterprises, and support them in the areas of finance, administration and innovation.
Much financing in the region is skewed towards more traditional and ‘stable’ investments such as real estate. With that in mind, the region should encourage ICT innovation funding. It should consider providing soft loans for startups, creating innovation funds and competitions that encourage SMEs to produce, rather than governments to provide applications. The UAE has started down this path by launching an ICT Development Fund to provide grants, scholarships and advisory services to support ICT innovation.
The region must also look towards reducing and eliminating red tape barriers to innovation. Regionally, starting a business requires an average of 32 days; in Australia, it requires two. The region must take immediate action to modernize legislation and streamline registration processes in order to reduce this startup time and encourage entrepreneurs to continue innovating.
Public-private partnerships are an excellent medium by which governments have supported local SMEs. Jordan’s Education Initiative is a success-story of such an initiative. Bringing together over 35 international and local partners to develop infrastructure and curricula, Jordan encouraged the development of world-class applications, the injection of capital, the transfer of technology, and the sharing of ideas.
As a result of considered government involvement and regulatory perseverance, the region has come a very long way in a remarkably short period of time. While these actions have spurred the growth of communications technology, information technology is developing at a slower pace. The region’s next moves must further the goal of leaping from communications to information. Evidenced by its success on the communications front, the region has tremendous potential and there is no telling what it can achieve once it has attained the goal of becoming a sustainable information society.

Hana Habayeb is an associate at Booz & Company.

 

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By Invitation

Women in politics and the media double standard

by Zeina Loutfi & Ramsay G. Najjar
written by Zeina Loutfi & Ramsay G. Najjar

From Hilary Clinton to the Sarah Palin media frenzy, the topic of “women in politics” has never been hotter. It has even gone way beyond being the subject du jour to being a staple of the entertainment world, dominating political parody shows across the spectrum. At the other end of the globe, with Lebanese parliamentary elections looming ahead and social and political reform being lauded across the region, this is also a campaignable subject in the Arab world, with a host of regional conferences and local talk shows dedicated to it.
The topic has never been more powerfully thrust into the limelight, with the media playing a significant role in bringing it to the forefront, but not always favorably. Although the intended message is to seemingly increase awareness and highlight how women are now, more than ever, poised to play an increasingly important role in the world of politics, the actual discourse and outcome are alas only serving to pull women back.
To start with, coining the topic as “women in politics” is actually a testament to the persistent problem. The proliferation of media segments, articles, and conferences in both the Middle East and the West tackling the subject of “women in politics” can only imply that that there is a need to discuss and debate such an anomaly — almost as if we are debating something as bizarre as “man in outer space.”
This indicates that the core challenge lies in the positioning of the issue itself. This cannot be truer when it comes to women and their never-ending quest to reclaim their rights. For example, for as long as this topic has been debated, the fight has always been about equality with men. Does this mean that men are perfect and complete, and that women are only slowly striving to reach that perfection? Shouldn’t it rather be that a woman should be demanding the rights that are equal to her role in society? Women represent 50% of society and therefore should claim the rights that are commensurate with their role and position. The real positioning therefore should be a struggle for women to be equal to themselves and their potential, rather than wasting energy on fighting with men.
Moving from positioning the issue to communicating it, one needs to look at how the media has been covering the women candidates in the run up to the US elections. Analyses point to the media attacking female candidates based on their gender, focusing more on personal criticism and putting them down more for their appearance, family life or other personal matters. Examples abound from criticizing Sarah Palin that by running for Vice President she is either potentially jeopardizing her children’s upbringing or the position itself, as she cannot both raise five children and run the country, or mocking her as a former beauty queen who wears red lipstick (too feminine) while at the same time she is being made fun of for hunting moose. To belie any possible media partisanship, let’s not forget Hilary Clinton being derided as too cold or tough, whereas a man may never be described this way for the same attitude or actions. All of this only points to the media’s role in promoting the perception that expectations of women politicians are different than what is expected of male politicians. But aren’t they supposed to be equal?
Regarding the role of media in building the political image of women in our part of the world, if what is said is true about the media being a mirror of society, one would really think that all women care about is fashion, makeup, tabloids, video clips, and cooking. Men also have their fair share of publications dedicated to their horses, watches, and sports, yet these are easily balanced if not outnumbered by the many that focus on “the real issues.”
At the same time, regional coverage of female candidates sometimes borders on marveling at an unnatural phenomenon, while seeming to uphold the conception that there is a “woman way to govern.” Whether this is characterized by empathy, and an emotional, more peaceful or even motherly approach, this only reinforces the misperception that women politicians are a different “breed,” which in fact only sets the cause back.
Many would argue that there is only so much the Arab media can do, in the face of the social and religious barriers that women politicians face, overcoming one obstacle only to stumble across another. From female suffrage to the right to stand for election, women now face the challenge of social norms and purposeful religious misinterpretations that hinder their being elected to office.
Despite this, what the media can do is highlight that there is only one way to govern regardless of gender, and that is to agree on one system of values and then hold candidates accountable to that. The real role that media should play is to increase political maturity by highlighting candidates’ political programs and allowing the public to elect the winning politicians and hold them accountable for their performance and certainly not their gender.
In effect, positioning the cause properly and communicating the right messages that can raise awareness and shift social norms will go a long way, yet there is only one factor that can overhaul this cause and catalyze this endless evolutionary journey towards claiming women’s confiscated rights, and that is that women finally shake off their inaction, stop waiting for others’ conscience to kick in and actually make their voices heard, loud and clear.

Zeina Loutfi & Ramsay G. Najjar, S2C

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Capitalist Culture

USA – A storied campaign

by Michael Young
written by Michael Young

By the time you read these lines, John McCain or Barack Obama will have been elected president of the United States. If it’s Obama, we can assume that the decisive turning point in the election campaign came when the American financial system began melting in September on a mountain of bad debt. For some reason, few of them convincing, the Democratic candidate was perceived as “being better on the economy.” In fact, neither McCain nor Obama by the end seemed to really know what was going on.

And who could blame them, when the greatest minds in the world financial markets were not themselves quite clear on how rotten the credit crisis was? But that mattered little. Election campaigns, like politics in general in the US, have increasingly become a question of presenting a compelling narrative — a rousing story that candidates can offer up to voters that makes it more likely they will be elected. This strategy provokes a reflex among voters not so very different than the one felt when they consume a product. With narratives so central to American politics, candidates have effectively defined their identity in the way they feel they can make headway, regardless of where the truth lies.
So, if the economy was responsible for bringing John McCain down, then that was partly because his narrative left not enough room for a public perception of his financial expertise. A war hero who endured great suffering in Vietnam, McCain’s image was nevertheless never viewed by voters as adequate for someone who could lead an economic revival. As a Republican, he was also perhaps tarred by the brush of the Bush administration’s financial errors (though the Democrats were just as responsible for the credit mess). Finally, a wealthy man, McCain must have lost ground in the eyes of those who felt he would be unable to understand what economically vulnerable Americans were going through.
And if Obama happened to lose, then that’s because the narrative he managed to create was somehow undermined by McCain in the month after the financial crisis hit. McCain had managed to score points against his rival when the discussion was about national security experience. But Obama may have nipped that in the bud with the appointment of Joseph Biden as his vice presidential candidate. And even in key battleground states, for example Michigan, McCain was showing signs of surrender in early October, as he shifted his strategy to discrediting Obama personally.
The politics of narratives are interesting, and disturbing, because the candidate who wins is not the one who necessarily has expertise in what it takes to be president; he or she wins by managing to create an impression of such expertise through the shaping of the personal narrative, then hoping to compensate by learning on the job. For example, what made Obama a more credible “economic” candidate than McCain? The Democrat had no particular qualities as an economist, nor did he play a key role in preparing Senate finance legislation. By the same token, McCain displayed great toughness as a prisoner during the Vietnam War, but the candidate never looked like he had an especially strong grasp of foreign affairs and security policy because of that experience.
Narrative politics are not new, whether in the US or other countries. The essence of politics since the era of modern media, and even at times before, has been the ability to fashion political programs to mobilize the masses. In authoritarian systems, especially those based on populist leaderships, the narrative tends to be centered around enmity and a sense of victimhood, with violence lingering never far away. In democratic systems, however, the latitude for personal choice is far more pronounced, so that candidates have a need to persuade, therefore more room to reinvent themselves. And like all products on the market, considerable imagination is allowed in the marketing.
The months ahead will allow the purchasers — sorry, the American voters — to see if they bought the right thing. It will also allow the rest of the world to determine if they backed the right candidate with respect to their own interests. But an irony stands out: as the capitalist system takes a major hit, one that has prompted states to intervene in the market from the US to Western Europe, one place where the free market remains alive and well appears to be in the realm of narrative politics. Every politician has a story to sell and the nonsense debt just keeps growing. It may all be sub-prime, but consumers are demanding more and the markets are not soon about to collapse. Where can we buy some shares?

 

Michael Young

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