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Economics & Policy

What goes down…

by Faysal Badran February 1, 2005
written by Faysal Badran

Over the past few months, there seems to have been excessive but not unusual focus by market commentators and, to some extent, mainstream Wall Street strategists, about the dollar’s direction. In Lebanon, a highly dollarized economy, the issue has also been on the forefront as many Lebanese gauge their wealth in dollar terms. Those who have not diversified their liquid assets have seen their purchasing power halved vis-à-vis the euro, and the drop has been especially painful for importers of European goods.

This focus appears odd, since most of the large decline in the greenback started in early 2001 and has run nearly 40% against the euro (30% in Dollar Index terms). While the fundamental backdrop continues to be unkind to the dollar, there are some signs that in the immediate future, the drop may have reached a point of exhaustion of sorts. The overwhelming fiscal deterioration, the gradual erosion of federal re-flation attempts and ensuing poor maneuverability of monetary tools to the massive debt overhang, and the weak perception of US policy abroad are all well known fuel agents for the multi-decade bear market. And in some respect, a case can be made for the secular decline to continue well into the early part of the century, but for the near term, a different set of dynamics, more relevant for gauging trajectory at inflection points are telling a different story.

The short dollar trade from a technical perspective is crowded. The consensus is greatly leaning against the US currency, reaching only 4% of Bullish Sentiment according to Market Vane, and nearly all major media vehicles are writing the dollar’s epitaph. There is no real new dollar crisis, just a continuation of policies that do not favor the Treasury’s “strong dollar policy” dogma. But the acceptance of the dollar’s decline has become too widespread, and to some degree, this asymmetrical market situation will need to be corrected. With yield spreads converging on a 10 year note basis between the dollar and euro, there is room for the dollar to move up, in a countertrend fashion. Such moves can be brutal, especially since they mostly happen in a backdrop of continued “bad news.” The consensus view of how to solve the burgeoning US trade deficit gives the falling dollar a key roll. This view follows traditional economic theory, which supposes that a fall in the value of a nation’s currency, relative to the currencies of its trading partners, will eventually improve the trade balance of that nation. Alan Greenspan, the Chairman of the Federal Reserve, has made this argument. Early in 2004, he said: “The currency depreciation we have experienced of late should eventually help to contain our current account deficit as foreign producers export less to the United States.”
 

In the chain of reasoning behind this theory, the falling dollar presumably affects the trade balance in two different ways. First, as the value of the US dollar falls, the value of foreign currencies will rise; consequently the US dollar price of imports will also rise. Since, as a general economic principle, higher prices should reduce demand, the level of imports to the US should fall. And as demand for higher-priced imports falls, the US trade deficit will improve. Greenspan’s comment refers specifically to this effect. As a corollary of this, the higher price of imports will stimulate demand for equivalent goods that are produced domestically (so-called domestic substitution, such as buying US produced wine instead of imported wine).

Second, in the traditional theory, the lower dollar will also improve the US trade balance through the export side of the equation. Just as imports will become more expensive because of the lower value of the dollar, US exports will become less expensive in their foreign markets. And just as higher prices should curtail import demand, the lower dollar prices of US exports should stimulate demand for US made goods and services in foreign markets. In theory, through the intermediary of the lower dollar, the combination of higher prices for imports here and lower prices for US exports abroad will gradually bring down the huge trade deficit.


The US dollar has indeed fallen in value – for over two years now – but in reality how effective will this prove in improving the nation’s trade balance? Beginning in early 2002, the dollar had a value of about 117 (the US Dollar Index), measured against a group of major foreign currencies. It now stands at about 85, a decline of nearly 27%. Half of this decline has occurred since early this year, when Greenspan made the comment quoted above. A decline of this magnitude and over this length of time should certainly be sufficient to see whether the lower dollar has begun to have the desired effect of increasing US exports and decreasing imports.

To estimate the effectiveness of the lower dollar, we can compare the level of exports, imports, and the trade deficit in March 2002 with the most recent figures available when this was written. Over this time period, exports have increased 21% while imports have increased 35%. The monthly trade deficit itself has increased 70%, from $31.5 billion in March 2002 to $54 billion in August 2004. In other words, while the lower dollar may certainly have helped to increase exports, its effect on imports contradicts theoretical expectations, as they have grown even faster than exports. The result is a mushrooming trade deficit that expands even as the dollar falls. The situation not only runs counter to theoretical expectations, but to Greenspan’s expectations as well. One can only wonder what might be wrong with the theory.

When reality contradicts theory (whether in economics or another science), the source of the problem often lies in the assumptions that a theory makes about reality. In this case, traditional theory assumes that the value of our trading partners’ currencies float against the dollar. That is, the values of currencies are relative to each other: when the dollar falls in value, foreign currencies should increase in value relative to the dollar, and vice versa. But the real world is different. The value of some currencies does rise and fall against the dollar. However, the value of other currencies, notably those of some Asian countries, is either tied directly to the level of the dollar (a so-called hard peg) or tightly controlled relative to the dollar (a so-called soft peg).

For Lebanon, the collapse of the dollar has meant, along with lower rates, less pressure on the Lebanese Pound. Some pundits argue that had the dollar been too strong, some pressure on the local currency might have materialized. It is key here to remember that the low inflation/low interest rate environment in US has been a positive factor on monetary stability in Lebanon.

It is also relevant to note that in fundamental terms, the euro, Swiss et al, are not exactly safe havens when you consider the sticky unemployment and structural imbalance, not to mention immigration headaches. So while dollar bears, rightly, pound the table on poor US ingredients and misguided monetary chefs, a lot can also be said about European macroeconomic influences. Germany, the engine of Europe, is stalled in most statistical measures, and unemployment refuses to drop below 10%. The European central bank is caught in the straightjacket of inflation fighting and simply watches as the deflationary impact of a massive upward move in the euro hits home.

The blend of overdone technical factors and overly telegraphed risks make the dollar worth watching on the upside. Long term dollar based investors may want to look at decreasing their holdings in non dollar zones from a purely tactical perspective. The natural caveat to this scenario, which seems to point to a possible 15% up move in the dollar, is a sudden geopolitical event, or a negative systemic even in the US financial market, such as a large failure or a sharp dislocation in fixed income markets.

Here it is worth noting that the degree of complacency prevalent toward the euro (and most other major currencies) has an analog in the stock and junk bond market. The stock market euphoria goes unabated, still punch drunk from election fantasies, and junk bond spreads have narrowed to dangerous levels. It is possible for an asset market correction in the US to coincide with a dollar upswing, but only temporarily. If the secular bear in stocks returns with a vengeance, the dollar swoon would take on a new, more violent form.

In the meantime, a high degree of caution should be used when considering non dollar investments, as 2005 could be the year of the greenback bounce back. For the Lebanese trader, it seems some relief is on the way, and for investors, a chance to exit the dollar appears on the horizon in the year ahead.

February 1, 2005 0 comments
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Society

It ain’t easy being green but industry is adapting

by Tarek Zein February 1, 2005
written by Tarek Zein

Last month saw two major local cement producers, Holcim Lebanon and Cimenterie Nationale, both acquire an ISO 14001 accreditation – the International Standard Organization’s guideline for environmental management tools – and later announce that they planned to invest more than $5 million over the next five years and $15 million in the next four years, respectively, for the amelioration of the environmental performance of their plants in Chekka, an area blighted by environmental problems.

In fact, since 1996, Lebanese industrialists have plowed more than $250 million into safeguarding the environment. The simple truth is that a sound environmental policy enhances productivity, reduces operating costs, improves sales, bolsters marketing efforts and creates a better working atmosphere. What is even more surprising is that Lebanese industrialists have taken the hint. “In our case, our $30 million investment in environmentally friendly equipment, which we have installed over the past 10 years, has allowed us to pollute less,” said Pierre Doumet, chairman and CEO of Cimenterie Nationale. “And since we are not polluting, this means that we are not tossing dust in the atmosphere, and dust is essentially production as it is either our raw material or our end product. Thus, instead of polluting our atmosphere with our end product, we are now recuperating it, recycling it and becoming more effective. It is a virtual cycle,” said Doumet, whose company exported 40% of its 1.6 million tons of cement produced in 2004.

There are currently nine companies in Lebanon that are ISO 14001 certified, with over 15 others set to get it, including Sibline, another local cement company. There are a further 12 companies working on cleaner production processes and over 40 others implementing an Environmental Management System (EMS) without being ISO certified. Nearly all of these environmentally friendly companies utilize their ISO 14001 certification and EMS.

“It is a means to enter into foreign markets and sell to consumers that opt for products that have not damaged the environment,” said Fadi Abboud, president of the Lebanese Industrial Association. However, Cimenterie Nationale is one of the few that went for the ISO 14001 certification for ethical and marketing reasons. “We decided to acquire the certification because the Lebanese tend not to believe their own people and we were continuously being accused of killing people by polluting. So we thought it would be better to have an international body to back our work for protecting the environment,” said Doumet who added that the certification was granted by the auditing department of the Association of German Cement Manufacturers. This new environmental trend within industrialists is likely to exponentially grow as it is the fruit of a decade of work orchestrated by a special environmental committee integrated within the Lebanese Industrial Association (LIA) – which is in direct partnership with the ministry of environment.

The environmental committee was created in 1994 with sole purpose to study the best environmentally friendly policy the industrial sector should adopt and then implement it. And when the committee found out in 1998 that ‘cleaner production’ was the best policy to espouse, it has since been working on helping companies throughout Lebanon understand the benefits of being environmentally friendly as well as drafting a common strategy that would make Lebanese industrialists abide by the international environmental standards and laws while making them more competitive. “We are planning to finish the final draft of this common strategy by February. It will explain what laws and standards to opt for, how to enforce the strategy through economical rewards by describing what should be the stick and the carrot for industrialists and how we will deal with industrial waste,” said Hisham Abou Jaoude, the secretary of the LIA’s environmental committee. “It will also include certain requests directed towards the Central Bank as well as the government.”

Changing the status quo

According to Abou Jaoude, one of the main problems hindering the adoption speed of EMS is caused by the lack of soft loans and the allocation of money for environmental purposes. “If I was to go to a bank and request a loan in order to implement EMS, the banker would simply stare at me astonishingly, as if I was insane,” said Abou Jaoude, “and we want to work with the Central Bank to find a way to change this mentality and help reduce interest rates on loans related to the environment.” A United Nations Environmental Protection (UNEP) study clearly illustrates the financing problem in Lebanon by stating that it is not beneficial for a firm to implement EMS or introduce cleaner production processes if loans are shadowed by an interest rate above 5%. “One of the main problems for small and medium sized (SMEs) companies is to find cash to invest in environmental policy and machinery. If you look at it coldly as an investor, maybe you don’t get an internal rate of return that warrants the investment purely on financial ground, but believe me it is still rewarding and is hugely satisfying on many other levels,” said Doumet.

Setting the bar

Being environmentally friendly has become a good benchmarking tool worldwide because if a company is reducing its waste, then it is also reducing it cost, which in turn makes the business more effective – due to the utilization of BAT (Best Available Technology) – and competitive. However, SMEs have a clear disadvantage in adopting environmentally friendly policies due to tough access to cash. SMITE, a Mediterranean information web-based node for the SMEs, will help improve competitiveness of SMEs through IT-based environmental business planning – a new tool that is expected to re-orient production processes, products and services; ensure and consolidate efficiency, quality, occupational health and safety and environmental performance; and increase productivity efficiency by reducing environmental burdening. The multi-party project will support SMEs of the food, textile and hotel sectors with up-to-date tools and access to environmental information.

Industrial Waste

“The common strategy drafted by LIA’s environmental committee plans to solve up to 70% of all national industrial waste through an intra-industry solution,” said Abou Jaoude. As an example, in 1994, the Ministry of Environment ordered Sidem, an aluminum production company, that it should treat the liquid waste that was polluting the shores of Kesrouan by purchasing a treatment plant. After investing $750,000 and being reassured by the ministry of environment that the sludge that will be produced by the treatment plant will be stored in a safe location, Sidem employees were ready to re-activate the plant. However, one problem emerged: the ministry of environment had not found a location to store the sludge and the treatment plant remained silent till 2004, when Sidem found a solution to their problem by entering into talks with Holcim Lebanon. After running several tests, Holcim discovered that the sludge that was produced by Sidem could be used as a raw material, allowing the environmentally friendly treatment plant to run. “This is the kind of intra-industry environmental partnership we want to introduce by setting a bank for industrial waste. And later on, we could also find solutions that would allow the industrial sector to solve household waste,” Abou Jaoude added. Abboud, who has been constantly pushing for the adoption of environmental policies, believes that all the steps that have been taken by his association and companies are a good start for the country’s environment. However, many problems are still widely present. “At the moment it is so very expensive to recycle in this country hence you would see whenever you are driving near the port of Beirut hundreds and hundreds of trucks filled with aluminum, steel, brass and copper because we cannot afford to recycle them if the ton of diesel is $400 and the ton of fuel is $500,” said Abboud. “All solutions with the environment start with industrialists because if we recycle what we should be recycling, then half of our problem would be solved. The government needs to understand this and lend us a firmer hand.”

What is ISO 14001 and EMS?

ISO 14001 is a standard in the ISO 14000 series that provides a specification for a complete and effective EMS. As a specification standard, it can be used as an audit tool, to evaluate whether an organization has a complete EMS in place. ISO 14001 specifies the elements and tools that must be in place for an EMS to be complete and effective.

These tools can provide significant tangible economic benefits, including reduced raw material/resource use; reduced energy consumption; improved process efficiency; reduced waste generation and disposal costs; and utilization of recoverable resources.

An EMS is a structure of connected elements that define how an organization manages its environmental impacts. These elements include policies, organizational structure, procedures, goals and objectives, and defined processes. In order to be effective, all of these various elements must work together cohesively and be a part of the overall business management system.

What EMS elements are required by ISO 14001?

ISO 14001 states that a comprehensive EMS must include the following elements or activities:

– Establishing an environmental policy

– Establishing environmental objectives and targets and implementing plans for meeting these

– Evaluating environmental aspects and impacts

– Identifying regulatory requirements and evaluating compliance with requirements – Defining roles and responsibilities

– Identifying and providing necessary training

– Communicating effectively

– Documenting processes that affect environmental impacts

– Controlling parameters that affect environmental impacts

– Evaluating which suppliers’ goods and services affect environmental impacts

– Preparing for emergency situations

– Monitoring and measuring critical environmental parameters

– Initiating corrective actions when problems occur

– Maintaining environmental records – Auditing the EMS

– Evaluating and reviewing the EMS to ensure it is effective, suitable, and adequate for your organization.

Does ISO 14001 set emissions or discharge limits?

Absolutely not. ISO 14001 helps organizations to develop and implement their own, unique environmental management system. You set your own policies, determine your own objectives and targets, and define your own procedures. Then your systems help you to meet your policy and objectives. ISO 14001 tells you what elements need to be in place; you decide exactly how to define and implement those elements.

What kind of organization can use ISO 14001?

ISO 14001 is intended for any kind of organization – business, school, hospital, non-profit, etc. – that wants to implement or improve its environmental management system. It applies equally well to both service and manufacturing organizations and to both non-profit organizations and for-profit businesses. ISO 14001 provides plenty of flexibility to do what’s right for your own unique organization.

February 1, 2005 0 comments
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Business

Menajet ready for takeoff

by Anthony Mills February 1, 2005
written by Anthony Mills

Menajet, the new, low-cost Lebanese charter airline, is billing itself as the vanguard of no-frills charter business in Lebanon, a challenge that menajet’s chairman and general manager, Riad Mikaoui is confident the airline will meet, but, he admits, his line of work is not the easiest, given current regulatory restrictions. However the company has solid shareholders and is actively seeking commercial alliances with Europe and the Gulf that have eased any local pressure.

The new airline has to operate under the draconian rules imposed on the air travel sector by the government to protect Lebanon’s Middle East Airlines (MEA), which has an exclusivity clause that ensures that no Lebanon-based airline apart from MEA can be registered as anything but a non-scheduled charter airline. The bottom line is that menajet is prohibited from selling, or even advertising, directly to the public. Instead, it can only sell tickets as components of packages through travel agencies and tour operators.

Come fly with me

“We are trying to serve unserved destinations,” explained Mikaoui, who is a pilot himself and, ironically, was a former senior executive at MEA before taking the controls at menajet. “In doing so, we are trying to bolster tourism and helping the Lebanese public by creating greater interconnectivity. Beirut airport could serve six million passengers. Now we’re barely serving a million. And unless the destinations not being served are served, we will see no improvement. But we’re not being allowed to compete. Syrian Arab Airlines operates, like us, between Brussels and Beirut, and Germany and Beirut. They are competitors. But we cannot compete because we cannot sell or advertise,” said Mikaoui, adding, “Lebanon is supposed to have an ‘open skies’ policy. But in effect it is a regulated ‘open skies’ policy.”

Menajet, which cost $15 million to set up, is currently losing half a million dollars a month. This, insists Mikaoui, is a “sustainable” loss as his aircraft are all flying. Mikaoui said that menajet shareholders had been prepared for the constraints governing the sector in Lebanon, were aware of the development cost involved in creating direct links to unserved destinations, and would accept initial losses. Nonetheless, they are robustly lobbying the Lebanese government to relax the rules and allow the company to become more competitive.

“We hope that sooner or later we will at least be allowed to operate on a scheduled basis, through advertising and direct selling,” Mikaoui said, “because no airline can start up in Lebanon and succeed under the current conditions.”

Another source of uncertainty for the airline is a rule stipulating that non-scheduled Lebanese-registered charter airlines’ permission to fly be renewed by the government every two, four or six months. “If tomorrow the government says we’re not renewing it, our projections fall flat. Permission must be secured well in advance and protected if a charter airline is to develop,” Mikaoui said. He said he didn’t think the MEA exclusivity decree was politically motivated, but rather a response to the then dire financial state of publicly-owned MEA. “Now the situation has changed,” he said. “MEA is in good health. There is no reason for exclusivity anymore.” The exclusivity clause protecting MEA is valid until at least 2011 and despite the high-level lobbying there has been little indication that is going to change.

Forging alliances

“It will be difficult to survive, but not impossible,” Mikaoui asserted. “We have great hopes that the circumstances will change because there is pressure coming from Europe, especially since a European-Arab ‘open skies’ policy is set to come into effect in 2006.” In the absence, though, of any immediate progress on the lobbying front, menajet is expanding the breadth of agreements with Lebanese and foreign tour operators, especially in Germany, Belgium and France.

“The problem, though, is that sometimes airlines and tour operators don’t have the same priorities,” complained Mikaoui. “There are certain offers and packages that we would like to develop but can’t. We constantly have to make sure that the packages offered by the tour operators meet the minimum cost requirements of the flights.”

In Europe, menajet has struck a cooperation agreement with German-Lebanese tour operator Middle East Europe, which is based in Berlin but also has offices in Belgium. Other accords may be in the pipeline.

“I learned today that Thomas Cook is interested in talking to our agents in Belgium to see if they can sell menajet flights from Brussels to Beirut,” noted Mikaoui, “and I have also learned from our agents in Berlin that there may be some contacts with TUI, the biggest tour operator in Germany.”

Menajet has also sent a delegation to France and Belgium, to discuss with travel agents and tour operators ways of improving sales of packages involving the airline. In Lebanon, menajet has struck an accord with travel and tourism heavyweights Nakhal, but is also talking to Wild Discovery, Kurban Travel and Anastasia Travel about possible future collaboration. For the moment, menajet is operating flights between Beirut and Aleppo in Syria, Charleroi in Belgium, and Berlin. A one-way ticket to Aleppo costs $45, a round-trip $90, and a roundtrip with two nights in a hotel will set you back $150. The packages incorporating the flights involve a stay in Europe or Lebanon of up to three months, and are advertised in newspapers.

The bottom line

For the moment, menajet operates one aircraft – an eight-year-old Airbus 320-211, which seats 155 passengers. The aircraft has been leased from a sister company of Europe-based Airbus, at a current cost of about $250,000 a month, excluding maintenance. The airline needs to book at least 120 passengers on a round trip flight to break even on the flight. On the day Mikaoui spoke to EXECUTIVE, the menajet flight scheduled to arrive from Brussels had only 40 passengers booked.

“As an unscheduled charter company, we deal with seasonal travel. That doesn’t generate enough business for us to be expanding and introducing more and more aircraft,” said Mikaoui. “Financially, it would be possible to introduce more than one or two aircraft. But we would have to find the destinations and then be able to sell tickets and advertise the destinations.” The earliest any business growth might conceivably allow for the introduction of another aircraft is the summer of 2006, Mikaoui said.

In preparation for this summer, and in addition to the destinations in Belgium and Germany already served last year, the company has set its sights on Bahrain, Egypt, Italy combined with France (two destinations), Spain (two destinations), Greece, Turkey, Denmark and Sweden – wherever it thinks there is demand. It expects a flight schedule totaling 200 to 250 hours a month, or about seven hours a day. This schedule will, Mikaoui hopes, allow menajet to break even for 2005, and possibly even make half a million dollars. “And if tour operators are willing to sell packages to or from London’s Stansted Airport, we’d open up a flight between Beirut and there as well,” he remarked.

As a no frills charter airline, menajet has to ensure costs are kept to a minimum. It employs as few people as possible and serves tickets in only one class. “We have qualified employees operating a one-man department; we are going to try to sell as much as we can through the internet to avoid having offices; we subcontract all our services; and we deal directly with our agents,” said Mikaoui.

The road ahead

Internet purchases, too, are governed by the MEA exclusivity decree. They can only be offered through an online booking service in conjunction with a tour operator or travel agent. Mikaoui said arrangements were being made with menajet’s agents to begin internet sales of packages involving the airline within two months.

“The demand from Europe to Lebanon is there,” said Mikaoui, “particularly from the unserved destinations. I have tour operators in Hamburg and Hannover who want flights out of those cities. Agents in Hannover want 10 to 15 flights this summer. Berlin wants an additional flight. What we are trying to do now is develop travel from Lebanon to Europe.”

This effort is being hampered by visa restrictions on Lebanese, which intensified since the events of 9/11. “The restrictions are not an insurmountable obstacle, but they will take time to overcome,” proclaimed Mikaoui guardedly. He said advance planning for any packages as well as the lobbying of European embassies would help.

But there is far less menajet can do about the decline of the dollar against the Euro – something that has rendered a trip to Europe financially daunting for Lebanese tourists. Nonetheless, for the moment only 20% of menajet passengers are Europeans. In an effort to entice more Europeans to Beirut, menajet is trying to promote the Lebanese capital as an enjoyable stopover on a trip to the Gulf – especially Dubai, which already well publicized as a tourist destination for Europeans – and is also offering juicy packages and highlighting the advantages of a direct flight.

An increase in European passengers would benefit menajet in its quest to break free of seasonal confines because, in contrast to Arabs, Europeans tend to travel all year round, Mikaoui said. Menajet’s high season is June to October. In another revenue-seeking venture designed to offset the difficulties associated with Lebanon’s MEA-favoring regulation, the holding company of menajet is hoping to become a shareholder in subsidiary companies of a new $20 to $24 million airline to be created by the government of Ras al-Khaimah, the smallest emirate in the UAE.

“We already have agreements. We are working very hard to start the project. The studies are in place. We will be involved with management, development, expertise, transfer of know-how, maintenance, operation and may own shares, possibly within subsidiary companies,” said Mikaoui. Tens of millions of dollars would be spent on the subsidiary companies involved in maintenance, operation, cargo etc, he said.

“Don’t forget that menajet’s shareholders [which include the speaker of Kuwait’s National Assembly, Jassem al-Khurafi, as well as a number of finance houses and holding companies from Bahrain and Saudi Arabia] are from the Gulf Cooperation Council (GCC) countries,” Mikaoui added. “They are not just interested in Lebanon.”

February 1, 2005 0 comments
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Society

Q&A: Elie Nakhal

by Executive Staff January 1, 2005
written by Executive Staff

E: How many non-Arab tourists are coming to Lebanon?

Lebanon has passed through several stages with respect to non-Arab tourists. We had a period of unfortunate events from 1975 to 1990. After that, we tried hard to get non-Arab tourists to come here. Our efforts were not always successful, despite the fact that we invited a lot of Western journalists and tour operators here, and offered one-day trips to Lebanon for tourists in Syria, in an effort to acquaint them with Lebanon. We had a good period, from about 1994 till 1997 or 1998, during which a trend began to emerge in which Western tourists were heading for Lebanon, mainly for cultural tours, not for leisure. But then we had the problems in the South, the Israeli attack. At that time, we had 150 to 155 Western tourist groups booked for March, April and May, which was fabulous. They all cancelled. A year later, we sensed a chance to recover, but then the INTIFADA began in Palestine and the whole region began to suffer from a lack of tourists. Now, we feel a new trend has begun again. Western tourists are interested in coming to Lebanon again, from Germany, France and Italy, but also from Russia, Hungary, and Spain – new markets for Lebanon. Lebanon’s normal Western tourism market is France, Italy and Germany.

E: You say there is a new trend, but what percentage of total tourist arrivals do Western tourists currently account for annually overall?

A very small percentage – something like 5%, not more than that. But during some periods of the year, they account for a greater portion than Gulf Arabs because most Arabs visit Lebanon only during the high season – the Muslim feast and the height of summer. The Westerners come mainly in the spring and autumn. And they come for seminars and conferences.

E: Can conference goers be classified as tourists?

A conference trip and a tourist trip are almost the same. They spend three hours in the morning at the conference and the rest of the day is for tourism, gastronomical pursuits and fun. Conference visitors represent significant tourist numbers for us in March, April and May.

E: What attractions can we offer the non-Arab tourist?

Most don’t come to visit only Lebanon. Their visit here is part of a trip to Lebanon and Syria, or Lebanon, Syria and Jordan. Most of those who come only to Lebanon are here for seminars. The Western tourists are here for cultural tourism; they visit Baalbek, Tyre, Sidon and Byblos. Until recently, they weren’t coming for leisure tourism. But in the new trend, Russian and Hungarian visitors in particular come here for leisure. We are trying to nurture this interest by offering leisure programs. We believe Lebanon has everything: beaches, sun, nightlife, and culture. We can be both a leisure and a cultural destination. That’s the image we are now trying to promote.

E: A fair number of tourism professionals say it is pointless wasting time trying to attract Western tourists because they constitute such a small percentage of the market and their numbers are unlikely to rise significantly in the near future. Is this a wise tactic?

This is not a good strategy at all. The Arabs come during the high season only. Why not aim for 100% occupancy in April, May and June by attracting Non-Arab tourists too? Why keep the rooms and beaches empty, and tourism employees out of work? Non-Arab tourists could even be enticed here in February. We have to promote Lebanon to non-Arab tourists. I hope the misguided policy of focusing only on Arab tourists will change. I am doing everything I can to get Non-Arab tourists to come here. I am being helped by the newly-created charter jet company MenaJet. In a joint venture with MenaJet, there will be, as of mid-December, a weekly flight to Beirut on Wednesday from Brussels, and another from Berlin. There will be twice-weekly flights as of 16 December from Bahrain, to bring people here for weekend holidays, from Thursdays until Sundays. These visitors will be Pakistanis, Indians and British. We will also be bringing Arabs here as of 23 December from Aleppo. We hope to have a contract for one flight a week from Moscow, hopefully from the beginning of January. And we plan to bring people here on flights from the Swedish capital, Stockholm, starting in April.

E: How much would such a roundtrip from Brussels cost?

That is in the hands of the people over there. But I think it will be around €300 (about $390).

E: How are you generating business abroad?

We have created a six-person team traveling all the time to generate business. We are promoting Lebanon as a leisure destination, not as a cultural one, because leisure tourists make up a much higher percentage of tourists overall than cultural ones. There is one cultural tourist for every 100 leisure ones.

E: Those tourism professionals who have written off European tourists would say you are being unrealistic, that you won’t be able to increase numbers in any meaningful way. A reasonable assessment?

We have to try to make our dream come true. Until recently I would have said I agree 100% with them, but as I said, we are identifying a new trend, a new interest in Lebanon. Western tourists, especially from Russia and Hungary, want to come here. We can feel it through our tour operators, through our contacts. This was not the case a few months ago. We must take advantage of this new trend. We have the power to do so with the help of MenaJet.

E: How do you explain this sudden surge in interest?

I can’t.

E: What more can be done to bring in Non-Arab tourists?

The government must advertise more. They have to distribute posters, and use radio and television advertisements in a big advertising campaign. It is pointless inviting any more journalists and tour operators. We have invited hundreds. It was helpful at a certain time, but not anymore. The government doesn’t want to see this though. They want to focus only on the Gulf Arabs who come only for short periods. Why not bring in Western tourists for the rest of the year – ten months.

E: What more should the private sector be doing?

The private sector has already done a lot, within its means. That’s it. Finished. Now the government has to take over. We have invited tour operators and journalists to come, covering all expenses. We have traveled a lot to establish contacts – and traveling is not cheap. We have participated in six or seven tourism fairs a year, each of which costs a lot of money. We can’t do more. The government can.

E: The ministry of tourism says its hands are tied by budgetary restrictions. Is this a fair excuse?

Don’t tell me the government doesn’t have money. They have the money to build roads and bridges. They have the money to spend on the electricity sector – in which they’ve invested huge sums. They could have invested $500 million, $300 million in the tourism sector. I appreciate that they’ve made it possible for tourists to get visas upon arrival, but they need to reduce airport tax too. Some tourist operators create programs using Damascus as a hub simply to avoid the high airport tax at Beirut airport. Here they pay $40. In Damascus they pay $4.

E: What are the difficulties involved in selling Lebanon to non-Arab tourists?

The security situation and the negative connotations generated by 15 years of civil war.

E: Is the country’s infrastructure a handicap?

Electricity shortages are a big problem – which should not exist. And we still have water problems, although they’re not as bad as the electricity ones.

E: You also organize trips abroad for Lebanese. What are postwar Lebanese tourists looking for? Where do they go?

As with tourists elsewhere, leisure is the main interest. Of Lebanese going abroad, 5% are looking for culture and 95% are looking for leisure. They want to combine beach, shopping and nightlife. Most are looking to go somewhere in the region – Greece, Egypt, Turkey. In Europe, they want Italy, France and Spain. But Europe is becoming very expensive because of the weak dollar. So now the most popular destinations are Turkey in the summer and Egypt in the winter.

E: What have you learned from the tourism industry outside Lebanon?

If a few years ago you had told me we would have Arab charter flights in and out of Lebanon, I would have said you were crazy. But things change. Tourism is changing rapidly. It is part of the process of globalization. I have learned that we should focus on the leisure market. And we need to start building resorts, not just hotels. Our clients are looking for holiday clubs, not just regular hotels. We need to take greater advantage of the country’s sandy beaches. But we’ll have to overcome the negative security connotations of the South. Also, investors won’t invest the kind of money you need to create a resort unless they see more foreign tourists coming here. Building a resort that is used for only two months in the summer is by any small calculation crazy. They won’t do it. We need to generate business for at least nine months a year – and we can do it, because the Russians, Hungarians and Poles travel in the winter.

E: Tourism accounts for roughly 10% of GDP. Given that relatively low figure, can we really say that Lebanon is a major tourist destination?

The government isn’t exploiting the tourism sector properly yet. When they do, they will make a lot of money out of it.

E: Lebanon has been branded by some observers as a place where Gulf Arabs come for sex and alcohol. Is that an accurate observation?

That is one reason single Gulf Arabs come here. But there are also a lot of families. And as usual, people stress only one aspect – which is single young people coming here for prostitutes. But the majority of Gulf Arabs are not here for that.

E: Is there a place for ecotourism in Lebanon?

We try to show visitors Lebanon’s beautiful environment. On tours, we use secondary roads, which in the mountains are very beautiful. We take visitors to restaurants with beautiful views, in the heart of nature. We could create a one-day trekking tour.

E: How do you envision the sector a year from now?

Expanding. I’m not expecting the government to help, though. I’m an optimist and a realist at the same time.

January 1, 2005 0 comments
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Society

Tourism Voices – High flying times

by Executive Staff January 1, 2005
written by Executive Staff

Pierre Achkar: President of the Lebanese Hotel Association and owner of the Printania Palace Hotel in Broummana

E: How many hotel rooms will Lebanon be able to offer its visitors by the end of 2005? How many should it be able to offer? What are the requirements for healthy and sustainable hotel industry development in 2005? What can the public sector do better in supervising and assisting hotels?

We now have around 16,000 rooms. A further 3,000 are under construction. We might have between 1,500 and 2,000 additional rooms by the end of 2005. With the current growth of tourist arrivals, we don’t need more than 1,000 additional hotel rooms a year. If the situation changes and there is a peace process in the region, we could need as many as 5,000 more rooms a year. We’d be on the international tourism map and the Europeans would be coming. For the moment, though, we’re not a big destination for the Europeans. Potentially, they are a big asset. I hope the political situation remains stable. We have some problems with the United Nations because of Resolution 1559. I hope this does not lead to more serious problems. If there is political destabilization here, we will find it difficult to continue attracting Gulf Arabs and to attract more European tourists. When Europe and the United States talk about Hizbullah as a terrorist organization it affects tourism here. European and American officials and media are giving our country a false image.

We must implement a new rating system for hotels. Some hotels have had four stars since 1948, even though they are now only worth one star. We came up with a new rating system in 2002, in an initiative sponsored by USAID. But so far no one in the ministry of tourism has started implementing it because they don’t have the professional manpower to do so.

Nada Sardouk: Director general at the ministry of tourism

E: Despite the fact that the ministry of tourism has been promoting Lebanon on a shoestring budget, improvements in the sector in 2004 have been highly encouraging. How important is the ministry’s role in attracting more tourists to Lebanon and what are your priorities and overall aims – including private sector partnership and fiscal funding – for 2005. What is the role of the public sector in nurturing tourism in Lebanon?

The ministry assumes a number of important roles, among them two major ones.First, the ministry promotes Lebanon outside the country through exhibitions, fairs and promotional campaigns, marketing Lebanon as a historical, cultural, tourist and business center in the Middle East. Second, the ministry is encouraging and backing the private sector so as to attract investment and develop services in the accommodation sector, by simplifying regulations, tightening control and holding training sessions.

The program adhered to by the ministry since 2002 has been one of encouragement and intensification of promotional trips to Lebanon, especially from Europe and the Arab world. The ministry has hosted more than 1,000 travel and tourism agents and around 300 journalists in an effort to put Lebanon on the international tourist map.

We hope in 2005 to enhance the partnership between the ministry, the private sector and NGOs in order to create a task force that is able to complete the projects we have already begun undertaking. Our priority is to enhance sustainable tourism in order to promote economically and socially the different regions of Lebanon all year round.

The role of the public sector is to plan a strategy for the development of the tourism sector – including policies for different domains such as visas, fiscal laws, legislation etc. The public sector should be trying to open new tourism horizons while improving public services. This in turn will bolster the private sector, something that will have a public benefit.

Marwan Iskander: economist and Managing Director of MI Associates

E: What can the growth in tourism contribute to domestic job creation in 2005, in quantitative and qualitative terms? What, percentage-wise, can employment in the tourism sector contribute to the national employment market and to GDP as a whole? What can be done to accelerate the creation of sustainable, permanent jobs in the sector?

The contribution to employment is difficult to assess except in terms of the increase in expenditure associated with the growing number of tourists. This year we had an increase of about 30%. I think we can hope for a further 20% increase. It’s interesting that visitors from Arab countries do not, primarily, account for the increase. The Europeans, especially during the winter months, account for the majority of visitors. By my estimate the roughly 1,400,000 visitors this year spent around $1.5 billion. If we assume that we can reach 1,700,000 and we assume a 5% increase in the expenditure of each visitor then we are talking about $1.8 billion of revenue next year. This translates into an increase of $300 million, which in turn could translate into better job opportunities for around 5,000 people.

In 1974, tourism sector employment constituted 22% of GDP. Today it’s around 9%. So we have a long way to go. Tourism sector employment does not even constitute 9% of the total workforce because people in services such as hotels – although these are labour intensive – are more productive than people in industry. I think that if in the coming five years tourism sector employment reaches around 15% of GDP, then it will constitute around 12% of the national workforce. We need to make of Lebanon a destination for both leisure and historical tourism, on the international level – something we had before. This will require quite a bit of expenditure and investment in promoting Lebanon abroad – which so far has not been done. For example, Jordan spends $50 million on tourism advertising, whereas we spend maybe less than a million. This cannot continue. This year, there has been an increased awareness about the importance of tourism.

Wassim Rizk: Grey Mena Regional Development Director for the Middle East & North Africa

E: Can you gauge the contribution of marketing campaigns such as the CNN Lebanon commercials to the increase of tourist numbers in 2004? Roughly how long, realistically, will it take Lebanon to establish a new image as a top tourist destination in key markets? How should the private and public sectors proceed in 2005, to improve the perception of Lebanon in Arab, Western and Far Eastern markets?

The marketing campaigns, while difficult to gauge in terms of impact, have placed Lebanon on the map, created awareness and communicated a different face of Lebanon. However, you cannot simply erase 20 years of war images from people’s minds in a short period. Any timeline for such a process depends first and foremost, on establishing Lebanon as a brand. What is the country? What does it stand for? What makes it different and special? What does it offer and to whom? It is a similar challenge to that faced by post-Apartheid South Africa. But they had a firm and strategic commitment from their leadership. Imagine how long the process would have taken if that commitment had not been there. The private and public sectors should begin by ending the current madness involved in different bodies running their own programs – the Ministry of Economy is running a campaign, the Ministry of Tourism is running another, Beirut is running a third; the Traders’ Association a fourth; and so on. All the resources and efforts could be pooled and centralized, to bring economies of scale to bear and to deliver a constant and coherent message. Secondly, priority markets must be identified. Which ones offer the most potential? The West? Far East? It is impossible to reach all these regions unless you have a commitment of millions of dollars, like Egypt and Dubai.

Roger Eddé: developer, lawyer and owner of Eddé Sands resort

E: How large is the contribution of tourist resorts to the Lebanese economy today and how large do you expect it to be in 2005 and in the longer term? What are your expectations as resort operator for turnover developments in 2005 and what could be done to define and improve nationwide quality standards for tourist resorts? The success of Eddé Sands (we were able to make over $3,000,000 in revenues for July/August and we will double our capacity in 2005) has confirmed that a luxurious beach resort is a powerful magnet for regional elites as well as Lebanese expatriates nostalgic for Lebanon and yet who demand a level of entertainment and leisure similar to what they are used to in Florida, California, or the European Riviera.

This Lebanese tourist industry is what will make it the destination of choice on the Eastern Mediterranean. We are marketing the Byblos Riviera in the same way Indonesia is marketing Bali in order to disassociate it from another name that brings to mind recent unfortunate events.

The tourism sector should be looked at and valued as a major component of the Lebanese economy, not only because of the sector’s direct and indirect contribution to the economy, something close to 10% of GDP in Lebanon, but because year-round resorts are crucial in creating the so-called PLAQUE TOURNANTE effect. This is where business is launched to neighboring regions in all four directions, enabling the resident and non resident Lebanese international community, as well as emerging regional businessmen, to use Lebanon as the ideal meeting place to combine both work and play and where hopefully, as we aim to do at Eddé Sands, we can offer the widely popular preventive medicine and healing treatments.

January 1, 2005 0 comments
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Real Estate

Real Estate Voices – No alternative to Lebanon

by Executive Staff January 1, 2005
written by Executive Staff

Nabil Gebrael: Chairman of Coldwell Banker Lebanon

E: What should be done to achieve a more mature, transparent and regulated residential market?

Nowadays, anyone in Lebanon can operate as a broker, which creates confusion and mistrust in the market. I believe in regulating the market through licensing and continuous education. In a regulated industry, real estate professionals can easily conduct business with each other, while those who break the rules would be held accountable. Furthermore, licensed professionals can elect a national body, the Real Estate Brokers Association, to create and monitor a code of ethics and methods of operations for members to follow. The association will also approve educational courses for its members to take. This will benefit not only brokers, but also clients and the government. Education should be the responsibility of a national body, which would offer compulsory course to certify those working in the sector. They would subsequently be re-certified as well as kept abreast of new methods, regulations and trends in the market.

Secondly, to boost the real estate market, a multiple listing system similar to the one existing in the United States should be implemented. This system will allow all members to access and share property data with other brokers in the country. Brokers should not be afraid of loosing business, given that they will have exclusive contracts with their clients. Exclusive contracts allow brokers to share their properties with any other broker, and when sold, their commission would be protected (and shared) through the multiple listing system and the Real Estate Brokers Association.

Joseph Mouawad: Head of Mouawad Investment Group

E: How do you see the development of the residential market in 2005, given its modest performance in 2004?

I don’t think 2004 was a moderate year. On the contrary, we saw a lot of activity. Only in the last few months did it slow down a bit – following the dramatic events around the presidential elections, especially the attack on Marwan Hamadeh. People in Lebanon and the region are used to some political instability, but political insecurity is a different story. Insecurity is deadly for investments and the overall business climate. On the other hand, people tend to forget fast, so if things stay as they are now, I don’t think they will really affect 2005. First, because there is no alternative to Lebanon in the region. Second, as a consequence of the high oil price, there is a lot of cash in Saudi Arabia and the Gulf, and the Arabs still want to invest in real estate.

What’s more, they still believe in Lebanon as a holiday destination, a home, as well as an investment area. What we’re seeing now is that land is being sold and investments are being made in the areas directly surrounding downtown. In Gemazieh for example, where the price of land is about half the price of Solidere’s. One of the biggest problems we are facing is the amount of time it takes to issue construction permits. There is an enormous backlog at the Beirut municipality and this is why construction generally starts only one year after the sale of land.

Raja Makarem: Managing partner at RAMCO Real Estate Advisors

E: How will the increase in foreign visitors be reflected in the retail sector? Will we see more supply or do you expect a take up of existing retail space?

As the majority of foreign visitors are Gulf Arabs, their increase in numbers will surely be beneficial to the retail sector. They’re generally not the beach going type, but like to spend their time in hotels or mountain resorts and like to go shopping. Shopping to them is a true outing destination, which apart from actually buying goods includes entertainment, eating and drinking. For that reason, ABC was able to consolidate its sales last summer. However, in Lebanon, you can generally not plan a retail outlet based on the arrival of foreign visitors alone. Lebanon is not Dubai. Foreign visitors mainly come in summer and during the holidays, which is not enough to base year-round sales on. I think, though Lebanese retail will continue to develop, as there is still space to grow. The increase in foreign visitors by itself, however, will not lead to a significant increase in outlets.

Pierre El Khoury: Architect at Pierre El Khoury and Partners

E: What is the state of urban planning in Lebanon? What measures should be implemented by the public sector to play its role?

The Sannine Zenith project is symbolic of the state of urban planning in Lebanon. As an investment, the project is surely beneficial to Lebanon, but from a planning point of view it is highly worrying. Already too much of Lebanon’s virgin mountains and countryside has been destroyed. This project does not only touch upon one of Lebanon’s last remaining wild areas, but also upon the very symbol of the country, the mountains that gave Lebanon its name. Who wants to see buildings there? What’s more, Sannine is an essential part of the country’s water infrastructure. Who knows what will happen if you start building there? The CDR has been working on a detailed map of the country to come to a zoning strategy, in which urban and green spaces will be designated.

Unfortunately, the Sannine Zenith project came too early. When I was minister of housing in 1982, we already tried to introduce such a zoning system, but it didn’t work because of the war and because of the mentality of the people. The problem is that if someone lives in a green zone, he or she will not be allowed to build and thus his land will lose value. To tackle the problem, someone who constructs in a building zone should not only pay for the price of land per m2, but also for the right to build, with which neighbors can be compensated. In terms of planning, I think densely built areas should become more dense, while green spaces, parks and nature should be saved.

Michael Dunn: Chairman at Michael Dunn & Co.

E: How will the unveiling of recent high profile residential developments in the Gulf affect the way in which Lebanese developers are selling? Where does Lebanon sit in terms of regional commercial and residential real estate development?

We should learn from the way Dubai is marketed. Dubai is one big advertisement project. Billions and billions of dollars are spent each year on advertisement. I mean, let’s face it, Dubai is hot, flat, artificial, and you can only live there comfortably during a few months in winter. It’s the marketing teams who make the country attractive by campaigns all over the world. Today, you have Europeans buying a small apartment in Dubai for some $150,000. They go on a holiday there for a day at the races and a weekend of shopping.

Regarding the second question, in terms of shopping, Lebanon is light years behind the Gulf and Saudi Arabia, yet way ahead of countries such as Egypt, Jordan and Syria. Residentially however, Beirut and Lebanon are comfortably number one in the region, followed by Cairo. Beirut has the nice streets, the old quarters, the climate, the mountains, and has something to offer none of the countries have. And last but not least, let’s not forget that people living in an Islamic country going on a holiday, want something else: to taste other facets of life.

January 1, 2005 0 comments
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Finance

No monkeying around on the markets

by Tony Hchaime January 1, 2005
written by Tony Hchaime

Financial markets despise uncertainty, but in Lebanon, these markets were served with large doses of uncertainty time and time again in 2004. Certainly, Lebanon’s geographical location did not help matters: worsening developments in Iraq, ongoing violence in the Palestinian territories, and the stand-off between Syria and the international community, all made markets twitchy. On the domestic front, the recurrent political clashes between President Emile Lahoud and former PM Rafik Hariri plagued the political arena for most of the year, resulting in more delays in economic reforms and an indefinite postponement of privatization plans. The controversial renewal of Lahoud’s mandate along with the resulting appointment of the Karami cabinet were both frowned upon by the international community, which looked on these developments as a direct result of Syrian influence on Lebanese internal politics and has reiterated its call for the implementation of UN resolution 1559.

Nonetheless, Lebanon’s financial markets registered a record performance in 2004. It may have been the year of the Monkey, but there was no funny business. Lebanese equity markets managed to register record highs, the BSE also saw massive gains and Lebanese GDRs climbed into double digits on overseas markets.

Local equity markets

On the equity front, the Beirut Stock Exchange registered some impressive performances driven by a handful of stocks, which outperformed both their expectations and their peers. The BLOM Stock Index, which monitors the performance of all stocks listed in the Beirut Stock Exchange, shot up by more than 36% between January and mid-November. The index currently stands around 45% higher than the levels recorded during the same month in 2003. The disappointing news, which might actually see a drop in prices during early 2005, is that traded volumes in the exchange failed to match the performance in stock prices. At the end of the year in the BSE remained subdued, having failed to shake the summer doldrums. Weekly volumes on the BSE rarely climbed above the 500,000 shares mark, apart from the occasional block trades, the motives behind which are often too obscure to even warrant an impact assessment. However, the price performances by individual stocks, as well as the listing of some new products on the market, boosted the BSE’s market capitalization to a new high of $72.076 billion as of the end of October, with just over 55 million shares listed on the bourse.

With improving fundamentals and robust tourist activity, especially in the BCD, it came as no surprise that Solidere’s shares dominated trading on the Beirut equity markets, accounting for almost three quarters of all trades affected on the BSE throughout 2004. In addition, Solidere’s management undertook early in 2004 a move, seen widely as part of a plan to improve the company’s stock performance and a broad share buy-back program (see box). As the plan came into effect in April of 2004, Solidere “A” shares shot up 28% overnight to a four-year high of $7, and continued on to reach a high of $8.60 by early August . Receding slightly from those levels as the impact of the news wore off, Solidere shares still managed to maintain an attractive performance throughout the rest of 2004. As of November 28, Solidere “A” shares were up 83% YTD at $8. Solidere “B” shares were also up 80% YTD at $7.75.

Apart from the Solidere stock, the other major sector on the BSE is the banking sector, which saw some promising performances by a select group of banks. As such, Banque Audi’s shares were up by more than 27% since the beginning of the year, and as of mid-November. Having merged with Banque Saradar to form what is now officially the largest bank in Lebanon, Banque Audi’s shares began to break out of a long-lasting dull around mid-May, when the stock price rose from under $20 per share to $21, ultimately reaching $23 by late June. While the stock failed to register substantial gains during the second half of the year, it managed to hold onto the performance of the first half of 2004, despite dropping volumes.

The price performance of shares of BLOM Bank did not disappoint either. BLOM’s stock price on the Beirut stock exchanged managed to add close to 10% since the beginning of the year, leveling off at $25.5 per share. The stock also managed to reach a high of $26.29 early in the second quarter of 2004, its highest level in years. Nevertheless, the bank’s stock performance remains outstanding relative to its mediocre recent history on the local exchange.

On the negative side, shares of Byblos Bank bucked the trend, registering the only significant retreat in the banking sector during 2004. The bank’s share price dropped by almost 9% since the beginning of the year, despite some promising fluctuations during the first half and early in the second half of 2004.

Other notable performances on the BSE during 2004 including shares of Bank of Beirut, which leaped 28% since the beginning of the year. The gains resulted, however, from only two trading sessions and on minor volumes. Shares of Banque BEMO slipped 5 cents, while those of BLC Bank remained unchanged for the year.

On the non-banking front, shares of automotive retailer RYMCO slipped by almost 11% since the beginning of the year, settling at $1.56. The company’s loss in share price may be a result of a market reaction to its loss of its position as leading automotive retailer in Lebanon, as its Nissan brand was overtaken by that of Peugeot during the second half of 2004.

Shares of cement manufacturer HOLCIM added 20% since the beginning of the year, reaching $0.60, while those of Ciments Blancs remained unchanged at $1.49.

The GDR market

In terms of the performance of local company stocks listed on foreign equity exchanges, the performance of Arab GDRs in general was more than impressive. GDRs from companies listed all the way from Morocco to Qatar registered attractive performances, as illustrated by the AFC Arab Internationally Traded Stocks Index (AITSI), which tracks the performance of all Arab GDRs. The index was up almost 64% since the beginning of the year. By comparison, the AFC Lebanese Internationally Traded Stocks Index (LITSI) added almost 21% since the beginning of the year, failing to match its broader counterpart. Four Lebanese companies have officially recognized GDRs: BLOM Bank, Banque Audi, BLC Bank and Solidere. It would be fair to say that although all four contributed to the gains of the AFC LITSI in 2004, most of the credit should go to Solidere shares, which managed to add 75% since the beginning of the year, reaching $6.5.

Lebanese Eurobonds

As the Lebanese government went ahead with the famed Eurobond swap in the summer of 2004, after a lull from borrowing in foreign currencies, the light was cast once again on the Lebanese Eurobond market, with both local and international traders monitoring liquidity and prices levels.

The Eurobond market did benefit from a somewhat modest improvement during 2004, with the Lebanese Eurobond Index aiming to end the year up around 5%, at almost 149 points. The performance was notable during the months of September, October, and November, where almost all the gain recorded for the year was registered. This may be somewhat surprising considering that the political uncertainty was at its highest during those times. However, since no new issues were available on the market, and existing ones were somewhat closer to maturity, liquidity in the secondary market was subdued. Despite the expected modest demand, the overall lack of supply pushed prices higher. On the other hand, such performances on low volumes do not provide a solid indication of near-term price trends.

Conclusion and look ahead

Despite being hit by every possible political, social and security boulder locally and regionally, the Beirut financial markets managed to a Spartan comeback. With both the equities and debt markets marking significant price appreciation, albeit on low volumes, they contributed to the euphoria brought on by the record year in tourist arrivals in Lebanon. As former Prime Minister Rafik Hariri takes credit for most, if not all the achievements of the past year, doubts are being cast by economists and political critics as to the likelihood of the new Karami-led government to either maintain or mimic the performances of the Hariri cabinet. Following the latter’s departure from office, activity has retreated in the secondary equity and debt markets, as investors would rather wait out the seven-month tenure of Karami’s government. Add to that growing and obstinate pressure by the international community for the implementation of UN resolution 1559 and the onset of the parliamentary elections in the spring of next year, and it would seem rather difficult to speculate as to the country’s socio-economic future in 2005, and the correlated performances of any financial markets.

Solidere’s new currency for land sales

For parties interested in acquiring land in the Solidere area, the company now accepts checks, wire transfers, cash, and now shares.

Shares, yes, but not any shares. In an effort to promote land sales, boost the company’s stock performance on the Beirut Stock Exchange, and increase its treasury stock balance, in early 2004, Solidere conceived a scheme, whereby the company accepted their own shares as partial payment for the acquisition of real-estate properties in areas under its control. The scheme allowed the buyers of the land to benefit form up to 15% discount on the land price, provided that between 30% and 40% of the final price is settled by ceding an equivalent number of Solidere shares. The remaining portion of the value of the land may be settled with 10% in cash, with the balance paid by installments over a maximum period of three years.

The announcement was positively received by the market, which kick started a buying spree on Solidere shares, both on the local and GDR markets, and which extended throughout the summer and into the last quarter of the year, when Solidere’s management confirmed that the initiative had pushed up land sales. It also came as good news for those former property owners who had been compensated with Solidere shares, only to see them initially plummet. They now had the opportunity to buy back some, if not all, of their former properties, now rehabilitated and ready for use.

January 1, 2005 0 comments
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Economics & Policy

Communications – The ongoing drama

by Thomas Schellen January 1, 2005
written by Thomas Schellen

Smiles returned to the Lebanese communications sector in 2004. The question is whether they were forced. Two existential dramas in the communications arena last year were carried over from 2003 and the years before: the quest to make the mobile and landline sectors more productive and create a stable environment for modern data communications. A third troubling communications issue, the management of postal services, was solved and the new operators of LibanPost were able to present themselves in 2004 as a smooth running entity. Concerning the issue of increasing productivity in mobile and fixed line telecommunications, 2004 inherited a dispute in which the very definition of productivity was already a bone of contention. One philosophy that has emerged in the last five years was to regard productivity under a formula of control and profits. What operational recipe would generate the highest revenue? Who would control the networks? How could the fiscal share in this revenue be maximized? This position was juxtaposed with another that placed the central value on productivity as consumers would experience it, emphasizing the deployment of technological upgrades and making services affordable and accessible to the largest possible number of people. The origins of the debate go back to the first half of the 1990s, when the need for a functioning communications infrastructure was overwhelming. The Lebanese government back then awarded private sector firms with contracts under which they would build and operate two mobile telecommunications networks and transfer ownership back to the state at the end of a ten to twelve year period. These BOT contracts proved very lucrative for operators LibanCell and FTML, as demand for mobile communications in Lebanon outstripped all expectations and consumers within three years raced to the top of global statistics for the minutes of mobile phone usage.

But in this mobile revolution, potential conflicts of interests between the political responsibilities and private interests of persons involved in the network operations were ignored. Moreover, the operator contracts had been awarded in a time when fiscal projections assumed unlimited growth of the economy and fast development had precedent over careful profit-sharing calculations. Sure enough, worsening economic conditions made mobile sector revenue look extremely enticing for alleviating the state’s financial pressures. Telecommunications became entangled in a debate placing revenue maximization and improvements for consumers at opposing sides of the table.

Arguments reflecting both positions have been employed in acrimonious debates since 1999, involving political decision makers, network operators, telecommunications experts and consumer advocates. One massive debate took place in the public and the other in the political arena. The latter was the decisive one but it seemed that arguments used in defending and promoting the two positions in either arena did not necessarily reveal the objectives of those involved in the debate. The dispute was by no means truly resolved in 2004, but decisions were made, which resulted in a new course for the cellular sector. After a final attempt to auction-off mobile telecommunications licenses was declared a failure at the beginning of the year, the concentration shifted from the search for private sector bidders looking to buy an operator license to a search for companies that would manage the networks on fee basis. Following this decision, the exhausting debates and repeated prolongation of uneasy, temporary operator arrangements with the former BOT partners quickly came to an end. Within a few weeks, bids for management contracts were collected and the operators with the best offers on the table were awarded three-year contracts.

Thus, by spring 2004, the discussion over privatization of the telecommunications network faded from the public discourse and at the beginning of the second half of the year, the two new operators – the Kuwait-based MTC and German-Saudi joint venture Fal Dete Telecommunications – took over the operations of the LibanCell and Cellis networks. By December 2004, the Lebanese ministry of telecommunications acting as network owners and the management firms had phased out the old network names and launched new brands, MTC Touch and Alfa. In the realm of private sector data networks, 2004 was the year when broadband internet was promised but not quite fulfilled yet. In early October, service providers and the ministry of telecommunications invited the media to a hastily assembled press conference announcing the deployment of wireless broadband internet access, with immediate effect. The service was explicitly targeted at private residential users and by local standards competitively priced. But by early December, industry insiders said that in most cases, consumers applying for a broadband connection would only be linked up to the wireless service if several parties in the same building signed up at the same time.

The growing pains of the wireless broadband service illustrate that this solution, while feasible for some clients, is in itself, not enough to establish a national broadband environment. So at the end of 2004, the vision of a digital society and e-Lebanon remains at least to a substantial part, a fancy.

In its confines, the story of the Lebanese internet service sector was not quite as dramatic as the high-stakes fight over the mobile telecommunications sector, but in its persistent failure to keep the country abreast of the technological evolution, it was just as indicative of the need to develop a strategy of public sector priorities and enforcement capabilities.

When local entrepreneurs set out to establish Internet Service Providers in the first half of the 90s, they had great initial success. Connections over the landline phone network were cumbersome and the noise of repetitive dial attempts and incomplete ‘handshakes’ between simple modems and overworked servers become the daily music in many Beirut offices. But compared to no internet, it was progress.

Then, however, followed years of public sector procrastination in rolling out new services, the deployment of which would have posed no technical problem. Introduction of ISDN was postponed under various excuses month after month, while the technology became already obsolete in other countries. Manufacturers of telephone equipment came to a Beirut telecommunications show and left again in frustration, until at one point the expo also relocated to elsewhere in the Arab region. So feasible an exercise as establishing a network of public phone booths was announced time and again but not implemented until 2003.

Without improvements in the telecommunications infrastructure, high telephone charges kept customers away from ISPs. Progress in the telecommunications industry was confined to basic communication: the delivery of speeches by vocal chords and amplification through microphone at conferences discussing the country’s regulatory and telecommunications needs. In real life, Lebanon could only watch as Jordan inaugurated its ADSL broadband network in February 2001. There was no real argument over the need to liberalize the telecommunications sector and establish an independent supervisor. But while the discussions carried on endlessly, the monopoly structures at the state-owned telecommunications network remained in place and costs of their bandwidth connecting them to the internet backbone remained exorbitant for ISPs and their customers. What the lament over high electricity costs was for industrialists thus became the moan over the impossibly high communications charges at the Lebanon branch offices of international companies. The only enterprises to benefit from the absence of an affordable regular data line infrastructure for internet service were operators of homespun cable networks that wired whole neighborhoods on the cheap and competed illegally with the ISPs. On another track of the communications industry, operators of regional satellite television networks could only shrug their shoulders as the failure to pass a law regulating the transmission of cable and satellite TV put the entire country at the disposal of unlicensed distributors who could with impunity re-sell the program packages owned by the region’s handful of providers. Lebanon became a nation of illegal cable hookups sold at dumping prices by gray providers unaccountable for any technical problems, service quality, or any regulation of content.

Heavy telecom users and content developers have drawn the conclusion from such circumstances that Lebanon is not the place where communications and media enterprises in the Middle East find the best soil for nurturing their business, and the latest open-end delays in a series of failures to create a dedicated technology park (BETZ) might have been the straw that broke the willingness of some companies to look at Beirut for locating offices here. Although the expansion of data networks, the implementation of new mobile phone services and the privatization of the landline network are somewhere on the horizon, the mistrust borne out of years of inactivity by apparently unconcerned authorities was not erased in 2004. As things stand, at the end of 2004 and beginning of 2005, the prospect of the long-awaited Telecommunications Regulatory Authority is viewed with suspicion by analysts, who wonder whether such an institution could truly be independent. International consultants agree that the telecommunications infrastructure is vital for growth of the Lebanese economy. They sense a contradiction between the nation’s high level of technical skills and the backwardness of the operating environment. This could cost the country billions already in 2005.

January 1, 2005 0 comments
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Economics & Policy

Industry Voices – Light at end of tunnel?

by Executive Staff January 1, 2005
written by Executive Staff

Ramzi Ghosn: Proprietor, Massaya Winery

E: Our industry has been forced to seek out new and sustainable export markets and been moderately successful. How can other sectors within the manufacturing or agro-industry replicate this success?

To be successful you need a comparative advantage. In the local wine industry, our comparative advantage is the fact that we are Lebanese. With the help of our Lebanese identity we are already catering to all the expatriates worldwide who want to consume local products. The identity of Lebanese wine is very important for our industry. And this comparative advantage has to be well emphasized on. The product has to be of good quality and if it is then the business will automatically succeed. So to replicate this same accomplishment, industrialists should find the comparative advantage of a product and focus on exposing and marketing it to its full extent. We in the wine industry have succeeded in doing so and this is proven through our export statistics, which have been constantly growing for three years now. In 2004, we expect a 15% to 20% growth in exports, illustrating that our strategy is paying off.

Roger Dib: Director of Near East Consulting Group

E: Do you see new promising avenues for Lebanese industry to attract foreign partners and what areas of industrial ventures offer the best investment opportunities for favorable financing?

I definitely see opportunities for joint ventures with foreign partners. Actually, I am now in direct contact with around four European companies with which we are negotiating industrial and commercial joint ventures in the field of specialty retail. The reason why I say this is two folds essentially: the first one is that any Lebanese company with strong regional distribution networks can attract and be attractive to foreign partners who are not present in the Middle East. Any company that has a well-developed distribution network can easily think about attracting foreign partners. The second reason is that ever since the Euro has strengthened compared to the currencies of this region – which are more linked to the dollar than the euro – there has been a window of opportunity for our industries to export and hence for Europeans to use Lebanon as part of their delocalization effort. Delocalization has been happening in Europe for some time, but they have now been much more aggressive at it because of the cyclical strengths of the euro. So, this double hit for the European economies, whereby the need for delocalization and the expensive euro, is making countries like Lebanon interesting places to invest in certain kinds of industries, such as ones with high value-added. As for private financing, I believe the IT industry is the best suited for favorable financing because these are very small companies with lots of need for cash.

Fadi Abboud: President of the Lebanese Industrialists Association

E: Over the past years, the costs of manufacturing in Lebanon were held to be largely responsible for the stunted development of the sector. After many broken promises, mostly concerning the amelioration of the utilities and infrastructure, what are your hopes for 2005?

Our hope for 2005 is for the industrial sector in Lebanon to witness better days simply because all the governments since the end of the civil war have not really been friendly to the productive sectors in Lebanon, especially with regards to industry. To be honest, it was very difficult for us to come up with any positive results throughout the last 13 years. And with the energy crisis in 2004, it was much harder for us to record adequate returns. Even when we agreed with the government that reducing the price of energy could hurt their short-term finances, they still refused to raise custom duties on imports that directly compete with local products, which require intensive use of energy. Even this simple request was virtually impossible to get. We really feel that they don’t want to see the industry sector progress. One of the main reasons is because they want to turn Beirut into another Dubai, where there are lots of tourist attractions and huge shopping centers. However, with all the hurdles facing the sector, the high cost of production and an unfriendly government, we were still able to substantially increase our exports in 2004 and this shows that there is huge potential in the industrial sector. I hope that 2005 will be the year when the government realizes that we have all the means to create many new jobs and increase national productivity by granting us our demands.

Hani Haddad: Managing Director Spirit Advertising

E: In these days of closer EU relations, what must Lebanese industrialists do in terms of marketing, brand building and advertising to increase their competitive edge?

Industrialists and the entire Lebanese commercial sector in general are not actually aware of the importance of marketing and advertising of their brands and are more focused on the short-term costs rather than the long-term returns. Brand building is very important and requires investment and patience. But in Lebanon, unfortunately, very few advertise and consider building brands. In the actual world of global and international competition and with these days of closer EU relations, Lebanese industrialists should be up to the European standards at all levels. To achieve these standards, they have to understand and be convinced that building awareness and marketing their brands is more than essential for them to survive and should be considered as part of their long-

term investments. All expenditures related to communication and advertising should be part of their cost.

Patrick Renauld: EU Ambassador to Lebanon

E: The EU has implemented several programs to help assist the industrial sector in Lebanon with financial and technical support. Why is the EU so interested in having Lebanon’s industrial sector prosper and how does it see its potential in a country where the cost of production is much higher than the rest of the region?

The Lebanese market of 3.5 million consumers is not a market by itself when compared to the EU’s market of 500 million consumers. Nevertheless, ever since the EU expanded its borders, Lebanon has become our direct neighbor. And as a direct neighbor, we are interested in security brought by a stable and strong economy. In order to have a strong economy, we believe that the industry must play an important role. One of the biggest problems in Lebanon today is the fact of not having focused enough effort towards the development of the productive sector, thinking that the banking, service and tourism sectors would lead the way. This is not the case because you cannot develop your economy if you import nearly everything to feed your tourists and very curiously the Lebanese authorities have taken time to realize this.

It is true that the Lebanese industry faces certain difficulties at the moment, namely the high cost of production. But it also has its strengths, such as the brainpower capacity to be creative and overcome problems as well as the necessary financial resources. The future success of Lebanon’s industrial sector depends not only on producing high added value products, but also on the government’s willingness to set a long-term industrial policy and implement a modern judicial system that can assure the security of investments.

January 1, 2005 0 comments
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Economics & Policy

Q&A:Ineke Botter

by Executive Staff January 1, 2005
written by Executive Staff

Running a mobile telecommunications network in Lebanon has in recent years presented itself as profound challenge, not only in terms of achieving operational excellence but also as quest demanding ultimate skills in diplomacy. With new management contracts for the mobile sector in place since mid 2003, EXECUTIVE ventured into the challenging exercise of asking what it takes to bring this crucial sector forward. Ineke Botter, CEO of Alfa operator Fal Dete Telecommunications, stepped up to the plate to hit fastball after fastball on communications.

E: What is your assessment on the evolution of your activities since Fal Dete Telecommunications stepped in as manager of the cellular network formerly known as Cellis?

Looking at the past six months, it is a successful story in operational terms. We reorganized the company and put a structure in place that is more oriented to teamwork. We also put a human resource project in place, which was carried out over the course of three months and vamped up the personnel again to an acceptable level by international benchmarks. At the same time, we were taking a close look at the billing environment but also the network itself. And we will shortly propose what we call an optimization plan to the government. All in all it has been a successful handover period, and the major project that we are undertaking as we speak is the introduction of our brand name, Alfa, and everything that goes with it. Before that, we completed an internal exercise of changing FTML into FDT on the corporate side. This entire project is successful as you can see on top of this building and everywhere.

E: Are your changes in the brand going beyond the level of visibility?

The philosophy of the brand is that of an umbrella brand, Alfa, and everything underneath is also Alfa. It is a transparent and very easy to understand brand. We designed this project in three steps. First, change from Cellis to Alfa. You have seen it on billboards and on television. So, brand awareness was built. The second step is to ensure that this brand awareness stays with people. This involves explaining what Alfa is about, the umbrella brand and presenting the sub-brands. At this point in time, there is no change yet in whatever else. Then we anticipate doing something in the area of services but this is very much a negotiation part with the ministry of telecommunications, the MOT. That is our situation.

E: If we view the mobile sector in the context of communications in Lebanon, where would you position communication in its importance for the Lebanese economy?

Telecommunication in my view is the basis of the economy. If you don’t have the telecommunication infrastructure in place, then you basically cannot develop an economy. I always say you can run a telecommunications network on generators but not vice versa. Telecommunications is number one in many countries; it is a condition SINE QUA NON. If you don’t develop that, you are stuck economically.

E: Lebanese customers are known for their fascination with new and advanced technologies. How does the mobile network rate today by latest tech standards and what can you do to position Alfa at the forefront of technological development?

As I said, we have carried out an investigation of the entire network including the network environment and the billing environment. As network elements have a technical lifetime, the reason for this investigation is to see what network elements have to be replaced in order to continuously provide the service. But this is also an opportunity for us to be close to the MOT in ensuring that we have the latest technology in the GSM area. Using the latest technology in this realm means that most network elements will be able to address both the GSM 900 and 1800 bands. In the moment we don’t use that [1800] band but in order to anticipate the future, we could already make sure that what we purchase has at least dual capacity. The same applies to the billing system. The billing system we have is from the beginning, in my estimation it is nine to ten years old. Now a billing system has a certain lifetime. The capabilities of a billing system in the early 90s are totally different from the capabilities of a new billing system. Such systems are tailor-made to the environment and one thing that we especially would like to look at is can this billing system cater to new services that we would like to propose.

E: Such as?

Expansion of GPRS data services, especially.

E: In the past, data services did not seem to generate much turnover here. How important could data services be in Lebanon?

In the mobile industry, price elasticity is extremely important. In the moment that you are giving something for free, the uptake is of course enormous. But that is for many reasons not doable. In our situation, we have the management contract with the MOT and we propose to them what we can do. But what we propose will also mean that we have to implement it in a network. It doesn’t come automatically. The moment that you are propositioning data services for a wider public, the immediate effect is that you have to look at your network. But in doing the optimization plan, we take this into account.

E: Is there a specific element of local flair that you find in the corporate culture of Lebanon that is different from any other country you worked in?

If I look at the culture in the company, I am very pleased. These are highly educated people, hard working. We have run this company without any incident with initially less than 50% of personnel. That is all very positive.

I always say a person has a character, a company has a character and a country has a character. Of course, this company has a character and I think it has changed because we put a new administration in place and hired new people. What will still take some time is to put those cultures together but that is logical.

E: How important is your role at the top in this process of changing this corporate culture. Are you going through all departments to give the impulses?

Yes, I think there is a role and a personal touch of what a CEO should do to see that there is transparency and a communications code. We have a couple of tools that I use. For example, at the end of each month I write an email to everyone on what we achieved and what we are going to do next month. We have also already twice done information meetings talking about what I expect and what we will be doing, etc. Then there is a breakfast every Friday morning and the departments are invited to have breakfast with me. We have done an introduction course for everyone, including old, new, and they go for two days and see parts of the company.

E: How could communications in Lebanon be improved for the benefit of the local economy and towards playing a role in the region?

Vis-à-vis the region is difficult for me to judge because after half a year here I don’t know all the regional operations yet. If I look at Lebanon, the first thing that we need is the telecommunications regulatory office. Of course it is the ministry of telecommunications that sets the telecommunications policy and strategy and then there is the regulatory authority that executes those. It would be very helpful to have that and I think the minister is looking into how to do it. The other thing is that by proposing to the MOT certain plans, we will make sure that the technology level is adequate, because telecommunications is constant renewal, new technologies, and investments, investments, investments. And we are proposing those plans.

E: Do you have a formula by which x investment in telco translates into x added opportunity in the economy?

No. That depends on a lot of parameters. If you can tune all those parameters then you can run a business model. What is a fact is that when you start a new mobile operation – and we are not starting, we are taking over a ten years operation –the spin-off in surrounding jobs, the suppliers, the service companies, can be eight times the number of employees in the company itself. The spin-off of investing in telecommunications is rather big. It is a stone in the water and it spreads.

E: Have you seen any country where telecommunications was the number one source of revenue for the state?

To a certain extent, yes, but for a limited period of time.

E: Is there anything in particular that you expect to happen for 2005, except for the launch of the regulatory office that all are waiting for?

That’s one thing and the other thing is if the ministry will introduce new packages and new services etc, part of that will be initiated in a communications event. It is their prerogative so I am not saying that we can make any promise but for sure we have enough in-house knowledge to have a very useful communication with the ministry about it.

E: What is the secret that you bring in as a CEO and person to make everything better at Alfa?

The reason that I have been working at this level for a long time has something to do with first of all my understanding of the industry. I have been in this industry in many countries under many circumstances, so my experience is by definition very large. The other thing hopefully is that as a person, I think I am pretty informal and accessible for people. That of course needs to be confirmed by other people. But in my experience, this is helpful and I like very much to work with young educated people who have an ambition. That is one of my drivers.

E: Knowing that despite their many contributions to the success of Lebanese companies, women are still rare in executive decision-making levels in the corporate environment, can you offer some advice for women aiming for the top?

I think it is a matter of experience and what you can contribute in value added. If you have the experience and the value added, then it would be very strange if people didn’t listen to you, no matter what gender. Going into a contest of ‘I am a man; I am a woman’ is not the point. The point is if you are professional at your job. People have to believe in their capabilities and do that. That is no different also for men. A specific advice on how women can grow to the top? It’s hard work. That’s it, and you have to have luck as well sometimes. You have to believe in yourself and if women are not believing in themselves, that is detrimental. It is also not helpful if your surroundings are telling you that you have to prove yourself.

January 1, 2005 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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