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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

Insurance Voices – Taking the pulse

by Executive Staff January 1, 2005
written by Executive Staff

Walid Genadry: Head of the ministry of economy & trade’s Insurance Control Commission (ICC)

E: The supervision of sector companies and implementation of a fair regulatory framework are crucial for the sector and for your mandate as head of the ICC. What are your expectations as far as further improving sector compliance with supervisory requirements in 2005 is concerned? What will be the main focus of ICC activities in the coming year? Do you have hopes that the new insurance draft law can be adopted within the next 12 months?

We must consolidate the process begun two-and-a-half years ago including the introduction of new supervisory forms that will increase the transparency of reporting. These will have to be enforced seriously this year. We must also work on the enforcement of the new reserves and corresponding investment approaches. We have to continue growing in numbers and developing our competence. We are about to conclude an agreement with the Spanish authorities on a roughly two-year ‘twinning’ process, within the framework of the EU-Lebanon agreement. We are also being helped by the French supervisory authority and a contract with the World Bank for issues related to on-site inspection. We will also continue to have support from the auditors Price Waterhouse Coopers and Ernst &Young, because we will need for a while external support to get results. Among the fronts we will continue working on together is the improvement of the new project law. Some people are worried a new law may cause the closure of many companies. This is not the objective of a law that aims at improving the sector’s financial health, market conduct and credibility. There are also favorable opinions, both local and foreign. In fact the law will put us up to international supervision standards. As to when it will be passed, it is difficult to speculate. All one can say is that work is continuing on it.

Fadi Chammas: General manager at Arabia Insurance

E: The life insurance market in Lebanon has seen good percentage growth but has yet to evolve to become more significant in both social and economic terms. Where do you see the life business going in 2005, what are the most promising product types and distribution channels? Do you believe that the industry will be able to make a concerted effort towards increasing the population’s general awareness of life insurance needs?

The life insurance market in Lebanon has seen good percentage growth but has yet to evolve, to become more significant in both social and economic terms. Arabia’s sales – in terms of total life insurance production growth – grew by 51% in 2001, compared to 2000. In 2002, they grew by 25%, in 2003 by 38.3% and in 2004 by 12.3%.

The most promising life insurance product types are: 1) educational plans that allow policyholders to secure the education of their children through periodical contributions, without having to worry about unexpected hazards; 2) unit-linked saving plans that allow policyholders to guarantee a retirement fund by contributing to renowned international funds, while securing their dependents through a variety of insurance coverage schemes; 3) term insurance (the most common), which provides a fixed death cover for a chosen period of time.

The most promising distribution channels are banks and consultants. Banks offer the greatest distribution potential for readymade products since people trust their banks and the services they offer. Consultants constitute the best distribution channel for custom-made products tailored to suit individual needs. They play the role of advisors.

Consultants are constantly trying to increase general awareness by explaining to prospective clients the positive social impact it will have on their lives. Governments also have a big role to play in improving the general perception of life insurance products by, for example, reducing tax on income used to settle life insurance premiums; joining forces with insurance companies to bolster public awareness; and drawing up more flexible laws that encourage insurance companies to give higher returns on life insurance-related investments.

Elie Ziadeh: President of the Lebanese Insurance Brokers’ Syndicate (LIBS)

E: Many experts see insurance sector consolidation as a necessity and a process that has a long way to go before it is completed. How much importance do you attribute to consolidation activities for 2005, a) among insurance companies and b) for brokerage firms? What factors could drive mergers and what incentives would help the private sector in increasing the speed of consolidation?

International insurance industry developments over the last few years have led players, including those in Lebanon, to refocus on basics. I don’t, therefore, really see a need for brokers and insurers to acquire or merge. We can stick to core business and use the existing business model to win new clients. This is how we can be successful in the long term. But there is a serious risk for small brokers because they won’t be able to compete if they don’t upgrade their technical knowledge and software etc. In such circumstances, insurance brokers need to consolidate because a broker needs a minimum income to be competitive. The market and the customers are demanding and the broker needs a certain size that allows him to maintain and expand by investing in training, technology, and market awareness. For insurance companies, I hope the consolidation and re-capitalization of the last few years will continue. Re-capitalization will allow insurers to concentrate on the core business of underwriting risk and paying claims. This will help a portion of the insurance companies to avoid acting as hidden brokers, which can be detrimental to the insured.

The fundamentals of the insurance industry are now being reinforced. Consumers are much more aware of the risks than they were before. There is a need for brokers to take a real in-depth look at finding a scientific scenario for two brokers to merge, the fundamentals of which could be confidence, global vision, and long-term thinking. The government and regulator could help by examining the capitalization requirements for two brokers to merge, what money they might need and how their re-capitalization might be supported.

Rizk Khoury: President & CEO Cumberland Insurance

E: Medical cover and hospitalization insurance is a leading activity for the Lebanese insurance industry. Do you consider the health insurance market mature in terms of the achievement of sufficient profitability, professionalism and transparency? Where do you see the greatest potential for the development of new products and other ways of expanding the market?

Medical insurance in Lebanon constitutes approximately 60% of the premium income of the whole sector. This segment of the insurance market is dominated by a few insurance companies that have established their know-how and experience in this relatively new line of business over the past 15 years. The Lebanese medical insurance market is very developed in comparison to other countries in the Middle East and even North Africa, in terms of product design, claims management, administration of managed health care schemes, and information technology. Insurance companies that administer programs efficiently achieve profitability. However, with the rising cost of healthcare around the world and the underlying economic problems Lebanon faces our margins have been squeezed. In terms of transparency and professionalism, the companies that control the market understand that unless they deal professionally with clients, health care providers and the general public they will be cast out and lose their market share.

Capitalizing on the successes achieved in the Lebanese market, focused companies can expand the local market and leap into new markets. The consumer in Lebanon realizes that medical insurance is a necessity and is willing to buy it but purchasing power varies. People are looking for the cover their money can buy. So flexibility in product design is very important if those consumers who want to buy private medical insurance but ‘think’ they can’t afford it are to be reached. The Gulf medical insurance market is growing at an unbelievable rate. It is only natural for leading Lebanese insurance companies to capitalize on their know-how, experience, and IT systems and expand into such markets.

January 1, 2005 0 comments
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Economics & Policy

Q&A: Jacques Sarraf

by Executive Staff January 1, 2005
written by Executive Staff

E: The Malia Group reached a milestone with 50 years of industrial production of cosmetics. Where were the challenges you encountered in building an enterprise in the Lebanese environment?

Within 50 years, we have undergone three different ages as a group: from 1950 until 1975, from 1975 until 1990, from 1990 until 2004. Each phase had a different mission. The most difficult period was between 1975 and 1990, the 15 years of war. Despite that, it was the most successful as we turned a negative situation positive and the mission of surviving during the war into a mission of not only enduring but diversifying our business and investing. From 1972 until 1985, we moved from two companies in one sector, health and beauty, to what is today a multi-sector business of 12 companies.

E: Was this then the decisive period in the evolution of the enterprise?

It was high risk but we said at the time, high risk is high profit. Let’s export. And this became our culture of always going to countries where high risks exist and where others are afraid to go. This allowed us to support ourselves, knowing that we have the expertise and the flexibility. In our thinking, we have the expertise to manage the effects of September 11.

E: What do you mean by ‘managing September 11’?

Until I saw it myself on television, I didn’t believe what I had been told. But since that moment, my philosophy is to believe that September 11 can happen every day. What are the contingency plans? What is the security that we have? We used to say, ‘think that an accident could happen.’ Today we think, ‘it is going to happen, so what are the contingency plans?’ What are the plans, in case one of us will be kidnapped in Iraq? And we act based on this. It’s normal to have difficulties. Otherwise we are not performing. This is strength.

E: Does this corporate philosophy explain why you are so active in Iraq?

I mentioned Iraq because today, Iraq is high risk. I like Libya too. I like Sudan. I remember how I said in 1992, ‘let’s send a delegation to Sudan.’ People sitting with me were saying, ‘Mr. Sarraf, let’s go to a country where we will have opportunities.’ I said, what I believe personally is that in such countries there are opportunities because we will be alone. Can I compete in France, or in the United States, or in China? There is a lot of opportunity there, but do I have the size to exist? Can we survive? The story of success of any Lebanese is the opportunity that others overlooked. Lebanon is a beautiful hub, but a hub to live in and do business out of.

E: But isn’t industry here facing exceptional obstacles?

Not within our sector. Some of the industrial sectors have problems, but not all the sectors. Yes, we have some constraints but our cost is not based on electricity, and our cost is not based on labor. Basically, if I compare our pharmaceutical industry to the European or international industry, we can be cheaper by 35%.

E: Would that apply to other industries as well?

No, because you have to select the sectors where you don’t have the cost problems. In labor and energy costs, Lebanon is very expensive compared to others. But within our industry, research and development is a main task, and we have the capacity. In the country’s pharmaceutical industry, the salaries we pay pharmacists are six times higher than what we pay in Syria or Iraq; but when we compare that to Europe, we are 100% cheaper.

E: How do you translate that into a manufacturing advantage?

With brand equity. ‘Made in Lebanon’ has strength within the region. It’s one of the most select tags, along the same lines as that of Saudi Arabia today. It cannot be compared to other Arab places. The know-how we have is the strength of our human resources, marketing, and our creativity.

E: You seem to be one of the few local entrepreneurs who see research and development as a priority. How big is your research capacity?

Today, we are extending our lab. We used to have a 300m2 of lab space. Now we are going to expand to 750m2 just to have the capability to do more research and development.

E: How much in percentage of your annual turnover do you allocate to R&D?

Frankly speaking, when we feel that it is needed, we invest. If we have to calculate as a first step, we cannot survive. Our budget has no limit for such things. We don’t allocate; it’s always over budget anyway.

E: When you market your own pharmaceutical products, how do you ensure their safety and their compliance with international standards? Do you export medical products?

Lebanon has a 2000 law and we are applying it. We are exporting to Syria, Iraq, Jordan, and we are in Sudan, in Russia, everywhere. We don’t have any problems. We are fulfilling all the requirements for exports within the health and medication service. Otherwise, the health ministry will not give you a document to release your exports.

E: How do you fulfill the requirements for clinical testing of medical products? Does the Lebanese law regulate this?

We are doing it by our own standards. We do our own bio equivalence with Lebanese university hospitals. We are not obliged by Lebanese law, but by what we call self-control. The government doesn’t give us any support with this, and we are not asking for their support because we believe this is a private business and we are surviving by ourselves.

E: Is it correct that you recently have taken steps to diversify your activities?

Before 1995, we used to distribute food products, chocolate, biscuits and a lot of other businesses. In 1995, we said let’s be dedicated only to health and beauty. It took us five years, and we were implementing all our plans to be strong in health and beauty, through the pharmaceuticals and through the cosmetics. But in 2000/2001, we faced the problem of new diversification, asking how we shall expand our business. [Since then] we have been diversifying from cosmetics and pharmaceuticals to the cigarette business, to SIM cards, prepaid cards, to the clothes and retail business, because we feel that as a group we have the strength to do it.

E: So you were first deciding to concentrate on health and beauty and then reversing that path in a shift to new diversification?

You said a shift; I said a new vision. In 2000-2005, our vision has changed completely. Today our vision is consolidation. Now we have diversified, let’s consolidate.

E: Is that a model that other Lebanese industries, whether groups or single players, could follow?

I prefer to talk only about the Malia Group. Not the others. This is their choice. I cannot Xerox myself. It’s a culture and a history. The vision that I can give you is one of preparing ourselves for the next five years. Today, we have a direct presence in Lebanon, Syria, and Iraq. We want to explore our opportunities around the world. For this reason, we have invested in a new plant for cosmetics and we are investing in a new plant for pharmaceuticals. Development is needed. I have to run our business like the multinationals, with the hope that in the year 2010, we will be a small multinational.

E: And you are working to export your cosmetics lines to Europe?

Yes, we are exporting to Russia, to Cyprus, to Greece, and we are now developing our export team to go further into Europe. We are working contracts in Belgium and we are in discussions with Brussels and with Paris.

E: Is your competitive advantage now so strong that you can go into these markets?

Yes, we can be competitive with the norms and standards to which we are producing. Secondly, we are more advantaged than the Europeans and thirdly don’t forget about what is happening with the euro today. We are dollarized and that means we can be really competitive with the euro. It is a strong export advantage. For this reason, a lot of multinationals are contacting us to contract their products in Lebanon.

E: How many employees do you have today?

400 in the group.

E: Are you satisfied with the average productivity you have achieved?

I have to say yes, although I am not convinced. We can do better.

E: How many shareholders do you have?

Malia Group is a holding but it is not yet on the market. We have a plan for 2007 to go to the market. Today it is purely Lebanese, owned by the Sarraf family. We have companies with whom we have partnerships.

E: How were the last five years in terms of profit?

We made a lot of investments between 2000 and 2004. It wasn’t as profitable as it used to be, because we have been developing a lot and we have to move with this expansion, otherwise we will not to be able to develop the whole group. Profitability wise, the ratio was better before the year 2000.

This year [2004] is one of the most difficult years due to the ratio of the euro. We import 60% to 70% of our products from Europe in euro but all our exports and all our local sales are in dollar. We haven’t been in a position to increase our prices. This fluctuation decreased our profitability compared to last year and the year before.

E: Wasn’t also the oil price going against you in 2004?

Yes, it affected our chemical products a lot. The raw material for our plastics industry has increased a lot and a lot of industries that are complementary to our industry have increased their price due to the high euro. Transportation costs were also affected by this situation. I didn’t mention these points but at the end, we are feeling the results of these effects. Thus, we are not looking today at the profit. We are looking at how to develop and maintain our market position. For this reason, we have set our sights on going public in 2007.

E: In your regional and international corporate future, where would you anticipate revenue streams to originate in five years between Europe, Africa, Middle East, Lebanon?

We would basically be happy if the Middle East would be 50% of our business and 50% would be in other regions. This is to say that we aim for 50% from the Middle East where we today generate 80% of our revenues in the region.

E: In this scenario, at what level would Lebanon figure in the long term?

Our main objective in Lebanon is to just cover our expenses.

January 1, 2005 0 comments
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Society

Visitors to Lebanon, what do they want?

by Thomas Schellen January 1, 2005
written by Thomas Schellen

Lebanon’s inbound tourism in 2004 kept or exceeded virtually every promise and expectation. After ten months of the year, the ministry of tourism could announce that over 1.12 million visitors had arrived in the country, reaffirming mid-year expectations that this would be the best figures in 30 years and a stepping stone towards future growth.

Stakeholders all around the sector confirmed that the year had been memorable. With the exception of a lower than anticipated turnout during EID AL FITR, hotels reported excellent occupancy rates throughout the year. Tour operators spoke of their best year ever; some were up by 50% or more in 2004 business and already received enough advance bookings for 2005 to foresee continuation of the trend. Tour guides said that even until the middle of November, they were flooded with work showing European groups around the standard sites of interest.

The year had started with some doubts about the sustainability of tourism growth: the summer season alone had proven too short to keep the sector afloat, the composition of visitor flows was uneven, and the funds available for the promotion of Lebanon abroad were far too few. Tourism experts reported from London that the country lagged heavily behind other Middle Eastern destinations in both marketing and bookings.

As the year unfolded, however, things quickly looked up. A series of commercials were produced in collaboration with CNN and shown on the ubiquitous news channel. The spring season surprisingly saw a near doubling of arrivals from Europe, and one of the old world’s leading travel companies, Thomas Cook, returned to Beirut after a long absence. Arab tourism was also in full swing, with Aley and Bhamdoun overflowing with visitors, while new resorts opened along the coast. The nation’s tourism officials enthused about reaching a visitor count of four million persons by the year 2010.


With its progress on all tourism fronts, the year 2004 is also an opportune moment to look at the composition of visitor flows and make efforts to understand their habits, preferences and evolving demands. This seems especially appropriate since the promotion of Lebanon in 2004 was still in its infancy and many operators detected only very limited contributions of the new marketing efforts on CNN to the increase in business. As promotion of Lebanon as a “destination” is still in its infancy and must be accepted as a long-term project in order to bring results, analysis and planning become tasks of vastly heightened importance for the national tourism development.

A thought-provoking statistical exercise on Lebanese tourism trends in 2004 is the comparison of total visitor increases to the number of persons who make the journey to the nation’s classic tourism sites. These comprise the 10 sites where entrance fees and access statistics are collected by the ministry of tourism as well as the Jeita Grotto, which is operated under government contract. From January through September 2004, the most highly frequented cultural sites were the ruins at Baalbek and the Beiteddine Palace, followed at some distance by Byblos and the National Museum. Baalbeck and Beiteddine attracted almost 89,000 and 79,000 visitors, respectively; 49,000 explored Byblos and just under 40,000 found their way to the National Museum.

In terms of increases in visitor numbers when compared to the first nine months of 2003, the four sites saw increases in visits of 32% for the Museum, around 60% for Beiteddine and Baalbeck, and more than 130% for Byblos. This notwithstanding, the four leading historic sites combined this year (again) drew in fewer visitors than the Jeita caves, which counted 321,551 admissions in the first three quarters of 2004. While all five sites, and the other attractions managed by the ministry of tourism, including the Saida and Tripoli crusader castles, Tyre, Anjar, Fakra, and Niha are highly deserving of visitor interest, Jeita can safely be regarded as the one site leading in popularity with regional tourists.

Interestingly, the visitor numbers to Jeita increased not only by 33% in the first nine months of 2004 over the same period in 2003, but also showed a whole-year increase of 10.4% from 2002 to 2003. By contrast, nine out of the ten sites under administration by the ministry had recorded drops in visitor numbers from 2002 to 2003, and only the archeological district in Tyre deviated from the trend by recording a small increase. Therefore, Jeita achieved the most consistent growth of all sites over recent years and could increase its appeal to wider audiences despite its relatively substantial entrance fees. This suggests that the private sector management has succeeded in upgrading the marketability of the caves through augmenting their natural magnetism by integrating a cable car and other sidebar attractions into the concept.

The Jeita approach may be worth a consideration under perspectives of enhancing tourism at other locations. The archeological sites in Baalbeck and Byblos have benefited greatly from the addition of museum facilities but those may not have added all that much for making the sites appeal to audiences who aren’t already interested in antiquities. Experts on promotion of equitable development in Lebanon lament that the community of Baalbek participates only in minimal form in the revenue flow created through Baalbek tourism. This is often associated to some degree with the demographics of the local community. However, the lack of strategic concepts for creating synergies between site and immediate surroundings seems to apply to numerous communities with historic treasures, including Beiteddine and Tyre.

Certainly, one will want to avoid turning revered historic treasures into theme park environments – but at the same time, a strategically integrated development of surrounding areas to offer compatible attractions could enhance both the economic value of sites and their ability to rise in the appreciation of visitors. As urban or communal planning is not practically implemented in many municipalities, a tourism infrastructure development approach could also constitute a novel path towards inducing balanced growth.

For the time being, it can only be said that despite the overall increases in visitor arrivals to Lebanon over the past three years, numbers for admissions to several key historic sites in much of 2004 have only returned to levels similar to those recorded in 2001. For sure, when viewed against the pulling power of the world’s big museums and a whole arrear of moderately famous historic sites – some of which have much less to offer in archeological or cultural terms than Lebanese sites – the current flows to any of the country’s core guidebook attractions account per month to no more than what many other locations rate per week or even day. At least this could be a huge advantage temporarily. In emerging from nothing to becoming a destination, Lebanon has the opportunity to portray itself as a country where visitors can visit world class culture sites without waiting in long lines or dealing with large crowds. Such is a rarity.

The image can even mash with another limited-time opportunity that emerged in autumn of 2004 in terms of exploring new trails in tourism that have been hitherto neglected but may soon enough be part of the beaten path (see box). The project of promoting Lebanon to the resident Lebanese as a treasure cove of uncharted domestic attractions in nature, culinary and religious tourism is a major step towards diversifying the sector in the long term. For 30 years, tourism has been the utopia of Lebanon’s economy – a promised state of being able to attract millions of revelers to the country that perceives itself as the pearl of the Mediterranean.

Like all utopias, the hope looked to be out of reach and went unquestioned as long as it was a theory. In 2004, the utopia stepped towards reality. With it, many an economic vision can grow and at the same time, new questions are to be answered. Elementary management knowledge shows that rapid growth is one of the most challenging periods for any enterprise. Tourists of the 21st century have different expectations from their hosts. They have been alerted to social and environmental issues. They look for authentic experiences. They are great consumers of hospitality. As contributors to the global economy, today’s leisure travelers spend more money on their journeys than ever, but in turn they have high demands and are often fickle and even litigious customers. With such high aspirations for the long and sustained growth of its tourism sector, Lebanon and its hospitality stakeholders have a lot to live up to.

Discover Lebanon

A white-topped peak looms in the distance over hills lined with houses, which from a distance look supremely peaceful. The city awakens to its business exercises, with well attired managers dropped off at their place of work. Overhead, a blue sky and to top it all off, a cruise liner slowly glides into the picture from the left. Date: December 4, 2004. It is 8am and we are a small group that is setting out to take a day-trip to the southern Lebanese town of Hasbaya, where we want to discover the region’s ancient religious heritage.

As the bus drives into a catalogue-perfect day, past banana and olive groves, it carries us through a landscape that, in spite of desertification and erosion, has a mythical ring of clarity. Inside, we hear of the source of the river that is the main tributary of the river Jordan that we are going to visit, of the tombs of Biblical prophets, and of a village where people flock to a stone purported to bear the hoof marks of St. Georges’ horse.

Discover Lebanon is the theme of not only this excursion but an entire program. It is a new and growing branch of tourism aiming firstly at giving Lebanese domestic tourists a new taste for the proverbial variety of the country’s charms, exploring them from cedar forests to tobacco plantations. Activities of the program’s 34 excursions include light hiking and moonlight fishing as well as trying one’s hands at olive picking or one’s tongue in wine tasting, but more daring minds can also opt for (carefully supervised) paragliding and speleological adventures. The program was developed by local tour operators in collaboration with US development consultants SRI with the aims of promoting economic growth for rural Lebanon and opening new avenues for tourism in areas that are attractive but have been bypassed by the tours to the traditional attractions. After a positive response from the first phase in autumn 2004, its second stage trip offering was expanded to more than 70 trips in a winter/spring 2005 catalogue.

Tour operators participating in the program found the experience encouraging. “It is positive to have local tours for the Lebanese, because they often don’t really know about Lebanon,” said Tania Amm, inbound tourism manager at operator Wild Discovery. The company decided to increase their participation in the second stage of the project from two to five tours, she said.

“This project enhanced and supported my business,” said Pascal Abdallah, manager of operator Cyclamen, who devised the trip to Hasbaya. Through his participation, he found access to domestic customers and even entered a project partnership with another operator.

Of course, not everything in the new tours goes picture perfect. The weather is not always providing blue skies with winter sun and some trips in 2004 had to be cancelled for falling short of minimum attendance. The tour of Bekaa vineyards, organized by Wild Discovery, showed that the idea of a Lebanese TOUR DE VIN could benefit from better coordination among wine producers in creating presentations that compliment each other. As for Hasbaya, the emphasis was a bit stronger on visiting a mosque, a church and a Druze mausoleum than on learning about the respective religious heritages. But such imperfections account for part of the enticement; they remind you that these tours are not routine yet. BOX II: Resorts

With regards resorts, the year 2004 started with a thunderclap in January when developers As Salam presented their project for transforming the back slopes of Mount Sannine into Sannine Zenith, a resort of in the country previously unheard of proportions. Residential villages, hotels, ski slopes, golf courses and all the trimmings of recreation and relaxation were outlined in the Sannine Zenith brochures.

With the tremendous scope of the project – despite declarations of some downsizing after stirrups over its alleged sellout of one percent of the nation’s territory, the plans aim for inclusion of about 100 million square meters of land – it could be premature to consider Sannine Zenith a done deal. But with the announcement of Sannine Zenith, the perspective of Lebanon resort tourism got widened in a single instant. The mountain resort was such vast a project that it clearly needed to appeal to more than a small clientele of the very wealthy. It showed that for an economically sound future, new Lebanese resorts would have to provide class at affordable cost.

Already in the preceding years, people with resort ideas had elevated the pastime of a relaxing day on the beach to a new level of recreational quality – without making the pleasure contingent on long-term club membership or expensive shareholding. From Oceana to La Voile Bleu, quality beach resorts became synonymous with customer satisfaction. Resorts following this philosophy in 2004 achieved good profits. The evolution pointed also at the potential of good beach resorts to become all-round centers of enjoyment. Expanding their range into nighttime activities was slow for some but others, like Edde Sands, reported that about one third of their customers and their revenue in 2004 came from special events and evenings. Well-designed beach and après-swim resorts have every potential for contributing to the further blooming of domestic and inbound tourism.

January 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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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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