Why did the original LibanPost fold at the end of 2001?

The investors were upset at the slowness with which the agreement signed with the ministry of telecommunications was being implemented.

What was the state of the company when you took over?

There wasn’t a clear sense of direction. There wasn’t a clear vision.

What have you done since then?

We have improved quality, separated customer service and sales from distribution, renovated post offices and introduced a wide array of retail products – prepaid phone and internet cards, fuel coupons, newspapers magazines and maps, screensavers, stamps. We have also introduced a number of services, to make people’s lives easier. These include fax and photocopy facilities, as well as passport and residency renewal, military service postponement, and university degree certification services. We are trying to make LibanPost a serious intermediary between citizens and the various government departments, while making money along the way – because we are not a charity. We are a ‘front office’ for the government. Finally, we have invested in our 600 employees and in technology. We have invested about $1 million in computerizing the post offices. And recently, I received a telephone call from Fadi Abboud, head of the Lebanese Industrialists’ Association, asking me what we can do for Lebanon’s industrialists.

How serious are you about quality?

We are very serious about it. We have quality controllers who do nothing else all day long but ensure that the mail is delivered on time and that we don’t have issues with customers. We have a 24-hour National Control Center and a daily 9:30am meeting, during which we deal with any ‘incidents’ over the previous 24 hours. Any necessary amendments are made. We don’t hesitate to take drastic measures against our employees, if necessary.

What are your future plans?

In the near future we will be offering over-the-counter insurance products at our post offices – for cars, personal accident, things that are not complicated to sell and do not require medical exams. We just signed an agreement with the ministry of interior relating to the annual roadworthiness check, the renewal of drivers’ licenses, car registration etc. In addition, we plan to introduce two or three other services which should be announced soon. A few days ago, we established a new department within the company. It is responsible for printing, folding, and inserting into envelopes any publications. These are then immediately distributed. It is part of our plan to offer ‘complete solutions.’ We have reached an agreement with the ministry of telecommunications and the telephone company Ogero, under which we will print and distribute telephone bills. We hope this will prompt other utility companies and financial institutions, including insurance companies, to follow suit.

How much has LibanPost invested in these initiatives?

The printing and distribution initiative alone is worth $1 million. Along with the $1 million for the computerization initiative, that already makes $2 million in a year. That is significant. And it doesn’t include other things like digital map systems, which we are going to invest in. That is another couple of hundred thousand dollars.

What problems do you face?

Firstly, is very difficult to operate in a country that doesn’t have a proper addressing system. Secondly, many buildings do not have separate mailboxes for separate tenants. For LibanPost, this is catastrophic. The time wasted because of this is phenomenal. Mailmen have to knock on doors to deliver letters. Sometimes, it takes them 45 minutes to complete delivery to one building alone. Thirdly, not everyone knows of our services, and even if they do, they have to be induced to try them. We have an issue with the way we are communicating with the public and are in the process of addressing it.We can do better. We are finalizing a marketing and media program worth 2.5% of our projected turnover this year. I would like our media costs to one day reach 3%.

What is your projected turnover?

That’s not public information – several million dollars.

What were revenues for 2003?

They were 15% higher than for 2002, and revenues for 2002 were 12% higher than for 2001. And 2004 is planned to be 16% higher than 2003.

How about profits?

Our plan was to break even in 2004. We almost did that in 2003, so we’re slightly ahead of schedule. We now envisage a profit for 2004 – about 2.5% of revenues.

What influence does the government have?

All pricing is controlled by the government. We have some concerns about this. I understand that given the current economic environment the government wants to keep mail prices as low as possible. But from a private business perspective we don’t share those concerns. Also, LibanPost was supposed to be working in a monopolistic environment. Unfortunately, there are local Lebanese courier companies operating without licenses. They are competing with LibanPost in the profitable areas. It’s unfair.

Is there any theft of the contents of parcels opened by the authorities?

None at all.

Chateau Ksara

Chateau Ksara, Lebanon’s biggest and oldest winery (it has been making wine in the Bekaa since 1857) boasts a 35% market share, producing nearly two million bottles each year with revenues of around $6.5 million.

Managing director, Charles Ghostine has just returned from Pro Wein, the premiere German wine fair held every year in Düsseldorf. Ksara is an energetic exhibitor on the international stage, regularly attending the major wine fairs in London, Bordeaux, and Verona as well as Düsseldorf. “We need to be there. If we don’t show up it might send the wrong message to the market,” said Ghostine. “We don’t go expecting to take big orders. We go show our face,” he explained.

Much has been said lately about the potential of Lebanese wine: that it can compete with the very best of the New World producers and that it should position itself as a boutique product. While other producers may be tempted to hit the volume market, Ksara will not skimp on the final product. The winery harvests nearly 2000 tons of grapes from its 300 hectares, an average of nearly seven tons of grapes per hectare (Chateau Ksara, the winery’s flagship wine, is made from the oldest vines, which yield just five tons per hectare). “Some wine regions will obtain yields of as much as 14 tons per hectare,” said Ghostine. “We will not do this.” Although Lebanon’s wine sector has enjoyed significant growth in recent years, until the mid-90s it was a market dominated by a triumvirate of Chateaux Musar, Ksara and Kefraya. Since then, old names – Nakad and Tourelles – are mounting a comeback, while a handful of newcomers, notably Massaya, Wardy, and Clos St Thomas, have made their presence felt with exciting and affordable new wines in eye catching bottles. This increased supply and variety coincided nicely with a change in tastes. The Lebanese have been drinking more wine and local consumption is increasing by around 10% each year. For the record, the Lebanese consumed three million bottles in 2003. Of that number, roughly 1.2 million were imported – 89% from France. This mini-revolution forced Ksara to defend its position in the local market. “The challenge for us was to maintain our market share,” said Ghostine. “In the early 90s, we were producing 1.2 million bottles now we are hitting 1.8 million.”

Brand loyalty among local drinkers has Ksara in good stead and, despite increased competition, it has been able to meet the increased demand and can claim a 35% market share. With Kefraya not far behind in second place, many new labels have been forced to penetrate overseas markets. Much of this success lies in the performance of one wine: the Reserve de Couvent, Ksara’s mid-priced red, which is still a massive performer among local drinkers. “In the restaurants, the Reserve is king,” said Ghostine. “It offers the best quality to price ratio. It is the backbone of the company and we are pushing it very hard both here and abroad, where we send 60% of the 530,000 bottles of Reserve we make each year.”

Ksara exports 49% of its wine, mainly to France, which takes around 250,000 bottles. (Lebanon exported 1.8 million bottles in 2003, roughly 30% of total production). In 2003, Ksara appointed Hallgarten, the specialist fine wine company, to be its UK agent and Verbruggen to distribute in Belgium.

Finally, the company has invested $200,000 to enhance its hospitality profile at its Bekaa winery. Ghostine explained that, despite being one of the early advocates of a structured wine tourism program, the Ksara board made a decision not to go for a full-out F&B operation like those at Massaya and Kefraya. “We receive around 40,000 guests a year, who visit our famous caves and tour the winery,” he explained. “Now we will be offering cheeses and other snacks with our wines, but we are first and foremost wine makers.”
 

K-Sun

Fruit juice and fresh-cut produce manufacturer K-Sun is an example of a firm that has restructured production and creation of new market segments. But even with adherence to innovative practices in agro-industry, the company is expecting real profitability out of its $2 million factory only from exports. “The Lebanese market is not big enough for such investments,” said general manager Mazen Kassem. “We couldn’t recoup our investments from the Lebanese market, and never thought we would.” The export revenue should begin to flow this year, as K-Sun recently reached an agreement to deliver packaged fruit juice to France beginning this month. K-Sun first brought their fresh juice to market in late 1996, seeking to dominate the domestic market’s premium segment with 65 juices and a mix of varieties. Turnover of the product line in its first month was precisely $83. A first challenge was changing consumer habits, as people in Lebanon thought fresh juice was something they squeezed at home. “It took time to educate consumers,” said Kassem. The project took off as a sideline of a larger business growing fruits and vegetables, which the Kassem family had been running for some 50 years. When they decided to launch K-Sun, the initial business plan entailed a nationwide retail network of 18 shops in a vertically integrated operation from grower to home consumer. A central aim was to eliminate middlemen from their trade in fruits and vegetables. The value-added products, juice and fresh-cuts, emerged as an afterthought. In terms of product lines, market realities led K-Sun onto a different path of making most their revenue from juices –mostly orange juice and lemonade – and supplying first and foremost hospitality enterprises. At more than $1 million annually, fresh juice accounts for 50% to 55% of K-Sun turnover, according to Kassem, and the firm is the leading supplier to restaurants, hotels and delivery food specialists. A company-owned store in Hamra is the base for K-Sun’s distribution network, which relies on a modest fleet of one truck and several delivery vehicles.

The evolution of K-Sun was not simple, mostly because of shrinking purchase power and growing competition. Some competitors introduced pasteurized juices roughly at the same time as K-Sun, which also had to contend with the increasing domestic manufacture of reconstituted juices as well as juice drinks and watery nectars. One (now defunct) competing product used K-Sun look-alike bottles and although they were trademark protected, seeking legal recourse would have been lengthy and costly. Additional hurdles included inflexible customs practices and nitpicking officials, not to mention the absence of government support. Despite the obstacles, K-Sun in 2001 obtained a new factory and a high-tech machine that allows non-thermal processing of fruit juices at a capacity of 15,000 liters per day. This equipment treats foodstuffs with ultra-high pressure, which is proven to eliminate pathogens and foliage organisms without the side effects of pasteurization. As a result, K-Sun juices increased their guaranteed shelf life from five to 21 days. The company also expanded into the manufacture of fresh-cut foods, marketing popular salads and vegetables in ready-to-eat portions.

Although K-Sun built their factory to European standards and with exports in mind, Kassem said entering Europe “hasn’t been easy.” The firm encountered difficulties ranging from acquiring a distributor to finding transportation. No air carrier offers refrigerated flights from Beirut to Paris, for instance, so K-Sun took to routing their first deliveries to France through Luxembourg. With a foot in the French market, K-Sun hopes for profitable times. At 80,000 liters per month, the target for the first year agreement means a tripling of current production, Kassem said. The company aims to reach further European countries, such as the United Kingdom and Germany. K-Sun is also in the process of implementing distribution of its juices to the Gulf, and the company eyes growth of its fresh-cut lines in the domestic market (including manufacture for private labels) and in exports to regional markets, such as Cyprus and Jordan.

Dairiday

Mohamad Gandour, president of Gandour’s The Dairy, established his company in the mid-nineties when he decided to revive an ancestral farm and make it the cornerstone of a dairy enterprise. He began in 1996 by transforming the farm into a dairy operation and acquiring over 200 high-yield Holstein milk cows. In 1997, Gandour established a modern, two-block long, dairy factory in the industrial area of Kfarchima. Networks for milk collection from the corporate farm and independent subcontractors, and distribution of fresh milk and cheese products were set up. By May 1998, Gandour dairy products – fresh milk, cheeses, and fermented products – poured into the market under the brand name Dairiday.

The company allocated $600,000 over the first two years to develop the Dairiday brand identity. All in all, investments amounted to over $7 million, which the company could finance to less than one third with a government-subsidized loan. The remainder was sourced from private equity and high-interest commercial loans, Gandour told EXECUTIVE.

Since its debut, the Dairiday brand has been fighting battles brought on by recession and insufficient regulations. In the milk market, consumer habits, lack of knowledge and above all, price barriers have kept the share of fresh milk down. “I thought that every family of four would consume at least one liter of milk per day,” Gandour said, “and perhaps they do, but it is powdered milk.” The powdered competition retails at a third to a quarter of the price of fresh milk. With all their production capacities, The Dairy’s fresh milk has thus been forced to compete for a sliver of the market “that is 5% to 8% of total consumption in liquid milk in Lebanon.” In cheeses and fermented products, the company has to hold their ground against unlicensed operators who, said Gandour, have “no overheads, no distribution costs, and no marketing costs.” From 1998, he was involved in persistent appeals to the ministry of economy and trade and its consumer protection unit, to oblige Lebanese producers of LABAN, LABNEH, cheeses and related goods to comply with standards on packaging and food safety. “Nothing has been done,” said the entrepreneur. The problem of unsanitary conditions in predominantly unlicensed bulk production of fermented dairy goods was brought to public attention last year by agricultural minister Ali Hassan Khalil. Instead of helping, the official outrage only pushed Dairiday sales down by 13% to 14% over two months, which forced The Dairy to run TV advertisements, reassuring their customers that their product is trustworthy. In spite of the verbal commotion, the unlicensed operators are populating the market as they did before, maintained Gandour, and enforcement of regulations never happened. The problems, which Gandour shares with his licensed competitors, have one common denominator: consumer education. Campaigns promoting the health benefits of fresh milk and the importance of food quality and food safety are amiss in Lebanon. If licensed milk producers would collaborate in their efforts, they could stage such campaigns to increase awareness. Another option would be public sector participation in such campaigns. However, Gandour is more optimistic about the possibility of achieving the former. Without strong prospects for short-term improvements, The Dairy has turned to a marketing partnership with the region’s largest dairy manufacturer, Saudi-based Almarai. Under their agreement, the Lebanese company has added Almarai UHT milk to its portfolio and will also begin distributing Almarai cheeses. In the longer term, The Dairy aims to also partner in production terms with the Saudi company, for local distribution under their brand.

With an upswing in sales, the struggling dairy company could be amortized within two to three years. But for now, Gandour is looking for viable markets outside Lebanon, with Syria being the only lucrative option. “We hope that one day, Syrian consumers will have access to Lebanese milk.”

Shuman

Horrific stories that often come out about Lebanon’s slaughterhouses do not usually give the meat and poultry industry in Lebanon a good name. Producers often have to work doubly hard convincing consumers their animals are fed healthy food and not just dried up carcasses. So far, three poultry companies have managed to carve their brands in the consumer consciousness: Hawa chicken, Tanmia and Shuman. Forty-nine-year-old Shuman chicken is no newcomer to the poultry market, which has flourished the past decade after the government slapped a near-ban on fresh poultry imports in the mid-1990s to protect the industry. “Poultry prices have been dropping ever since the government imposed the ban,” said Nabil Shuman, who has taken over the business of selling chicken from his deceased father. “This is a perfect study of how a government can protect an industry, that later develops, experiences a price decline and attracts investments.”

Today, Lebanon slaughters about 60 million chickens per year, the bulk of these are raised on farms owned by the three biggest chicken companies. “In the 1950’s, we were producing 20 chickens a day, now we are producing 5,000,” said Shuman. “Back then, there was only one supermarket and only one restaurant was buying packaged fresh chicken.”

Shuman also credits his company with pioneering the packaging of chickens. “We were the first company to process ready-to-cook chicken breasts. In 1995, we were the first to manufacture chicken nuggets and breaded products in Lebanon.”

In order to remain an effective player in the market, Shuman explained their use of a vertical integration strategy. “We control everything from A to Z: we own our farms and slaughterhouses, breed our own chickens, have our own distribution networks and own processing plants for chicken nuggets. This allows us to control quality of the end-product.”

For this reason, Shuman chickens are pricier than their rivals and quite less spread. But the company has been able to compete in the market following the entry of other big companies by maintaining its own niche. “We only have 5% of the $130 million poultry market in Lebanon,” said Shuman. “But we have 75% of the branded chicken in self-service sections in supermarkets.”

Unlike Tanmia and Hawa chicken, Shuman’s operations are not widespread. Tanmia’s processed products and Hawa chicken’s outlets dot nearly every main area in Beirut. “We have managed to remain profitable because we chose to take a niche and develop it,” said Shuman. “In normal periods, people may tend to buy any fresh chicken, but when there is a crisis in the poultry industry they head for brands like ours.”

Despite declining chicken prices, Shuman expects his company to sell 1.6 million chickens in 2004, raking in some $5.5 million in revenue, with sales increasing by 20% a year. The company is maintaining a bullish approach to the poultry industry, mostly because of Lebanon’s flourishing supermarket outlets and the sophistication of the Lebanese consumer’s brand consciousness. “The purchasing power is not going to stay like this and it will improve in three to five years. With the development of the supermarkets, consumer habits will change.”

For now, Shuman chicken will try to reach its sales goals by importing technology, which is needed to cut production costs and help raise capacity. “Production costs in Lebanon are high and the only way to cut them down is to continually upgrade our technology,” said Shuman. “The $150 million in investments that were spent over the past decade in this sector have mainly gone into lowering costs.”
 

Lebanon’s agricultural sector has seen better days. Between 1979 and 1981, the labor force of the agricultural sector accounted for 14% of the total labor force, based on the figures of the United Nations’ Food and Agricultural Organization (FAO). This dwindled to 3% by 2001. In 1961, Lebanon’s Gross National Agricultural Production stood at LL300 million ($900 million, $1= three pounds), according to statistics compiled by the Lebanese Center for Agricultural Research and Studies. Four decades later, this figure has hardly budged, settling in 2002 at LL1.5 trillion ($1 billion).

“Up until, 1918, Lebanon used to provide the French city of Lyon, with half of its silk threads,” said Riad Saade, the center’s director. “In 1936, the French region of Roquefort used to import half of the raw cheese processed in the caves (bearing its name) from Lebanon.”

The decline in Lebanon’s agricultural output took place during the civil war, but it has been exacerbated in peacetime. The loss of agricultural land to the haphazard construction boom of the 1990’s, competition in the key export markets in the Arab World and the government’s focus on investments put the agricultural sector on the back burner. There have been half-hearted attempts, by successive governments to rehabilitate the sector but the only visible evidence of government backing are random subsides dished out at various times to farmers.

In 2001, the farmers raised an outcry and some replanted illicit crops to protest government inaction toward their plight, which left them trampling surplus produce on the streets. The government responded by allocating LL50 billion ($33 million) for an export subsidy program dubbed Export Plus, which gave farmers cash for exporting quality goods to markets around the world.

In 2004, the government and parliament is scrambling again to save the agricultural sector by extending new subsidies to apples and partially re-instating subsidies to sugar beet farmers to appease would-be voters in a decisive election year.

“Unfortunately, successive Lebanese governments have looked at the agriculture sector from a social rather than a socio-economic point of view,” said Raphael Debbane, head of the agricultural committee of the Union of Chambers of Commerce and Industry in Lebanon. “Tobacco subsidies are pure social help whereby the government buys the crops and throws it away because it cannot sell them on the world market on account of their poor quality. Now they have renewed sugar subsidies in a non-professional way and the main reason for that is socio-political.”

Against this government backing to the agriculture sector, the private sector is finding it harder to compete in the local and international markets, where subsidies are given to farmers on a different basis. “If the subsidies are stopped in developing countries, farmers will suffer but they will survive,” said Imad Bsat, owner of B-fresh agricultural company. “If Export Plus ends, nobody will enforce standards and the sector will collapse.”

IDAL helps farmers sell their quality goods, but it does not tell them what type of crops to plant or what kind of crops are wanted by consumers in world markets. “Technically, Export Plus is a success but economically it is a big failure,” said Saade. “The problem is not money. Export Plus is only one ring in a chain. Other rings are needed.”

The other rings of the chain start with orienting farmers on what to plant according to market demands and what types of products to export. The next chain consists of extending technology to farmers to improve their crops and introduce new varieties through government backed research and financial credit. The final chain is marketing, which is what IDAL handles now, said Saade.

“Under Export Plus, farmers exported some 350,000 tons in 2003, which is equivalent to the amount of citrus Lebanon used to export in the 1970’s and 1980’s,” said Bsat. His family used to own Safa Citrus, one of the country’s largest fruit exporters that shut down in the 1990’s. “The government is spending millions of dollars on subsidizing crops when it should be using this money to fund research and help farmers develop new varieties,” said Bsat.

Agricultural engineers say Lebanon’s farmers are unable to adapt to the new agricultural modes, which rely extensively on technology and marketing. “It is a vicious cycle,” said Debbane. “Lebanese farmers have to get know-how and expertise from outside, which means importing technology at a cost. But if you don’t have money, consequently you have no money to invest in new varieties.”
 

The odds are stacked against the farmers’ development. Their production costs are significantly higher than their neighboring countries. They once had a monopoly over the Arab markets, but their rising costs and competition from cheaper produce have forced them to lose their edge in their prime markets. Neighboring Arab countries are swamping the Lebanese market with cheap produce while closing their doors to Lebanese produce, which have been hurt by badly negotiated agricultural agreements. Farmers often cite the agreements with Syria, Jordan and Egypt as disastrous and some are even calling for the suspension of Lebanon’s membership to the Greater Arab Free Trade Agreement, which is due to enter into force in 2005.

“All hell is going to break loose once GAFTA is implemented,” said Bsat, who develops his own varieties of fruits and sells them to supermarkets. “We are already facing stiff competition from their produce now and it will only become harder to sell our produce once the markets open further under GAFTA and the World Trade Organization.”

Waddah Fakhri, head of the Southern Farmers’ Association, wants the government to suspend Lebanon’s membership in GAFTA until farmers are ready to compete with goods from the Arab World. “The government has negotiated trade agreements without consulting farmers, who bear higher production costs than neighboring countries and lack the standards needed to export,” said Waddah.

One sector that is set to suffer from the government’s negotiating blunders is the flower industry. Under Lebanon’s Association Agreement with the European Union, tariffs on flowers were fixed at 30% and are set to go down further once Lebanon’s five-year grace period for lowering tariffs on European imports is over. The whole problem started when the government in 2000 slashed tariffs on flowers from 105% to 30% while it was negotiating with the EU. Following lobbying by Lebanon’s flower growers, the government agreed to raise it again to 70%, but it was too late; the Europeans had agreed on 30% and were sticking to it.

“Our sector suffers from government apathy and inconsistent policies toward the agriculture sector,” said Rania Younes, the owner of several nurseries in Lebanon. “Lebanon has human resources and the know-how to compete. We do not need mass agricultural areas to export. We can plant specialized products from small pieces of land.”

Besides the European Agreement, Lebanon’s flower sector is already suffering from a special agreement with Saudi Arabia, which is exporting flowers to Lebanon at minimal tariffs, she added. With only a few good trade agreements, Lebanese farmers require marketing cash to venture into new markets. Outside Export Plus, there is hardly any cash for marketing. “With a 0.4% budget out of the total government budget there is not much we can do,” said Louis Lahoud, director general at the agricultural ministry. “But we are working on a development plan for the agricultural sector to which the government has allocated LL5 billion ($3.3 million).”

Agriculturists agree that the government should start to control the sector by regulating standards and resolving the pricing anarchy in the domestic market that drove agriculturalists to seek price stability of supermarkets, despite stiff competition. “If we are able to regulate standards and prices in the domestic market, it would be much easier to do the same for our exports,” said Bsat.

Agriculturalists also want the ministry of agriculture to direct farmers to plant crops that could be used by the industrial sector. “A potentially successful road for developing the Lebanese agriculture sector is agro-industry,” said Debbane. “The government can develop Export Plus into a scheme inclusive of the agro-industry and a scheme for renewing orchards to introduce new varieties.”

According to Debbane, donors, who have pooled millions of dollars into agricultural projects that were doomed for failure due to political intervention or government inaction, need to divert the funds to the private sector. “Donors helping Lebanon develop its agriculture sector should pass this money to the private sector because the institutions of the Lebanese government have proved to be inefficient.”

THE ISRAELI EXAMPLE

Farmers and agricultural engineers point to the example of Israel, a country whose agricultural space and climate is similar but less diverse than Lebanon, but whose export potential has been propelled by staunch government backing. Similar to Lebanon, Israel’s agricultural land was being eaten away by a construction boom, declining number of farmers and a strain on its limited water resources, which had to be used to irrigate extensive desert land that Lebanon does not have. That did not stop the Israeli government from forging ahead in the 1990’s with an aggressive marketing campaign and research.

“When Israeli farmers wanted to introduce a new variety of grapes into England, the government spent $1 to $2 million on the marketing campaign,” said agricultural engineer Imad Bsat. Israel in the 1960’s was primarily known for the famous Jaffa oranges, but in the 1990’s its agricultural landscape changed. Instead of planting just citrus products, the Israeli government heavily invested into research, prodding its traditional farmers in the kibbutzes to adopt new agricultural products.

Currently, Israel’s exports around $200 million a year in flowers – a third of its fresh agricultural exports – an amount equivalent to Lebanon’s annual agro-industrial exports. “Each day an El Al plane leaves Tel Aviv and lands in Holland, the world’s flower market, carrying fresh flowers,” said economist Riad Saade. “Flowers are an example of a high-value added industry that can be easily developed in Lebanon.”

Lebanon’s flower exports in 2003 were around $300,000, based on customs figures. According to the Israeli government, it provides nearly 40% of Europe’s off-season fruit and vegetable market, and ranks second only to Holland in European flower sales. Israel’s fresh and processed agricultural exports stood at $1 billion in 2002. Nearly 60% of its exports were fresh produce, mainly headed to Europe, based on the figures of the Israeli ministry of agriculture. Israel does not only export agricultural produce, its also exports around $1 billion in agricultural technology each year.

The latest mall to emerge on the Beirut scene is V5, to be constructed in Verdun and completed in early 2007. The joint venture between United Real Estate Company of Kuwait and Horizon Development Company of Lebanon will cost about $180 million and consist of a total built-up area (BUA) of approximately 148,000 m2 on an 18,000m2 plot of land. As well as an international department store, retail outlets, and a supermarket, other features will include various eateries, a cinema complex, a parking lot for 2,000 cars and furnished apartments with an estimated BUA of 7,600 m2. Future hopes for the center are already optimistic: total retail sales are expected to reach around $200 million by 2010. EXECUTIVE spoke to Afeef Makkawi, Horizon