gmr | apr 2011

B a h r a i n 2 . 0 0 d i n a r s | E g y p t 1 8 . 0 0 p o u n d s | J o r d a n 3 . 5 0 0 d i n a r s | K u w a i t 1 . 8 0 0 d i n a r s O m a n 2 . 0 0 r i y a l s | Q a t a r 2 0 . 0 0 r i y a l s | S a u d i A r a b i a 2 0 . 0 0 r i y a l s | U A E 2 0 . 0 0 d i r h a m s

APRIL 2011 - NO 197

SECTOR ANALYSISSECTOR ANALYSIS

A MediaquestCorp Publication

18

Registered in Dubai Media City

ADVERTISINGIS A RADICAL CHANGE OF TONE NEEDED?

NEWS PLUSNEW ARAB YOUTH SURVEY FINDINGS

CLIENT SERVICINGGLOBAL IAA CHIEF ON AGENCY MANAGEMENT

LuxuryOld Money vs New Media

REGION’S FRAGRANCES & COSMETICS PROVE RECESSION RESISTANT

REGION’S FRAGRANCES & COSMETICS PROVE RECESSION RESISTANT

the l e a d e r ’ s w a t c hNo other watch is engineered quite like a Rolex. The Day-Date II, launched in 2008,

enhances the legacy of the original Day-Date, which was the first watch to display

the date, as well as the day in its entirety. Now in a larger, more commanding

41 mm size, the Day-Date II is a natural evolution of a classic. The Day-Date II can

display the day in a wide choice of languages and is presented here in platinum.

the day-date ii

4 Gulf Marketing Review April 2011

APRIL 2011 – Issue No. 197

www.GMR-Online.com

8

30

48

NEWS 8Debut for Arabic Top Chef. ‘Big-gest yet’ adidas campaign. Online shopping in the UAE on the up, study reveals. Prime and Toast cul-tivates a second outlet in Kuwait. Pond’s unveils its “most premium” brand yet, and Clarins debuts a new range. 3M hits the offices with B2B activation. P&G unveils ProGen sustainability initiative in the UAE.

World NEWS 16Online is the focus for the Dusit 2011 global strategy. Microsoft splits global media to Starcom’s advantage. Online celebrity fans are more likely to follow brands, US study reveals. Tagged from Gulf of Mexico fish to rebuild confidence. Nestlé invests in new Indian plant.

NEWS PluS 18Rising oil and commodity pric-es could drain short-term sales potential in the homecare category, report finds. Key data from the 2010 ASDA’A Burson-Marsteller Arab Youth Survey on attitudes and trends, in-cluding brand preferences.

Q&A 26Brad Staples, global development chief of APCO – JiWin’s new owner – calls for greater expertise and transparency in the region’s corporate governance.

rEtAil ViEW 28Connecting brand with consumer is what du’s newest store is all about.

CoVEr Story 30As luxury consumers, including über HNWIs, increasingly buy via online or smartphone, we ask if

premium brands are managing to overcome their reservations about digital platforms causing brand-value erosion. The report also looks at clicks-and-mortar retail potential and the role that social media can play in brand engagement and building.

AdVErtiSiNg 48Who do you think you’re talking to?“I talk to my uncle or aunt in Egypt, [and] they say that people are vol-unteering to do everything. Tahrir Square has never looked so clean. Across Cairo people are getting out and doing things. They’ve taken their country back….Whenever someone would ask me, ‘Where are you from?’…I’d say, ‘Fairfax County.’ But a professor walked by my office last week and said, ‘Are you Egyptian?’ And for the first time in my life, I said ‘yes’.” Khalid El-Arini, a doctoral student, Carnegie Mellon.

As national pride and confidence blooms in the psychological after-math of the ‘Arab Revolution,’ do marketers need to change their tone? SECtor ANAlySiS FrAgrANCES & CoSmEtiCS 52From mass-tige to prestige, the re-gional fragrance and cosmetics sector appears to have wafted through the economic crisis unscathed. Plus a study by Kaya Skin Clinic and Nielsen into skincare attitudes and usage among women in the UAE and Saudi Arabia – exclusive to GMR. Sekari SEO tracks top searches in the UAE for the category, comple-mented by a Social Media Senti-ment analysis; also includes Parc latest ad stats and analysis, plus Mediastow coverage analysis.

Part two of the IAA world chairman and global president’s recent address to the ABG

gmr ExCluSiVE:

42

04-07-GMR197-Contents.indd 4 3/27/11 3:39 PM


52 SECtor ANAlySiS: COSMETICS & FRAGRANCES

GROUP MANAGING EDITORSiobhán [email protected] MANAGING EDITORPrecious Jasper de [email protected] SUB EDITORElizabeth [email protected] DIRECTORSSheela Jeevan, Alvin Cha, Aya Farhat CONTRIBUTORSAlex Malouf

ADVERTISING: MEDIALEADERUnited Arab Emirates [email protected]: +(971) 4 391 0760Saudi Arabia: Ghassan A. [email protected]

Europe: S.C.C Arabies18 rue de Varize75016 Paris, FranceTel: +(33) 01 47 66 46 00Fax: +(33) 01 43 80 73 62Lebanon:Beirut, LebanonTel: +(961) 1 202 369Fax: +(961) 1 202 369

PUBLISHED BY: Medialeader FZ/MediaquestCorp FZEurope:S.C.C Arabies, 18 rue de Varize75016 Paris, FranceTel: +(33) 01 47 66 46 00Fax: +(33) 01 43 80 73 62CO-CEO Alexandre Hawari CO-CEO Julien Hawari

CFO Abdul Rahman Siddiqui Managing Director Ayman HaydarCreative Director Aziz KamelHead of Circultion Haries [email protected] Manager Maya [email protected]: +971 4 3757527KSA GM Walid Ramadan [email protected] Tel: +966 1 4194061Lebanon GM Nathalie Bontems [email protected]: +961 1 492801North Africa GMAdil Hamed-Abdelouahab [email protected] Tel: +213 661 562 660France Sales Director Manuel Dias [email protected] Tel: +33 1 4766 46 00

MediaquestCorp.Dubai Media CityAl Thuraya Tower 2, 24th FloorUnited Arab EmiratesTel: +(971) 4 391 0760Fax: +(971) 4 390 8737www.mediaquestcorp.com

AUDITED BY

Reproduction in whole or part of any matter appearing in GMR is prohibited by law without the prior written approval of the publishers. Opinions expressed in GMR do not necessarily represent the views of the publishers and editorial staff of the magazine. The publishers do not hold out any guarantee as to its accuracy, neither do they indemnify any loss arising through use of the information.

All dollar prices ($) are US dollars, unless otherwise specified. All marketing data is subject to confirmation.

Printed by Rashid Printers, Ajman

04-07-GMR197-Contents.indd 6 3/27/11 3:39 PM


UAE Online shopping in the UAE is increasing, a study reports.

The percentage of respond-ents in the UAE shopping online increased from 29 per cent in 2009 to 42 per cent in 2010.

The fourth MasterCard sur-vey on online shopping shows that consumers aged 25 to 44 years are driving growth, while those aged from 35 to 44 years bought more items, more frequently.

Activity increased among women, with 40 per cent shop-ping online in 2009, compared to 33 per cent in 2010.

Categories leading growth are: airline tickets (74 per cent), hotel bookings (66 per cent), home appliances and electron-ics (32 per cent), clothing and accessories (34 per cent), restaurants/home delivery of food (32 per cent) and supermarkets/superstores (32 per cent).

Convenience shopping, such as dining and supermarket home deliveries, grew to one third from one fifth last year.

Spend for cinemas rose to 48 per cent in 2010, from 26 per cent in 2009, and per-forming arts tickets rose to 61 per cent from 47 per cent. Music downloads, however, fell sharply to 55 per cent from 74 per cent, while online gam-ing stood at 60 per cent from 74 per cent in 2009.

Some 64 per cent prefer to have a hotline number for enquiries, while 48 per cent said most goods are much cheaper online.

However, 45 per cent still feel insecure about shopping online.

Turning to mobile shopping, only one in eight bought via their mobile phones in Q1, although 25 per cent are likely to do so during the next six months.

The top three categories bought via mobile are: airline tickets (31 per cent), phone applications/software (24 per cent) and online gaming prod-ucts/services (18 per cent).

Eyad Al-Kourdi, VP and country manager, UAE, Mas-terCard Worldwide, said: “We are seeing more UAE consum-ers go online for lifestyle pur-chases, as well as day-to-day household items.”

The survey took place from September to October 2010, with 8,500 consumers from 15 markets across APMEA, including the UAE.

In separate, but related news, Karen Hargreaves, VP, Brand & Corporate Communications, MasterCard Worldwide, Mid-dle East & Levant, is leaving after 11 years.

Hargreaves told GMR she will use her experience in the financial services sector to set up her own specialised marketing consultancy.

Younger consumer behind online shopping surgeAirline tickets leading growth in the UAE, but music downloads show sharp drop

NEws

Finger on the button: More and more consumers are heading online

For the fourth year running, amateur golf-ers from the region gathered to participate in the Audi quattro Cup tournament. With national teams competing in Kuwait and Dubai for the first time, both winning na-tional teams will go on to the world final in Mission Hills, Hong Kong, in November. Hosted by Al Nabooda Automobiles and Fouad Alghanim & Sons Automotive, more than 200 golfers competed. With a score of 47 Stableford points, Dubai was repre-sented by Lyndon Dafert and Tyrone Evans. The second team, representing Kuwait, were Bader Al-Turkait and Husni El Azem, (pictured right) with a winning score of 42 Stableford points.

TEEiNg oFF

08-15-GMR 197 News.indd 8 3/27/11 12:32 PM


MENA An Arabic version of reality cooking show and two- time Emmy award winner Top Chef launches exclusively on LBC Sat this month.

Launched in 2006 on US cable network Bravo, Top Chef pits professional chefs against each other in various culinary challenges.

They are judged by a panel of professional chefs and other figures from the food industry.

O n e o r m o r e o f t h e contestants are eliminated in each episode.

Arabic Top Chef, owned by Rotana, will feature 17 chefs from across the MENA region, including Saudi Arabia, and is co-hosted by Lebanese chef Joe Barza and publisher and socialite, Siham Tueni.

The eventual winner will walk away with a contract f r o m a m a j o r h o t e l o r restaurant.

“We believe that reality and cooking formats are the latest trends and Arabic Top Chef will attract Arab families and housewives,” Rizk Hadd-ad, regional executive direc-tor, LBC Sat sales house, Ro-tana Media Group, told GMR.

He added that three spon-sors from the food, cooking

appliances and product hygiene sectors have signed up, but could not disclose their names.

The weekly show will have one main run, two re-runs, and will last 13 episodes.

LBC Sat has a strong track record of adapting interna-tional formats that include the popular Star Academy.

Arabic Top Chef to launch this monthLBC Sat adds to reality portfolio with hit cooking show

Cutting edge: Arabic Top Chef airs this month for a 13-week run

NEws

GCC Procter & Gamble has launched its ‘PRO GEN’ educational campaign across the GCC.

The campaign aims to ‘Pro-tect Future Generations’ by raising awareness of the steps individuals can take today to reduce water consumption.

To mark the launch, the FMCG giant worked with YouGov Siraj on a survey of consumer attitudes toward environmental issues in the UAE. Key findings showed that 25 per cent of parents worry there will not be enough fresh water for their children.

Emiratis echo their con-cern, with 28 per cent wor-ried that limited natural resources will be an issue.

The educational aspect includes P&G supporting the INJAZ-UAE’s Community Citizenship Programme for students to learn about good corporate citizenship.

Yassin Attas, director of external relations, P&G Gulf, said: “I hope the P&G PRO GEN campaign wi l l help turn awareness into action, whether turning off taps while washing up or switching to a more wash-ing powder.”

Eco awareness drive launches

water worry: Yassin Attas

Prime and Toast, the restaurant featuring an ‘internal farm,’ has opened a second outlet in its native Kuwait. The restaurant is owned by The Sultan group. Dubai-based TKi designed the interior and introduced the vertical farming concept to complement the fresh ingredients used in the restaurant’s food.

The internal farm is watered by condensation produced from the air-conditioning, and the organic herbs and vegetables grown are used in all recipes. The wood used for the furniture is sourced from sustainable forests in line with the eco-friendly ethos of the restaurant.

CULTivATioN

08-15-GMR 197 News.indd 12 3/27/11 12:32 PM


NEws

Middle East Unilever’s pre-mium skincare brand has unveiled its most luxurious skin care range to date in the UAE, inviting both media and social media influencers to the launch.

“Moving forward, we fore-see digital visibility as a vital role within our integrated marketing campaigns and not a challenge,” said Iain Potter, VP of marketing, Unilever.

“The Pond’s Gold Radiance product range will be ex-tremely visible within the digital sphere as we are not only targeting our consumer via traditional media.

“Our strategy is to reach real women, get them to engage with the product and start an online, continuous conversation.”

Pond’s Gold Radiance was created to cater to women’s growing concern for dull skin, Potter explained during the launch.

The real gold micro-particles in the range are said to revive “youthful glowing” skin, tackling age spots, wrinkles, excessive pigmentation and dehydrated skin.

The collection will be pro-moted through print and on TV, supplemented by online and social media buzz across the region, as well as through its Pond’s Institute website. It will be one of Unilever’s flag-ship products for 2011.

“As we continue to see solid growth within internet penetration across the region, online interaction is becoming

increasingly significant for both luxury brands, as well as FMCG brands.

“The next step is to ensure consistency and de-velopment of targeted online campaigns that reach out directly to the consumer – luxury or not,” said Potter, when asked about the chal-lenges in extending a premium brand online.

“Whether it is through re-views or information posted by the company, consumers will use that information,

which will ideally help increase sales and profit for a brand.”

Priced at around $20, it will be available at all major retail-ers across the UAE.

Marketing spend was not disclosed. Unilever generated global sales of $71.2 billion in 2010.

Clarins has also debuted its major range, Vital Light, an anti-ageing day-and-night range targeting women aged 40 years and more.

The range is available across the MENA region,

except Egypt, where it will launch later this year.

A dual-language print and online marketing campaign supports the launch, comple-mented by an instore activation programme.

Clarins has harnessed what it describes as the “excep-tional revitalising power of Pioneer Plants” to help recap-ture the luminous firmness of youthful-looking skin despite the years.”

A new campaign is slated for Q4.

Premium skincare ranges launch across regionConsumer insight and innovation underpin NPD in skincare category

Going for Gold: New collection will be one of Unilever’s flagship products for 2011

08-15-GMR 197 News.indd 10 3/27/11 12:32 PM

April 2011 Gulf Marketing Review 11

Bahrain Most agencies in Bah-rain managed to maintain a skeleton business throughout the crisis. Despite office clo-sures, some agency heads told GMR their teams continued working on immediate client business from home.

MEMAC Ogilvy & Mather W.L.L., Manama, which em-ployees 40 people, was forced to close its office along with its entire business commu-nity for two days during the height of the troubles.

Ghassan Boujacli, MD, said those who had laptops con-tinued to work from home to service clients on “urgent matters and especially those who are based outside the kingdom.”

Mindshare Bahrain, which employs 11 people, was forced to close twice; initially for a few hours and then for a week.

Johnny Khazzoum, MD, reported that the situation was having a huge impact on business, particularly the

cancellation of the F1 opener.“Most of our clients have

put their budgets on hold with the exception of telecoms.”

Ziad Zakhem, GM, TBWA Bahrain, closed the office for a week, adding that internet and phones had not been working properly.

At the time of writing he said the agency was prepar-ing for after the crisis, although a continuation of unrest could force a re-evaluation of scope-of-work for clients.

FP7’s CEO, Tarek Miknas, said: “I feel an awkward mix of pride and guilt when the team in Bahrain call me to talk work, knowing that the friendly island I grew up in was going through internal conflict,” he told GMR.

“Times are tough, to say the least, and I cannot think of any business that would not be effected.”

On the upside, however, he said briefs were continuing to come through.

“On days when people could not come into the office, they would work from home.

“Of course, its not business as usual. We did have a cou-ple of hires from abroad that changed their minds about coming. Internet speed is not at full throttle and people working remotely is never ideal for any creative, team-dependent industry.”

It’s business, but not as usual, say Bahrain agencies

du connects the Emirate’s female entrepreneurs

Agencies battle on despite office closures and curfews with work-at-home ethos

Looking forward: Ziad Zakhem, Tarek Miknas, Jonny khazoum

wired: Hala Badri and Nayla Al Khaja

UAE du is strengthening its presence in the SME sector through the UAE’s women entrepreneurs. Its latest plan, ‘Her Business Super Plan’ is tailored for business women.

Benefits include 400 na-tional minutes, 200 interna-tional minutes, a choice between two GB of free national data per month or unlimited Black-Berry, roaming benefits and smart phone bundle.

Part of the offering includes a ‘first of its kind’ ‘Her Busi-ness Calling Circle’, allowing

subscribers free calling ben-efits. Monthly cost is $54.

“We understand and value the role of women in the busi-ness and corporate world and

recognise the valuable con-tribution of female entrepre-neurs and corporate manag-ers in large enterprises to the UAE’s flourishing business community,’ said Hala Badri, EVP brand and communica-tions, du.

Marketing includes a dual language print and online campaigns along with brand ambassadors from among the UAE’s business women: Nay-la Al Khaja, the first female film producer/director in the UAE and Founder and CEO

of D-Seven Motion Pictures; Shabana Karim, founder of The Nail Spa and Claire Fen-ner and Georgie Hearson, Heels & Deals co-founders.

“We understand and value the role of women in the busi-ness and corporate world and recognise the valuable con-tribution of female entrepre-neurs and corporate manag-ers in large enterprises to the UAE’s flourishing business community,’ said Hala Badri, EVP Brand and Communica-tions, du.

08-15-GMR 197 News.indd 11 3/27/11 12:32 PM


NEws

saudi Arabia/Kuwait/UAE This month 3M is taking its Post-it and Scotch Raiders campaign directly to its office consum-er base in the UAE, Saudi Arabia and Kuwait.

The activation focuses on site visits by 3M teams dressed in Post-it notes and Scotch tape to ask the procurement to show any 3M product from their office to receive gift hampers.

3M has also created an invitation-only ‘Privilege Club’. where members can attend social dinners and networking events, and receive compli-mentary new products.

Members also have the chance to win an airline travel voucher. Runner-ups get gifts such as pocket projec-tors and specially designed air purifiers. The company is also offering 500 compli-mentary gift hampers and stationery dispensers through its facebook page.

3M sticks with activation for regional B2B campaign

Memo to self: 3M goes direct to the office

MENA adidas has unveiled its latest global brand campaign – all adidas – and media plans for the MENA region.

In what it says is a first for the brand, the company has created a campaign leveraging the adidas Sport Performance, adidas Originals and adidas Sport Style sub-brands.

The campaign showcases adidas’ presence across and into different sports, cultures and lifestyles fusing the worlds of sport, music and fashion, said a company press release.

Brand ambassadors, from football stars Lionel Messi and David Villa, to NBA star Derrick Rose and pop icon Katy Perry, to the adidas skate-boarding team, all feature.

The creative concept unites

all the sub-brands stressing the parent brand’s “credibil-ity,” whether on the court or the catwalk, the stadium or the street.

The campaign is built around the “adidas is all in” hero spot directed by Romain Gavras, featuring the Civiliza-tion song by Justice.

There is a 30- and 60- second version of the TVC and cinema, as well as an ex-tended two-minute version for online.

Viewers and fans can then continue the conversation through social platforms such as its global Facebook page.

adidas already engages in excess of 10 million fans of the brand on a regular basis across these platforms.

Montreal-based Sid Lee, which was hired as global agency for adidas Originals in 2008, created the campaign.

Last year it was named global lead agency for the entire brand.

Spend behind the MENA campaign, which is handled by Starcom MediaVest, was not disclosed.

adidas takes to the field with ‘biggest marketing push’Social media and Tv support brand’s first global umbrella campaign

Teamwork: adidas’ latest campaign fuses sport, music and fashion

ErrATUM

In the March issue of GMR we attributed an incorrect designa-tion to Hubert Boulos, head of planning, JwT Dubai. we regret the error and any confusion it may have caused.

08-15-GMR 197 News.indd 14 3/27/11 12:32 PM


World Ne W s

UK PepsiCo UK & Ireland, the maker of Quaker oats, Tropi-cana, Copella, Pepsi and Walk-ers crisps, has signed up to the UK Government’s Public Health Responsibility Deal.

The drive specifically fo-cuses on salt reduction, the removal of transfats from products and workplace health.

In line with this, Walkers has reduced saturated fat in its crisps by 70 to 80 per cent, and salt by 25 to 55 per cent.

The reformulation forms part of PepsiCo UK’s broader ambition – set out in a health report published last year – for its future profit and growth

to be driven by healthier prod-ucts, read a company statement.

Richard Evans, president of PepsiCo UK & Ireland, said: The health goals are integral

to the global Promise of PepsiCo: a commitment to deliver sustainable growth by investing in a healthier future for people and the planet.

Germany The Audi Group ended the 2010 fiscal year with record sales.

Deliveries of Audi brand automobiles on worldwide markets rose last year by 15 per cent to 1,092,411.

Revenue rose to $49,916 million, up 18.8 per cent.

Operating profit rose by 108.2 per cent to $4,704 million, while operating return on sales increased by 9.4 per cent.

The successful performance was due to product launches: the new models included the flagship A8, A7 Sportback and the Audi A1 – the first Audi premium car in the subcom-pact segment.

In its native Germany, de-liveries of cars rose slightly to 229,157, up 0.1 percent.

In western Europe (includ-ing Germany) Audi outpaced the overall market with 611,905 deliveries, up four per cent).

In the UK, its second- largest market in the region behind Germany, deliveries rose to 99,705 cars (up 10.2 per cent. Deliveries in France climbed to 52,520, up 9.4

percent, and in Italy, Audi sold 60,337 cars, up 5.5 per cent.

With 227,938 deliveries, up 43.4 per cent, the brand re-mained leaders in the pre-mium segment in China (in-cluding Hong Kong). The company expects to deliver 1.2 million cars in 2011.

Audi Group posts record 2010 results

India Nestlé has opened a factory in India for the produc-tion of sauces, noodles and bouillons, including the Maggi brand.

The $79.6 million, 30,000 square-metre factory in Nan-jangud, Karnataka, will gen-erate 630 jobs, Nestlé said.

Speaking at the opening last month, CEO Paul Bulcke said: “Our business is growing well in India and we are very optimistic about the country’s growth opportunities over the coming years.

“As is true of all of our worldwide operations, we are committed to Creating Shared Value in India, both for share-holders and local communities.”

He cited the recently launched ‘Nestlé Healthy Kids Global Programme – Saanjhapan’ as an example.

The Saanjhapan scheme in Karnataka, India, forms part of the Nestlé Healthy Kids worldwide initiative to raise the nutrition, health and well-ness awareness of school children globally.

Nestlé increases investment in India

Pepsi Co signs government health driveSalt and sugar reductions underline health commitment

New formula: reformulation forms part of Pepsi Co’s wider health initiatives

spoonful: $79.6 million investment

overtaking: Audi expects to deliver 1.2 million cars in 2011

00-GMR197-World News 1.indd 16 3/27/11 3:18 PM

Use your Visa Gold card at Fairmont. Enjoy a 20% discount on food & beverages at Fairmont restaurants in Abu Dhabi and Dubai. For reservations call +971 2 654 3333 Abu Dhabi or +971 4 332 5555 Dubai.

Fairmont Bab Al Bahr, Abu Dhabi: Al Naba’a Lounge • Chameleon • Elements Frankie’s Italian Restaurant & Bar • Cedar Lounge • Poolside

Fairmont, Dubai: Bridges Sports Bar • Cascades • Café Sushi • Cin Cin • Pronto Spectrum on One • The Cigar Bar • The Exchange Grill • Sol Juice Bar

Exclusive participating restaurants:

enjoy 20% off at Fairmont restaurants.

Offer valid 01 March 2011 through 31 December 2011, subject to availability. For full terms and conditions, please visit visamiddleeast.com/gold

GMR Fairmont UAE Visa Premium Gold 215 X 280.indd 1 3/21/11 6:41 PM


Multinationals are likely to cap short-term investment, says report. crisis draining HoMecare sales

The deepening unrest across the region, particularly in Bahrain and Libya, has thrown the homecare category into a short-term crisis, a new study reports.

According to Euromonitor International, regional turmoil is likely to apply down-ward pressure on sales and prices, in line with the hike in oil prices.

Multinationals, added the report, are likely to rein in investment for much of the Middle East during the short to medium term.

Although the Middle East and Africa accounted for around 6.3 per cent of global homecare in value sales in 2010, predominantly youth populations and strong macroeconomic fundamentals made the region an attractive target for NPD.

Saudi Arabia, the UAE and Algeria were among the fastest-growing home

care markets in the world in 2009 and 2010, albeit from comparatively low bases.

Pre-crisis, forecasts had indicated Algeria’s homecare market would out-pace China’s during the next five years.

“The Middle East has seen steady growth in recent years, triggered by the rising westernisation trend, where products that were not in high demand traditionally, such as paper ta-bleware and wipes, are becoming more popular,” says Sana Toukan, research manager, Euromonitor.

“Also, many of the big companies, whose manufacturing facilities are lo-cated in countries affected by the unrest, such as Egypt, are now thinking of shift-ing their factories and offices to more stable countries within the region, such as the UAE, and even Saudi Arabia.”

This, she added, could disrupt manu-facturing and push prices up, adversely affecting demand, especially for niche, newly developed products, such as wipes and some laundry care products.

The report cites Latin America as the most likely benefactor of the crisis.

Multinational oil companies, for example, may decide to turn to countries such as Brazil, Mexico, Venezuela and Colombia. In 2010, Latin America’s total homecare sales were almost one-and-a-half times bigger than the Middle East’s, fuelled, in part, by the trillion-dollar economies of Brazil and Mexico.

The gap is now likely to widen, as first- and second-tier Latin American markets are comparatively safe opportunities for new investment, the report reveals.

In the long term, however, the un-rest in the Middle East could ultimately prove beneficial for homecare and FMCG in general.

“The region’s largely youthful popu-lation is driving the path to change,” says Euromonitor.

In Egypt, for example, 33 per cent of the population – totalling 78 million – is under 15 years, compared with 17 per cent in western Europe, or 20 per cent in North America.

“These young people comprise the next generation of decision-makers in the Middle East, but their outlook of the world is far less blinkered than that of their parents,” says a Euromonitor spokesperson.

“The internet has steered a growing interest in western culture. As the dust starts to settle and new governments form, there is likely to be a significant opening of Middle Eastern consumer goods markets, with people demanding greater choice and increased penetration of modern retail channels.” n

news p lus

Tight squeeze: unrest in the region is likely to effect sales and prices in the region’s homecare sector

18-GMR 197 News Plus Crisis.indd 18 3/27/11 1:47 PM


Timely survey finds democracy tops Arab youth concerns for second year.VoTe now

The single greatest priority for young people is to live in a democratic country, according to the 2010 ASDA’A Burson-Marsteller Arab Youth Survey. Democracy also came top in the 2009 survey.

This is the key finding of the 10-country survey by polling firm Penn Schoen Berland (PSB), which included 2,000 face-to-face interviews with Arab nationals and Arab expatriates aged 18 to 24 years in the GCC, Egypt, Lebanon, Jordan and Iraq.

The interviews were conducted in December 2010 and January 2011.

In wake of the protests across the region, PSB conducted an additional poll of 500 young people in five countries, including Bahrain, Egypt, Jordan, Lebanon and Iraq.

These findings reveal that while the importance of democracy is even more pronounced, it is balanced by a desire for stability.

Support for the protests is high among this group, with people believing these movements will have a positive

impact. Young people in these countries are, however, markedly less confident that their countries are moving in the right direction they were just a few months earlier.

“During this period of seismic change across much of the Arab world, it is more important than ever that we understand the hopes, fears and aspirations of the region’s youth,” said Mark Penn, world-wide CEO of Burson-Marsteller.

“Recent events in Tunisia, Egypt, Libya and elsewhere are the manifes-tation of this fundamental truth: Arab youth have a deep and enduring desire for democracy.”

“In a region where two-thirds of the population is under the age of 30, policymakers, business leaders, marketers and the media need to understand the priorities of our young people,” added Joseph Ghossoub, chairman and CEO of the MENACOM Group, regional parent of ASDA’A Burson-Marsteller.

Key findings include: • Thehighcostoflivingisperceivedas

the most significant challenge, followed by unemployment; in both instances, the level of concern is much higher among youth in non-Gulf states than in Gulf states.

• Arab youth are significantly more concerned about the gap between the rich and the poor than they were in 2009, especially in Jordan, Lebanon and Saudi Arabia.

• While63percentofGCCyouthsaythey expect to pursue further educa-tion, just 14 per cent of non-GCC youth believe the same.

• Arabyouthprefertoworkintheprivatesector (47 per cent), rather than the public sector (40 per cent), although Saudi youth (79 per cent) strongly prefer to work for government.

• Morethanhalfofallregionalyouthsaythey intend to start their own business in the next five years.

©Get

ty/G

allo

Im

ages

news Plus

20-23-GMR 197 News Plus youth.indd 20 3/27/11 1:45 PM


news Plus

50

40

30

20

10

0

38.2

23.8

27

39.6

35.4

19.2

18.7

39.1

21.2

18.4

16

36.2

36.1

19.6

12.5

12.3

19.2

10.8

8.1

26.9

19

9.2

5.4

16.4

8.310

.1

6.29.

6

5.4

3.9

0.6

Noki

a

Empo

rio A

rman

i

Loui

s Vu

itton

Nike

Dam

as

Gior

dano

Toyo

ta

Niss

an

Ford

Hond

a

GM

Rena

ult

McD

onal

d’s

Coca

-Col

a

Peps

i

Carr

efou

r

Subw

ay

Nest

lé

Anch

or

Colg

ate-

Palm

oliv

e

Géan

t

Blac

kBer

ry

BlackBerry KSA, Bahrain, Lebanon, IraqBlackBerry/Nokia UAENokia Oman, Egypt, KuwaitMicrosoft QatarLenovo Jordan

McDonald’s UAE, Oman, Qatar, Kuwait, JordanCoca-Cola Egypt, KSASubway BahrainPepsi LebanonCarrefour Iraq

Toyota Egypt, KSA, UAE, Oman, Qatar, Kuwait. JordanNissan Bahrain, LebanonFord Iraq

Damas UAE, Bahrain, Kuwait, QatarLouis Vuitton Lebanon, KSA, JordanNike Egypt, IraqArmani Oman

Mic

roso

ft

XBox

Sony

Sony

Eric

sson

Appl

e Hp

Sam

sung

Leno

vo

Etis

alat

HOW FAVOURABLE ARE YOU TO THE FOLLOWING BRANDS?

TeChnOlOgY BRAnDs

Most favoured in each market Most favoured in each market Most favoured in each marketMost favoured in each market

FMCg BRAnDs FAshiOn BRAnDs AuTOMOBile BRAnDs

• Some80percentnowusetheInter-netonadailybasis,upfrom56percent in 2009; social networking is also expanding dramatically.

• TV remains the most popular andtrusted source of news among youth in the region.

• Arabyouth say that traditionalval-ues are extremely important to them, especially those in Iraq (94 per cent) and Bahrain (91 per cent).

The survey also examined attitudes and behaviour towards leisure time and brands, please see above. n

TOP 10 FINDINGS OF THE 2010 ASDA’A BURSON-MARSTELLER ARAB YOUTH SURVEY

1. An enduring desire for democracy2. Increasing anxiety about the rising cost of living 3. Gap between rich and poor of increasing concern4. Less optimism about economic recovery and future outlook5. Education gap widens betweens Gulf states and other Arab countries6. Increasing preference to work in private sector, eagerness to start own business7. Internet makes more inroads, with social media growing in importance8. Television the most popular and trusted source of news9. Traditional values are paramount, while parents grow in influence10. Increase in positive perception of global powers, growing sense of global citizenship.

www.arabyouthsurvey.com, Source: Asda’a Burson-Marstellar Dec 2010-Jan 2011

WHAT DO YOU LIKE TO DO FOR LEISURE? WHAT DO YOU SPEND YOUR MONEY ON?

Among all Among allGCC GCCNon GCC©

Pen

n, S

choe

n &

Berla

nd a

ssoc

iate

s LL

C

Watch TV

Dine out

Surf the net

Listen to music

Visit malls

Relax with friend at home

On mobile calls

Clothes/footwear

Fashion & trendyaccessories

Dining out

Watching movies

I save it for myself

66 75

51 70

28 51

25 4949

48

23 24

70 70

49 66

30 52

26

23 24

59 83

55 76

23 50

22

22 23

19 2319 2620 17

0 080 80 9070 7060 6050 5040 4030 3020 2010 10

Non GCC

20-23-GMR 197 News Plus youth.indd 22 3/27/11 1:45 PM


APCO Worldwide’s global development president, Brad Staples, tells Precious de Leon he hopes regional PR will move beyond media relations and more into governance and transparency.

OPen BOOk

Brad Staples, CEO of APCO Worldwide’s EMEA region, is responsible for the devel-opment of APCO’s interests in Europe and co-ordination of APCO operations across the region. As head of APCO’s global competition practice team, Staples has co-ordinated public affairs programmes relating to M&As across Europe, plus those with transatlantic as well as global dimen-sions. Prior to joining APCO, he worked at a European affairs consultancy in London and Brussels. Staples holds a BA in politics and government, and has studied at the University Stendhal, Grenoble. He speaks English, French and Italian.

What was the agenda for this visit?It was focused on client relationships,

new business development and integra-tion of the JiWin team into our com-pany. So it was a mix of internal and external activities.

We already have a number of significant client relationships, some of which are APCO relationships prior to us incor-porating JiWin into the business, while others are JiWin clients who are very important to us.

Before we completed the acquisition, I spent a lot of time meeting with Ji-Win clients to understand how they felt about the business, the team, the quality of service, and what their ambitions are for the relationship in the future. Clearly, with the leading JiWin clients, there was a hunger for more strategic

communications services and greater alignment between business strategy and corporate communications and PR support, as they look at how they can emerge from the global economic downturn. They are looking for a firm that has both strategic and strong tacti-cal delivery support.

You specialise in civic engagement, M&As and corporate governance. Is this an indi-cation of the kind of clients APCO is eyeing in the region?JiWin has a strong relationship with the leadership in Dubai, given its history with Dubai Holdings, while we also have a key client relationship in Abu Dhabi, with Masdar.

Q&A

24-27-GMR 197 Q&A Brad Staples.indd 24 3/27/11 1:39 PM


One of the things we feel we can offer the region is that we are comfortable with the close proximity between gov-ernment and business. It’s an area we are familiar with. We do a lot of work in the public sector for governments around the world, working between businesses and governments. That’s very much a sweet spot for us, in terms of our range of services.

APCO is a bit unusual compared to many of the communication firms that already exist here. We’re not a typical agency. Our work is equally divided be-tween support for clients in the corporate reputation management positioning area, government relations policy issues man-agement, and corporate advisory area. For the latter, I’m talking about helping companies invest in new markets, find new partners, and navigate political and regulatory problems.

One of the opportunities we saw and one of the principle reasons we wanted to set up here is because the market is well represented in terms of corporate PR, but not in terms of strategic corpo-rate advisory and government relation services. There’s a niche there.

In 2008 APCO set up shop in Dubai, so why the acquisition?We had a small APCO office, but we could see the opportunity and thought the best way to expand our interest here is through acquisition.

The reason for this is because we wanted to have a business of scale and resources with the capacity to deliver as part of a worldwide footprint, and we got to know the JiWin group and thought it had a very capable team.

And Dubai, I think, is going to be one of the hub offices for us in the future for the business worldwide.

Key business centres for us, at the moment, are our corporate HQ in Wash-ington, DC, New York, London, Brus-sels and Beijing. They are our principle offices, but we think the next key global centre for growing our business will be

Dubai. And while it will cover the GCC and Arab region, it will also connect us more effectively to the rapidly growing Indian and African markets. The office will provide an arc for us from Africa through the Gulf and then to India and Southeast Asia.

Will these operations be centralised in the 35-strong Dubai office?First and foremost, we want to strengthen the resources of this team and provide training, support and best practice from around the world. We also want to bring new services into the market. We are bringing our online capability and our research capability, as well as several other units of business.

And then we’ll look at building our presence across the GCC. Abu Dhabi, for example, would be the next place we’d look to, but we are also developing a Pan-Arab regional strategy.

When will you launch APCO Insights and online?The chairman of APCO Insight – our global opinion research consultancy – is here with me. All of the client meet-ings are with him. We are talking about

our opinion research capabilities and how we support corporate reputation management through research. We are beginning a familiarisation with clients about the services we offer.

In 2009 you said about the Middle East: “There should be a stronger lead in corpo-rate transparency and civil engagement.” Have you seen any headway?One of the significant outcomes of the economic downturn has been a need for corporate clients to focus more on governance and transparency issues, particularly in sectors badly affected by the crisis such as banking and finance.

Trust has become a critical problem with key stakeholders and consumers and it is central to defining reputation in certain sectors. Many of our clients have had to look closely at their governance procedures and how they demonstrate best practice across the stakeholder community.

Any other challenges?To date, PR in the Gulf has been driven by media relations and has been quite tactical. We’ve got a great opportunity to change that dynamic and see this as a

Overarching: Staples says the JiWin acquisition and office will provide an arc from Africa and Southeast Asia



Pastures new: One of APCO’s key clients is Masdar in Abu Dhabi, where the second regional office will most likely open

great moment for that paradigm change in business.

From a global perspective, we think of Dubai as a gateway for businesses in emerging markets, as more and more of our clients are coming from Asia, particularly China, India and Southeast Asia. Many of these businesses are less well known to the financial markets here and to global stakeholders, so they need to demonstrate best practices in leadership, governance and transparency, and tell their story well if they are to be successful in IPOs and acquisitions.

Any other trends?Future growth is in emerging markets. Therefore there’s a need to define the way companies do business, how they sell their products and provide their services, given the level of consumer need and the nature of those markets.

They also need to refine the way they communicate, so they can be relevant lo-cally while their message stays coherent in a global context. The future scale of global presence for multinational companies will

be defined by the extent of their market share in India and China.

And it’s not just in communications. It’s in the way they do business. So com-munications firms have got to understand the economic imperatives that will shape the future markets of these businesses.

It’s not just about localising global messages, but developing messages from within the marketplace. Brands can’t just translate global campaigns or ‘tweak and amend’. The most effective messages resonate because they come from within the place.

How do social networks affect your sector?It’s been the biggest change in our business in the 15 years I’ve been with APCO. The revolution in social networking has completely redefined the way we provide services to clients in all areas. It’s not just in branding and corporate, but also in issues, policy, regulatory. Every aspect of our com-munication has changed because of this new paradigm. And it’s because people are empowered.

Q&A

In these terms, our worldwide experi-ence and expertise is something we want to bring to Dubai. We have one of our colleagues from the online team based in Abu Dhabi at the moment, embed-ded as part of Masdar Group. Microsoft is another example where we have had APCO embeds across the world.

Any additional thoughts?We’re very confident about this market. We’ve been through a tough period eco-nomically in the GCC, but we see huge opportunities for growth, so we’ve made this significant investment because of that confidence in the region. n

...PR in the Gulf has been driven by media relations and has been quite tactical.

about the firms

aPCo’s first office outside the us opened in moscow in 1989. it now has 29 offices worldwide. in 1991, Grey Group Global acquired a majority stake in aPCo, valued then at $3 million. in 2004, aPCo revenues were valued at $50 million. two years later it was officially certified as a women-owned business.

J iWin hand les Duba i ho ld ing , Johnson & Johnson, Noor islamic bank, merck, the Landmark Group and NasDaQ Dubai.

© ar

abia

nEy

e.co

m


GMR Her BSP C-G 280x215-E.indd 1 3/20/11 4:16 PM


Companies are increasingly focusing on consumer needs, not only in how they relate to business, products and services but, more generally, to life, and how those products and services deliver. In essence, the goal is to humanise the business.

du’s new flagship store in their Al Salam Tower offices in Dubai Media City reflects such a shift in their approach.

Before reviewing the retail environ-ment, however, one should consider the wider brand context and changes at du.

It is in one’s nature to consider, share, understand and learn. This is what inspires people and, in turn, inspires the ‘consumer journey’. To ‘add life to life’ du examined people’s worklife, personal life and social life, using its findings as catalysts to drive its products, services and delivery.

This has created real connections and insights into consumer needs, allowing the company to continually reassess learnings in a never-ending cycle of product and service delivery.

It also narrows the gap between business and consumer needs and behaviours, thus maintaining relevance and engagement.

du’s holistic approach is evident in its retail environments, which is successfully delivered across a range of touch points.

The consumer journey starts outside, where simple visual devices, such as the energetic blue signage at the entrance and the more sedate white office HQ sign, create an intuitive flow into the store.

There is also a well-considered bal-ance of product and services information with the broader brand communication to ensure that consumers are aware, but not sold to.

On entering one immediately engages with the brand in several meaningful ways. The overall design of white and soft shapes and lines forms a clean, approachable backdrop for an intelligent use of colour and brand tone of voice.

Gently pulsing LED lighting creates areas of focus, while brand icons (for products and services) and the use of words, such as ‘hello’ at reception, all add to the brand language and approachability.

The store never deviates from deliv-ering the brand message, transitioning effortlessly between areas dedicated to various consumer needs and types.

A delicate balance has been struck between supporting the high traffic trans-actional needs of the business with the more consultative and personal needs of different consumer profiles.

This is evident from the simplest of applications such as the ticketing system that support how consumers use products.

It is also apparent in the areas for personal and business customers.

The personal area includes payment and service counters, a self-discovery area, consulting rooms and a café. The business area includes a business library connected to an informal consulting area

A touch of humanity adds more life to teleco’s latest outlet.du, duBAI MEdIA CITY

reta il v iew

28-29-GMR 197-Retail View.indd 28 3/27/11 12:09 PM


and formal consulting space. There is also an auditorium for launches or industry seminars, providing du with an oppor-tunity to engage with consumers and non-consumers alike.

Moving through the store, the payment area considers types of transactions together with the time to make them, resulting in a functional space with bench seating and easy flow-through.

To the right of the transactional space is the café, allowing for informal interaction. Life is, after all, about a healthy balance.

Moving beyond the payment area, the self-discovery space allows for the browsing of products and services (eg, active BlackBerry and iPhones) and various payment methods, so consum-ers can manage their accounts in a way that best suits their needs. This is facili-tated through iPads, touch screens and laptops, and supported by customer- service staff. There are also private con-sulting rooms.

The forum area sits between the per-sonal and enterprise areas, providing equal access to both. Seating for up-wards of 50 people allows for enough space to hold product launches and

discussions, and the stage area is large enough to hold presentations – another demonstration of du’s realisation of what really drives people.

Soon there will be seamless touch-screen too, evidence of how du has tapped into current cultural drivers – music, chat and gadgets. This will allow consumers to explore and interact through a needs basis, rather than products or services, making the interaction that much richer and meaningful.

Beyond the forum area, and with its own entrance, is the business area.

Immediately the space begins to mutate into a business discussion in subtle ways. The overall approachable tone of voice is never lost, but screens displaying the latest business information, from break-ing news to stock information, provide an unmistakable reference indicating the change in the area’s use.

In the centre there is a casual consulting area supported by laptops and customer service reps.

It’s also easy for consumers to interact. Soon to come is a business library.

Overall, the store is a resounding suc-cess. du’s attention to detail will ensure that it all comes together and delivers a real, meaningful consumer experience that transcends the functional to create real connections and truly add life to its customers’ lives. n

The store never deviates from delivering the brand message

James merle, design director, the Brand Union

RATING

matthew laubscher, executive brand direc-tor, the Brand Union

retail experience

Brand definition

Design effectiveness

28-29-GMR 197-Retail View.indd 29 3/27/11 12:09 PM


COVER STORY

© G

etty

/Gal

lo I

mag

es

30-39-GMR 197 COVER STORY .indd 30 3/27/11 3:55 PM


Precious de Leon discovers that luxury brands have no choice but to learn the online social language.

A bLing Ping

IT’S bEEn SaId and proven time and again: in the online world, consumers can build you up or break you down. Interactivity online no doubt levels the playing field between brands and their consumers and, in most cases, makes the unattainable attainable and readily accessible – far from what luxury marketing is all about.

Right now, with traditional media such as print, high-end brands have so far had the luxury to pick and choose the con-versations of which they can be part of. For this article, for example, a number of brands did not contribute, beyond what they shared in press releases. But when it comes to online, luxury brands may not have a choice in the matter.

According to a survey from US-based luxury consultants, Unity Marketing, four out of five consumers in the US logged online in the past three months from their desktop or laptop computer to buy, shop for a gift, or research a product or service.

The study, Affluent Consumers and How They Use the Internet, Social Media and Mobile Devices: an in-depth profile of the luxury online consumer, also found that

mobile devices are increasingly important for brands to connect with young afflu-ents, aged from 24 to 44 years, who use mobile apps at a rate two-times higher than mature affluents, 45 to 70 years.

“Luxury marketers can no longer de-pend on in-store ambiance to create the experience of shopping for a luxury brand or service. Rather, they need to create the kind of robust, 24/7, mobile experi-ence that reaches the consumer where they are,” says Pam Danziger, president, Unity Marketing.

A similar pattern seems to be emerg-ing from youth, 18 to 25 years old, in

the Middle East. A study of university students in Dubai found that the time they spend on Facebook tapers off as they start their professional life, moving their social media consumption towards more mobile networks such as Twitter.

“Activity on Facebook, specifically, tends to peak off after three years of use, after high school and university, when they enter their professional life. The results are counterintuitive to what we had expected,” says Dr Kathy Shen, assistant professor of business and management at University of Wollonggong, Dubai.

This insight was uncovered during Dr. Shen’s study on how the evolution of technology is changing people’s charac-teristics, attitudes and behaviours.

“We found that for this group, there is very little social exploration or making new connections and that most respondents do social browsing of their existing network rather than seeking new experiences.”

Dr Shen gives two reasons for this drop in activity: they get busier and there are more alternative channels that are more accessible.

Time sensitive: Mac McClelland

engAging

Story telling: nick Whetham

© G

etty

/Gal

lo I

mag

es



These findings, she says, sheds light on marketing to luxury online.

“People are using a combination of different channels online, so even a dig-ital strategy has to use a combination of different channels, instead of just focusing on one, say, Facebook strategy.”

Exclusively currentApart from staying exclusive, luxury brands need to stay current. And to do that, they need to create a more dynamic online presence.

“HNWIs are just as tech-savvy as con-sumers and know how to search for infor-mation about brands on the web,” says Mac McClelland, president and CEO of the Luxury Marketing Council (Middle East).

“Although luxury brands may not sell via the web, they must have marketing and customer service portals at a minimum. Brands such as luxury hotels, private jet rentals, and other time-sensitive products

and services must give customers the op-tion of booking directly on the web, and brands that fail to do so cede customers to the competition.

Luxury brands can create a web platform with video clips, newsletters and current news about the brand and its industry, says Maria Hatzistefanis, owner and founder, Dubai-based Rodial Skincare.

“We have a lot of regular customers who first experienced our products in a store and now re-order online, as well as some new customers who read about our products and choose to buy online as it is more convenient.”

Also key to extending the brand’s posi-tioning online is the maintenance of the unique shopping experience and fulfilment of the product’s promise on the website. The product should be presented the same way it would be instore, and customer support should be available as it would be instore, says Hatzistefanis.

This article isn’t just about creating own-brand websites. It’s about engaging people – consumers or otherwise. But this environment poses a new challenge for premium brands, which have built reputations around exclusivity. How do brands maintain their positioning online?

There are brands that are already play-ing heavily in this field. Louis Vuitton, for example, has launched an iPhone app in February.

Called Amble, the app allows users to record pictures, notes and videos of places they like around the world, follow celebrity amblers and access the Louis Vuitton city guides.

COVER STORY

accessories all areas: Products such as bags are becoming as popular online as they are in store

Customers may not be willing to discuss a bad experience with brand staff, but will do so online.

app-ly: Louis Vuitton iPhone app now attracts celebrity “amblers” from around the world

fashion forward©

Cor

bis/

AFP


NEW

THE ANTI-BACTERIALPOWER OF SILVER...

WHAT MEN WANT

INVIGORATING LIGHT FORMULA WITH SILVER IONS HELPS SKIN RECOVER FROM SHAVING IRRITATION PROTECTS FROM BACTERIAL ACTION

Why not ask for advice or try this product first atNIVEA HAUS Spa Dubai Mall. Tel 04 4340777

www.NIVEAFORMEN.com

...NOW IN AN AFTER SHAVE FLUID

SILVER PROTECT AFTER SHAVE FLUID:

SilverProtect Lotion GMR 21.5x28.indd 1 11/23/10 3:08 PM


In fact, the brand’s most recent tech-influenced marketing effort was the digitizing of its fashion show last month. It allowed consumers greater remote access to the show, complete with a panaromic view of the venue. The feed was linked through the brand’s website and through its Facebook page. (Other examples of luxury brand digital campaigns are in the box out in this section.)

For luxury brands, it is almost nec-essary to have a two-fold conversa-tion online. The first dialogue is with existing and potential buyers of the product or service. This could mean a spectrum of online services, from online datamining and exclusive online clubs to online purchasing. The second is about reinforcing the brand’s aspira-tional value – and in some cases, even make it stronger, bringing it to a larger audience than you could through any other platform.

The story continues“For luxury brands, the most salient element is their ‘story’. The benefit of digital and social media channels for luxury brands is that it provides them with an opportunity to tell their story in a new and engaging way that is not simply one dimensional,” says Nick Whetham, digital strategy direc-tor for Havas, talking about the role of digital in marketing luxury brands.

“Digital and social media allow luxury brands to get closer to the aficionados o f these brands. The experience has evolved from simply in-store, magazine

adverts and runway shows to mobile ap-plications, Facebook presences, Twitter handles, fashion blogs and forums through to ecommerce websites.”

Hussein Freijeh, commercial director, Yahoo! Middle East, adds that “luxury brands are even more ‘emotional’ than other brands, so the apprehensions are mainly around the “creating emotions” part and exciting the customer.”

“In general, no one can tell their brand story in a search engine, you tell a brand story on your own website and through advertising campaigns on other high- quality content sites that fit your brand and individual target groups.

“For luxury brands, it’s also about positioning on those sites and having exclusive display opportunities which en-able a presence that establishes an emo-tional connection, rather than a tactical or quick-sell approach.“

Social networksPremium or not, a brand remains suscep-tible to both good ratings and bad reviews from consumers online. In fact, they are more likely to be open about negative feedback on the web and what’s more,

COVER STORY

They are worried it may take away from the brand’s overall mystique. in many cases they are right.

name in lights: Ralph Lauren used 4d projection on their flagship stores to mark the 10th anniversary of its website

STory TeLLer

Emotional: Hussein Freijeh

© G

etty

/Gal

lo I

mag

es



instead of just going to the brand’s website to make a complaint, they will be more likely to continue that conversation on social networks.

“Customers may not be willing to dis-cuss a bad experience with brand staff, but will do so online,” says McClelland. “Seeing what customers are saying about the brand, how the market is reacting to events and brand announcements, and getting the right message out quickly, cost effectively, and to a large audi-ence, can all be accomplished on social networking sites.”

apprehensionsOf course, luxury brands have been online for some time now. Ralph Lauren, for example, recently used 4D projection mapping on their Madison Avenue and Bond St stores last year to celebrate the 10th anniversary of ralphlauren.com. The projection created a virtual catwalk and polo game and sprayed the Big Pony fra-grance over the closed-off streets where events were also held.

But there is still some headway to make. As online breaks the self-contained dialogue brand owners have always had with their audience, transition into a more fluid two-way communication can be difficult and sometime avoided all together.

“There is no difference between a luxury brand and any other brand in that both need to create a link and engage with their audience. However, for luxury brands, the ability to have a sense of exclusiv-ity on the right platform that reflects the attributes of the brand is paramount,” says Yahoo!’s Freijeh. Yahoo! Middle East’s female-focused website Helwa.com is a strong selling point towards luxury brands in the region.

McClelland adds that brands may be unwilling to sell online as they “may feel they are unable to provide a personal-ised and bespoke service to their HNWI customers.”

“That said, customers may want the convenience of ordering or resolving issues with customer services online, rather than

going to the store or calling on the phone. Customers know they can speak with a brand representative at any time. They use the web for their own convenience, not for the convenience of the brand,” says McClelland.

He uses Kate Spade as an example of how to bring clients closer to the brand and enlist their help in choosing new products and lines. Many of the brand’s announce-ments are only online, so repeat visits are high from loyal viewers and consumers.

Beyond customer service, brands such as Maserati translate the brand’s aspira-tional values online by allowing visitors to its website to design their own car, try different interior and exterior colours and fabrics, and install optional equipment to build the exact car they want. Extend-ing this option, the brand gives its target customers the option to save the bespoke settings and directly order and pay for the car online, knowing their car will be built to the specifications they chose.

Despite a number of opportunities, there is still trepidation to using this medium. From Whetham’s perspective, the two main apprehensions stem from dealing with social media specifically.

“The first is that not all brands want completely open two-way dialogue with their fans. They are worried it may take away from the brand’s overall mystique. In many cases they are right. To quote Coco Chanel, ‘Elegance is Refusal’. The other apprehension is to do with creating digital campaigns on a local level. In most cases key visuals and films for the main brands are handed down from in-house creative departments in Paris or Milan for the above-the-line advertising campaigns.”

Whetham hints at similar events to the 4D projection mapping are planned for the “not too distant future” in the region.

“With digital we are able to stretch the boundaries, take the idea from the global campaign and create local engagement. There are usually less restrictions both from the brand on a global level and with local media – not as many restrictions on content,” he adds.

Opportunities aheadWhile the online environment provides a unique opportunity to get up close and personal with a wider audience, it also poses a unique challenge. With so many ways to consume content online – from

Measuring impact: Social networking sites feature positive and negative user reviews

© G

etty

/Gal

lo I

mag

es



desktops and laptops to mobile phones and other handheld devices, the challenge is to be able to stay consistent with the message, while keeping in mind the par-ticular way it’s being consumed.

As Havas’ Whetham says: “The chal-lenge increasingly for luxury brands in the digital space will be to know, understand, manage and influence content across their

digital touch points to tell a cohesive and engaging story.”

“Brands who create robust content plans that weave channels together seamlessly, where each piece of content is a piece of the story, will be able to create a sense of discovery to excite their audience.”

Havas launched a regional campaign for L’Occitane Fleur Cherie in December 2010,

where an interactive facebook application, the “L’Occitane Fleur Cherie Game,” was built around the online-only launch of the new fragrance. The campaign is being attributed to the product being sold out in its first few weeks of launching.

The agency also ran a digital campaign in the region for Carolina Herrera VIP Women, which was linked to a Facebook app where users could nominate friends to be ‘on the list’ and collect votes.

Whetham says that further innovations in technology, such as the launch of more tablets, will create opportunities for luxury brands to create campaigns with even more interac-tive customer engagement.

Some of these technologies include HD Video, in-app advertising and in-app purchasing, and even augmented reality. Whetham also foresees the creation of higher quality user-generated content, along with more powerful browser-based apps.

Besides creating websites and apps, brands need to consider picking the right ones on which to advertise.

“The challenge for any brand becomes about how to stage their brand in the most exciting, creative, and engaging way,” says Freijeh, citing Yahoo! Maktoob’s customised approach.

“We utilise targeting capacities that help brands reach the right audience with the right message at the right time, allowing for high-scale and effective addressing of the right target group. No media can offer this like the internet.”

While many global brands already un-derstand the power of online communica-tion, Freijeh expects to see more regional luxury brands realising the potential of this medium and its impact on their brands.

“When you compare online advertising with TV or print, the big benefit for online is engagement,” says Freijah, adding that a Yahoo! Maktoob reader spends an aver-age of eight to nine minutes per page, “so they are likely to become engaged with a creative and interactive ad a lot more than, say, someone who is likely to be distracted while watching TV or flipping through a magazine.” n

COVER STORY

behind the scenes

• The launch of Chanel J12 Marine watches on the New York Times iPad app last year was simply a beautiful piece of online advertising, and was the first luxury brand to showcase the potential of iPad.

• Dior booked all the videos on Yahoo!’s news section, where ads were in the pre-roll. The ads combine the visual impact of TV and the interactivity of online by making the ads clickable. A behind-the-scenes clip was also available online.

• amble i-Phone App by Louis Vuitton, which allows users to record pictures, notes and videos of places they like around the world, follows celebrity amblers and accesses the Louis Vuitton city guides; the app is genius in that it allows Louis Vuitton to own the ‘Luxury Travel’ space.

• Traffic from Carolina 212 ads, sub-section sponsorship and special homepage execu-tions on third-party sites such as Helwa.com were directed to a microsite where they entered the “Are you VIP?” competition. Helwa, which is part of Yahoo!’s network, boasts a total of 6.9 million unique users at time of writing.

• The Hugo Boss iPhone application allows consumers to browse the current Boss Black, Boss Orange and Hugo collections. The “Videos” tab shows footage from the runway and photo shoots, and a “Store Locator” guides users to local Hugo Boss retailers.

• Tiffany is now providing a application featuring a Ring Sizer that lets users determine their size. Users can zoom in to a ring to view details more closely and Users can make an ap-pointment for a diamond consultation via phone, email or in-store.



Brands looking to expand into other markets may view online as a smarter investment than bricks-and-mortar stores.

China syndrome

Mattel closed its Shanghai store, just two years after opening the biggest Barbie outlet in the world there, according to the Financial Times. Along with Home Depot and Best Buy, Mattel failed to crack the local market.

Shaun Rein, MD of China Market Re-search Group, says: “They chose the wrong location for the store and offered sexy clothes when young Chinese women tend to prefer cute designs like Hello Kitty.”

Analysts perceived all three companies were seen by consumers as expensive in a very price-sensitive market. In a pre-digital era these misunderstandings might be vaguely palatable, but not today. With the ability for an “ordinary person” to peer into the desires of digital citizens through the magic of social media and networks, this faux pas is unacceptable.

At the other end of the scale, Apple, Nike, LVMH and Estee Lauder have very profitable operations in China. It is widely documented that the mainland is rife with bootleg versions of most brands from Apple iPhones to Louis Vuitton handbags. So what are these companies doing right, that Mattel and company were not?

Speaking of high-end fashion, the lux-ury fashion website 1stdibs.com hosted a very rare sale of garments from by For-tuny, a highly sought after brand. The fact the sale is happening online says a lot about luxury brands and their digital presence, and about consumers’ prefer-ence for acquiring such products online. The site attracts 1.75 million visitors a month, and is a subscription-based service, offering stores and dealers a platform for online transactions.

This article would not be complete with-out mentioning the recent acquisition of Bulgari by LVMH.

Bulgari’s open enthusiasm for this deal is in stark contrast to the stealth purchase of Hermès shares by LVMH last October, which was “neither desirable or required” according to Hermès CEO Patrick Thomas. The group upped its stake in Hermès to more than 20 per cent last month, prompt-ing fears of a possible takeover. LVMH, of course, owns Guerlain, Givenchy, Hen-nessy, Marc Jacobs, Dior, De Beers and a host of other luxury labels.

So, what sort of digital strategy does LVMH have? Originally it had an online store called eluxury.com, but that closed in 2009 due to losing market share to brands offering ecommerce on their own sites.

One year ago LVMH launched now-ness.com as an information reference and original content repository. Similar to Youtube, the site customises offerings based on historical behaviour.

Clickstream data shows that almost a third of visitors visit Nowness.com after

being on Facebook, and 12 per cent visit the site after being on Twitter. After leav-ing the site, a quarter visit Facebook and just over 12 per cent visit Twitter. This suggests a high impact of “socialness” which is usually implicated with fashion and beauty content online. This behaviour should help generate more traffic.

Kamel Ouadi, digital EVP for Nowness, says the site is aiming to be a place to learn, with content that is easy to navigate. He previously worked as VP, managing the ecommerce and CRM functions of L’Oreal, China. n

This blog was originally published in ArabNet.com

changing fashions: luxury consumers are increasingly tempted by online shopping

alexandra tohme digital planner/strategy, Leo Burnett



As more high-end consumers turn to the internet, should luxury brands be more ready to explore social media marketing?

Lured To The web

TRadITIOnaLLY, LuxuRY brand owners have been hesitant to explore the world of social media marketing.

Some feel the accessibility of the inter-net might undermine a luxury brand’s promise of exclusivity.

However, as the percentage of High Income Internet Users steadily increases – reaching 71.08 per cent in 2008, ac-cording to Trading Economics – luxury brands cannot afford to ignore ecom-merce and online advertising.

Moreover, per capita, online shopping in the UAE reached $1,193 in Q4 2008, the highest in the Asia/Pacific, MEA re-gion, and has been growing ever since.

For those who worry that a move to the web will affect the experience that luxury brand shopping offers consumers, Alex Bolen, CEO of Oscar de la Renta, says the company’s staple product – close-fitting, $4,000 cocktail dresses – did very well when sold online.

Previously he thought these could only be sold in a boutique.

In such a case, it becomes important to invest in digital platforms for both visual and textual information and forums online. Brands such as Mercedes-Benz has successfully used digital platforms to boost its image as an elite, high-fashion brand that evokes desire, aspiration and an awareness of cultural exclusivity.

Combining information about the latest products with popular activities, such as gaming, for example, these brands have drawn in the Gen V high-income consum-ers, who are fervent users of new media and digital social networking platforms.

Dubai-based luxury lifestyle firm Irony Home has also prolifically used web-based tools such as Twitter and Facebook to inform and attract clientele.

The power of interactive audio and visual tools online can be tapped by the same storytelling tactics that mar-

keting strategies use to construct the aspirational lifestyle luxury products and brands represent.

The thought capital based on exclusive-ness – central to such brand identities – should be accessible to everyone for the value of such products to be rec-ognised. Since social media initiatives revolve around accessibility, there is no better platform to indulge the Gen V’s desire for an exclusive access to luxury.

Another aspect of targeted marketing where social media can be useful rests on its potential to allow brands to recognise influencers on the rise. Through careful community monitoring and management, such social authorities and arbitrators of trends can be identified and engaged as mediators of brand values.

Engaging their online and offline social networks can also be profitable in am-plifying brand awareness. Grey Goose, the French luxury distiller, is an example of a company that integrated the digital platform to support touch points like events, campaigns and customer service.

Luxury brands can walk the thin line between being exclusive, as well as accessible through careful social media strategising and successful integration of these new media forays into the existing offline marketing policies.

After all, luxury brands must, by defini-tion, be exclusive. However, their value must be recognised and desired even by those for whom it will only remain an aspiration. n

Easy access The elite nature of luxury doesn’t have to preclude populist social media

COVER STORY

akanksha Goelchief enthusiast, Socialize, dubai


Time well spent

75

65

55

45

35

25financially

securecultured highly

motivatedhere

to stay

74% of our readers have lived in the UAE for five years or more

Over half of our readers (55%) earn more that the national average monthly household income of AED 18,200*

50% of our readers have investments products within and outside the UAE

64% of our readers enjoy the theatre and going to live music concerts

Almost half of our readers (45%) visit cultural, heritage sites and museums

Almost half of our readers (44%) have enrolled in an educational course or learned something in the last year

A third of our readers (34%) have enrolled in self improvement courses over the last year

Source: YouGov Siraj, December 2010: The National Reader Profiling Survey conducted amongst (sample size) of The National’s readers

*UAE Ministry of Economy, 2009

To advertise in The National,contact our sales team on 04 4444800 oremail us at [email protected]

celebrating 3 years and

a very attractive readership

The National


In part two of our report on Global IAA chief Alan Rutherford’s address to the ABG, he recalls his days as global head of media at Unilever, where he helped bring “creative thinking and media closer than I’ve seen in any other agency or client relationship.”

GMR exclUsIve: MeAsURe of A MAn

“One Of the things that Unilever taught me was to be very process-driven in what we do with marketing services. We had a very disciplined planning proc-ess. I was lucky enough to start my work-life there with Niall Fitzgerald, my chairman. [Fitzgerald joined Unilever in 1973. He left in 2004 having spent the past eight years as chairman.] He is an accountant by background, but was actually a surrogate advertising and marketing man.

“We wrote a three-stage plan and set about implementing it, getting the struc-ture right. We put in place the resources, the policies, or ways-of-working – the global consistency to enable manage-ment to move forward.

“Secondly was organisation: To create the right environment for the capability

and get the buy-in of the key stake-holders, show early wins and remove the barriers. There was an information and education role as well.

“The third was to use Unilever’s scale to achieve real advantage in the market.

“I remember Niall asking me how long it would take to do all this. I said what I thought was a relatively pessimistic two years. He said five. It took seven because, to be honest, we underestimated the scale of the task, the amount of markets, the amount of global agendas.

“So what did we do?“Well, the first point was that everything

we did was endorsed and sponsored by the executive committee. Senior man-agement endorsement is fundamental to achieve any change in marketing services. We put in place what I call

Cl ient Serv i C i ng

AlAn RutheRfoRd

Alan Rutherford is chairman and world president of the IAA. he is also chair-man and non executive director for a number of companies, including Axiol-ogy, which specialises in performance management and financial compli-ancy of marketing services compa-nies, and uK-based digital market-ing company, Volume. Previously he was Ceo of digital Global, worldwide head of media at unilever and media director of ogilvy & Mather. during a short visit to the uAe late last year, he spoke to the Advertisers Business Group. What follows is an edited version of his presentation.

42-47-GMR 197 Q&A alan rutherford.indd 40 3/27/11 2:29 PM


‘The Policy’. Unilever had 12 policies. “Policies were things that had to happen,

had to be done. If you were a chairman of a company and you failed the order of your policy, well that was serious stuff, almost a dismissable offence.

“We had a media policy to ensure that certain things that we thought important happened in every country around the world. They included having media and financial audits. That was instilled early on to make sure the right process, the right compliance, was in place.

“We had key principles about how the discipline had to be operated – the role of planning, how to budget. There was a charter – which was subscribed to by both Unilever and agencies – about how people had to operate, had to respect each other. It was a real relationship builder. We identified who should be on the agency roster. It seems simple these days, but it wasn’t necessarily so then. We also defined what a stand-ard agency remuneration should be. I think there were 16 different remunera-tion levels, and some agencies getting excessive amounts, and they didn’t even do media.

“Media planning was to be consoli-dated everywhere around the world.

“So stage one [was] the structure. “Stage two was organisation. This is

where we started bringing more discipline into the overall media and marketing service management. We made sure that each marketing services manager, each agency, each country, had their set of KPIs, targets they had throughout that year. It allowed us to put some consist-ency in place.

“We rolled out what we called CCP – Communication Channel Planning – which I think was one of the first 360 planning processes. We supported that by giving the tools to each of the countries and the agencies so they could operate that. For example, there was a budget-ing tool, each brand, each agency had to use that budgeting tool. It allowed us to ensure brands in countries and

global categories were in alignment. They had the same information, the same tools, same process. There was a clear definition of marketing objectives and communication objectives.

“Everybody had set definitions that they could work with. We had a tool that helped people choose the com-munication channels they needed to deliver against objectives. We enabled thinking by helping people, helping our agencies and the marketing teams to deliver against that CCP. It wasn’t per-fect, but it was innovative at the time and significantly changed how Unilever went to market with brands.

“The biggest win was that it brought creative and media closer together than I’ve seen in virtually any other agency or client relationship unless, of course, it’s one overall assignment with a full-service shop.

“And then the final part was scale. How could we use the Unilever weight to achieve more? We ran a simple process

known as Project 40, which was basi-cally a European pitch for all the media planning/buying business. And actually it went beyond Europe eventually.

“The thinking was, ‘we’ve already consolidated in each country, so how could we further use our scale’? Funnily enough, every local agency that we used in Europe and every local Unilever me-dia manager or marketing director said we couldn’t do any more, we couldn’t improve our media buying at all. But you know what? If you increase the scale, increase the prize, you get peo-ple focused on stuff and you can do it. We significantly improved the value we achieved and significantly improved the media pricing we achieved. It was called 40 because the target was a 40-odd million euro saving, and it was easily over-delivered.

“We bought in hard measures for the agencies, however. Throughout we employed consultants and audi-tors to really measure, to drill down

reach: leveraging its global scale helped Unilver reduce marketing services costs

…often you will find things happen a few months down the line, which meant that you shouldn’t have paid that incentive…



Savings: Communication channel planning helped generate significant savings

… most of the audit companies audit the companies anyway, so how can they work on behalf of the client...?

really deeply into those results. We also took another angle and strengthened our own relationship with media owners. We entered into some long-term deals with media owners that we identified as being clearly strategic for Unilever. So we had a long-term deal with ITV in the UK, with Video international in Russia etc.

“On another project we looked at pro-duction. We called this Project Spielberg, because when we started to look at TV production, every TV production quote was like a Spielberg film. So we took a close look at that, bringing management in-house, we looked at de-coupling the agency/production house relationship.

“Finally – I think back in 2006 – we looked at digital and tried to work out

how to integrate the digital agencies onto the roster of creative agencies and the media agencies.

“That all brings me to my top-10 learnings drawn from Unilever, Publicis Group, from being at the IAA.

“The first is the contract. Everyone says ‘My contract is just about perfect,’ but I bet there are gaps in each and every contract that each and every one of you has.

“I bet none of you actually has the right to audit the media holding company, not the media company, the media holding company. That’s a very difficult clause to insert. And I bet none of you have the right to audit across the holding company a WPP, not just a Group M. Because it’s interesting how the hold-

ing company can use the breadth of the companies that it has to manage business in the way it wants to manage that business.

“Number two is dig deep on remunera-tion. Be very clear on the detail. If you are fee-based, you really have to start asking what goes into direct cost, what goes into overheads etc. And again, the old tricks remain, having the database staff bonus built into salary cost. It often gets missed by advertisers.

“Number three, be very, very clear on the KPIs for your agency. Keep them simple. Make sure they can be measured.

“Incentives. Again simplicity is key. Know how you are going to measure the incentives. Don’t be rushed into signing off payment of the incentive too quickly, because often you will find things happen a few months down the line which meant that you shouldn’t have paid that incentive. Once you’ve paid it, it’s very difficult to get it back.

“There will always be an excuse as to why there aren’t rebates in this


© G

etty

/Gal

lo I

mag

es



take your time: Don’t be rushed into signing off payment of the incentive too quickly, warns rutherford


market. ‘We’ve taken the rebates and we’ve built them into the new media prices because we don’t get rebates any more’. Just think about it. Rebates tend to get paid at the end of the year or the year after. Why would a media owner do that? Why would he pull it into the pricing and not do that at the end of the year or the year after? Remember, media owners need the cash, as well as the agencies.

“Beyond that, look at audit rights. You’ll often hear that the agency says you can audit the agency, but it has the right to choose the auditors. Or you can only use the big four audit companies.

“Now that has two interesting things there. One is that the big four audit com-panies don’t have the industry expertise, they don’t have the specialists in-house to be able to do the audit properly.

“Secondly most of the audit compa-nies audit the agency groups anyway, so how can they work on behalf of the client as well as work on behalf of the holding company? There’s something wrong there.

“Make sure you have the right to au-dit the group. Remember the old story called ‘the million dollar pencil story’ where a media owner buys from one part of the group, from stationery, and pays a million dollars for it. Actually all it is doing is paying the rebate to a part of the group. You may be auditing your media agency, but the rebate is being paid somewhere over there. You have to find a way of really protecting yourself from that.

“In any production work, there’s al-ways reserve. The amount of times the reserve doesn’t get paid back or isn’t

even asked for by the marketing teams is beyond a joke. Check for that.

Media credits“This really is a common one. This is where an agency invoices the client for space, but hasn’t been billed or paid the media owner. So that then goes into what’s then called a media credit and out into a media credit balance account. It sits there for two years. After two years, generally you don’t have the right to audit. It just goes into the agency accounts. That’s worthwhile checking. And again, always check the conditions of some of the small media.

“As I say, don’t change your agencies, change the way you manage them. As most of the big agencies work in the same way, It’s much more about the teams you have on your business. It’s about keeping them motivated, incen-tivised. Keeping them honest.

“Keep your bosses on board, particu-larly if you are into a serious discussion with the agency about remuneration or pitching or whatever. You need ‘air cover’ as they call it. Make sure that top management knows what’s happening.

everyone says ‘My contract is just about per-fect’ but I bet there are gaps in each and eve-ry contract that each and everyone of you has

© G

etty

/Gal

lo I

mag

es


When it comes to 4x4 luxury, there are few that compare to the new Nissan Patrol. Command attention on any road with its supreme performance from an unmatched 400hp engine. Savor every mile of effortless acceleration while the thoughtfully crafted interior wraps itself around you. Step inside and witness the decadent result of perfected history.

REWARD EVERY SENSE WITH LUXURY.

• Saudi Arabia: Alhamrani United Co., Jeddah, Tel: 02-6696690, Alhamrani Trading & Import Co., Riyadh, Tel: 01-4747777, Al-Jabr Trading Company, Damam, Tel: 03-8324300 • Dubai & Northern Emirates: Arabian Automobiles, Tel: 04-2952222 • Abu Dhabi & Al Ain: Al Masaood Automobiles, Tel: 02-6811118 • Kuwait: Abdulmohsen Abdulaziz Al Babtain Co., Tel: 4737977 • Oman: Suhail Bahwan Automobiles, Tel: 24560111 • Qatar: Saleh Alhamad Almana Co., Tel: 4283333 • Bahrain: Y.K. Almoayyed & Sons BSC(C), Tel: 736060 • Lebanon: Rasamny Younis Motor Co. S.A.L., Beirut, Tel: 01-273333


Multitasking: it takes a lot to manage all the relationships within marketing services says rutherford

…when we started to look at Tv production, every Tv production quote was like a spielberg film.

Client ServiCing

“Continuous and relevant KPIs; make sure you can measure those. Often you’ll need a resource to help you do that. Embrace procurement through that.

“Be prepared to challenge the agency and change your agency if the challenge doesn’t work … but only as a last resort.

“One of the other major things that I learnt is it’s very easy to get close to the agency, but that isn’t necessarily a good thing. It can make life very difficult for you down the line, if you have to challenge the agency.

“I used to say that there are two lots of marketing services: Core marketing services, which were all about brand building – creative agencies, media agencies etc. But you also hire non-core marketing services on an ad-hoc basis to ensure that the core market-ing services are doing the right job. You need auditors to check that the

media pricing is right, financial audi-tors to make sure their compliance is correct, remuneration specialists to help you negotiate etc. This was actually quite an investment in time. It took a lot to manage all those relationships, as well as the core marketing service relationships.

“Anyway, my company, Axiology, has pulled four of those together. These are the four companies.

“Fairbrother Lenz Eley is a media benchmarking company, media audit-ing company. Beekman Associates is an agency remuneration and benchmarking company. It has data from 70 countries around the world from most agencies. It can tell you the cost of a creative director in San Francisco vs New York vs Buenos Aires vs Shanghai.

“It can also tell you the average com-mission rates by most markets.

“Firm Decisions is the financial auditor. It is made up of independent special-ists, most of them qualified accountants, qualified auditors, who also have worked in agencies. And finally Mavis & Co, a production cost consultant.

“Interestingly Fairbrother and the others call themselves media auditors. They are not auditors.

“They are benchmarkers. They look at the prices, benchmark them into either what you’ve been promised or into databases or whatever. They’re not financial auditors.

“Firm decisions are financial audi-tors. When those guys go in and do a financial audit and compare it to a media audit report, you’ll often find there is a discrepancy.

“Actually, we had an example from the GCC. We did a financial compli-ance with a media report informing the audit, and there were millions, literally millions of loss/value and cash returns because of that audit. So it’s a very complex area, and the specialists are far better than any of us general-ists in this.

“Thank you for listening.” n



With many Arabs today asserting national pride, do marketing communications need to change their tone? Tarek El Jundi reports.

Who do you Think you’rE TAlking To?

“Whenever someone would ask me, ‘Where are you from?’…I’d say, ‘Fairfax County’. But a professor walked by my office last week and said, ‘Are you Egyptian?’ And, for the first time in my life, I said ‘yes’.” Khalid El-Arini, a doctoral student, Carnegie Mellon, February, 2011.

As national pride and self empowerment is asserted across the Arab world, has the time come for brands to revolutionise marketing communications too?

“I never ever bought the argument that great creative work was only suited for western markets. The latest Arab revo-lutions just confirmed that exact same point when it comes to government,” says Hubert Boulos, head of strategic planning, JWT Dubai.

“However,” he adds, “we have learned new things by observing events. Compared to the rest of the world, Arabs seem to be bolder these days and communications have to take that into account. Shouldn’t we

address these consumers who risked their lives for change, in a manner that better recognizes such boldness and courage, as opposed to delivering bland messages?”

Marketers must now talk to the consum-ers in a less collective tone “as it is best for brands to engage in the conversation,” adds Kamil Kuran, CD, Leo Burnett Beirut.

Dimitri Metaxas, executive regional director, Omnicom, inserts a note of cau-tion. “These moments in history should not be hijacked for commercial purpose.

“A blatant commercial message would backfire, and quite rightly so.”

Perhaps the most iconic example of effective communication during times of turmoil came during the 2006 war on Lebanon – Leo Burnett Beirut’s Broken Bridge Johnnie Walker billboard.

This campaign assured people that their brands “believe in their country as much as they do,” recalls Kuran.

“We managed to convey messages of hope, via a couple of prominent brands, that Lebanon will survive no matter what happens.

“It was not a message to try and sell something, more a message by the respec-tive brands to engage with people and tell them that the brands they love are part of the fabric of their society and believe in their country as much as they do.

“Brands today need to interact with people as people and not as consumers.”

A recent example comes from Memac Ogilvy Tunisia – see GMR, March, page

© C

orbi

s

Advert is ing

Bolder JWt dubai hubert Boulos

pEoplE poWEr

Caution: Cd of Leo Bur-nett Beirut Kamil Kuran

48-49-GMR 197 Advertising.indd 48 3/28/11 12:59 PM


© C

orbi

s

8 – which, sensing a post-revolutionary anti climax – created a virtual world where consumers could imagine their ideal country.

“We needed to find a way to encourage the people to get back to work and start rebuilding the country we had all fought for,” said Nicolas Courant, creative director.

“To do so, we strongly believed that we all had to focus on what we want for Tunisia, rather than look back nor complain about the present.”

The saliency of campaigns such as this, at this particular time, is amply illustrated through the Third Annual ASDA’a Burson-Marsteller Arab Youth Survey, released last month. (See News Plus, page 20)

The attitudinal survey canvassed 2000 18 to 24 year olds in the GCC, Lebanon, Jordan, Egypt and Iraq. It re-vealed the single greatest priority for youth in the Middle East is living in a demo-cratic country.

And it can be no co-incidence that the IAA Kuwait Chapter’s Young Creative Challenger is themed ‘democracy’.

When asked about how optimistic they are domestically and financially, 66 per cent of survey respondents said their country is headed in the wrong direction.

National mood then, for the time being at least, has taken a much more serious turn, but will advertising complement that?

Egyptian ads, for example, have tradition-ally often relied on goofy humour – typi-cally the angry man being the archetypal Egyptian citizen and the kid being silly, insecure and overweight, such as in the Coke Zero campaign.

Then there’s the phenomenally suc-cessful viral Panda ads; or the Melody Hits ad depicting Egyptians singing western songs using anything but rhythm, followed by a caption using bad English to amplify the humour. Funny? Yes. Butis that type of humour appropri-ate at this time?

Now that the mood has changed in Egypt, “the current situation requires marketers to fine-tune their marketing activities and be more tactful in their tone. Communica-

tion must be inspirational. It must instill national pride,” says Karim Khouri, MD, Impact BBDO Cairo.

(An Egyptian journalist, speaking on condition of anonymity, is contributing to an investigation into the best way to launch campaigns to promote social activ-ism, for example.)

Despite all this Leo Burnett’s Kuran does not subscribe to the theory that revolu-tion necessitates an overthrow of the marketing status quo as well.

“I wouldn’t say marketers need to

change their tone, but marketers need to engage with people as people, given any situation.”

What is beyond dispute is that Arab society is changing radically.

As Boulos points out: “Agencies never act on their own, they always act on be-half of their clients. Any communication strategy has to be specific to a brand’s needs. There is no way one can set up a rule on how to communicate during and after revolutionary times for a brand. The only kind of communication I can think of is more related to crisis management if a brand has been too much associated with a failed regime.”

There is, however, one area in which agencies should play a crucial role, he adds.

“They have to help countries emerg-ing from a revolution get back on their feet. That means reassuring foreign inves-tors and businesses and attracting back tourism, which in many cases is a vital part of the economy.

“I truly believe that no other industry is better equipped to do that.” n

Walk tall: Brands need to show they believe in the people’s country, says Leo Burnett’s Kamil Kuran

opinion: memac ogilvy tunisia’s nicolas Courant

nEW voicE

Fine-tune: impact BBdo Cairo’s Karim Khouri

…these moments in history should not be hijacked for commercial purposes…

48-49-GMR 197 Advertising.indd 49 3/27/11 1:56 PM

.com

SUBSTANCEAccess to the influential

To find out more, contact Hani Soubra on +971 4 3678090 or [email protected]

It would take a queue of 71,000,000 people to connect New York, London, Paris and Tokyo. That’s the number of viewers watching BBC World News1 every week.

And that’s before we add in the 49,600,0002 online visitors to BBC.com.

We also reach at least 3 times more business decision-makers and influential opinion leaders weekly than any print title3, meaning you can always find your target audience – wherever they are.

Substance to complement your style1 BBC Global Audience Estimate 2010.2 BBC.com unique users, Omniture Q2 2010. 3 EMS + CEMS Summer 2010 (12 months) Universe/Base, Target Group is all respondents (46,371,000/26,778). EMS is a survey based on the top 13% of income earning households in Europe. Competitive set is all weekly news and business print publications.

BBC World News is a trademark of the British Broadcasting Corporation © 1996

StyleWhy do leading brands work with the BBC?


S e c T O r a n a L Y S I S

fragranceS anD cOSMeTIcS

neXT MOnThTraVeL anD hOSPITaLITY

Positively glowing 53Looking good 58Under the skin 62On the scent 70camera ready 74Parc analysis 78Parc data 81

scenting a change in the fragrance and cosmetic sector for the better, GMr sources the factors behind the healthy outlook.

© C

orbi

s

52-57-GMR 197 SA Lead 1.indd 52 3/27/11 2:33 PM


The fragrance and cosmetic sector has weathered the economic storm to emerge relatively unscathed.

A rosy glow

The fragrance and cosmetic industry remained stable in the GCC last year as the impact of the global financial crisis started to subside.

A number of countries in the region appeared unbowed by the economic slow down, namely Saudi Arabia, which remained “very high and dynamic,” says Sana Toukan, senior research analyst at Euromonitor International.

According to Toukan, leading suppli-ers in the kingdom appeared unfazed by the downturn in 2009 and instead con-tinued aggressively with their marketing activities into 2010, including product launches, innovation and advertising and promotional activities.

“International companies such as Unilever, Procter & Gamble, Beiersdorf, Colgate-Palmolive Arabia, Chesebrough-Pond’s, Dabur India and Gillette, as well as leading local suppliers such as Ara-bian Oud Co, led these activities, while the number of newcomers continued to invade this market of high potential,” says Toukan.

The UAE also saw healthy growth in 2010, fuelled by several factors. The most important is the high per capita income that most Emirati consumers enjoy, which had seen a notable decline in 2009.

“Furthermore aggressive company activities conducted by several multi-nationals present in this environment contributed to performance, as did the healthy socio-demographic factors and continual development and modernisa-tion of distribution,” concludes Toukan.

For market heavyweight Estée Lauder, all GCC markets showed growth, “even the UAE,” says Stefan Herzog, VP and GM, Estée Lauder Companies in the Middle East and India. “Dubai as a

city was challenged due to consumers being more careful in their spending, but other emirates more then made up for this,” he says.

While low consumer confidence im-pacted volume and value growth rates in 2009, Euromonitor estimates that sales in colour cosmetics in the region’s two largest markets – the UAE and Saudi Arabia – will have reached $116.1 million, and $279.5 million respectively by the end of 2010.

Definitive figures are yet to be released, but Euromonitor also expects full-year figures in Qatar and Kuwait to reach $14.7 million and $20.3 million respectively.

Sales in Oman are expected to reach $36.4 million, and in Bahrain $10.1 million.

The region’s fragrance sector, too, will report similar growth rates for last year.

Total sales in Saudi Arabia are estimated to reach $783.6m, in the Emirates $202.3 million, and in Oman $39.89 million.

Kuwait, Qatar and Bahrain are also expected to post increases in total sales to $32.8 million, $11.9 million and $6.9 million for 2010.

Purchasing power appeared steady last year, with a shift in sales from prestige to “masstige” cosmetic brands. Repre-senting a halfway point between mass and class, masstige products managed to deliver successful results across the

The glossies: cosmetics and fragrances in the Uae saw healthy growth in 2010, says euromonitor

fAcing fAcTs

Masstige: Peter Widmann, Max factor, Procter & gamble

© C

orbi

s




region as more consumers looked for value for money. Mass products are expected to account for 54 per cent of total cosmetic sales during 2010, Euro-monitor data estimates, with premium brands claiming 46 per cent.

“Due to the crisis, consumers definitely shifted their purchasing decisions from prestige to masstige cosmetics brands,” says Peter Widmann, marketing manager for colour cosmetics at Max Factor, Procter & Gamble.

“Consumers in the Gulf have very high standards for quality and innovation, but they have also realised during the crisis that they don’t need to spend a fortune to get great quality and innovation.”

Max Factor reported continued growth across the Middle East last year, with rates across all segments – face, eyes, lips and nails – increasing by five to 10 per cent. While a country-specific breakdown is unavailable, latest figures from P&G show net sales in Eastern

Europe, the Middle East and Asia ac-counted for 42 per cent of the group’s total sales last year ($33.14 billion), which reached $78.9 billion.

Value-added features, such as long-lasting effects, natural ingredients and packaging innovation, also formed a key part of the

decision-making process for consumers last year.

“Value-added benefits were very im-portant to consumers this year and last year,” adds Widmann. “A woman with a high standard of beauty will not sacrifice on the quality of her cosmetics. The Arab woman is a very demanding cosmetics consumer as well, and her look needs to withstand the harsh elements of the desert – heat, sand and dust. Brands that offer high quality performance at a reasonable price are very much in demand.”

For Estée Lauder’s Herzog, added benefits was an important factor for consumers both last year and “one we continue to drive this year”.

Consumer awareness also increased last year, with many becoming more sophis-ticated, savvy and well informed about their products.

The influence of celebrities also impacted sales. In Kuwait, for example, the prolif-eration of music channels and increasing popularity of pop stars has affected consumer preferences and attitudes. In a bid to claw greater market share, multi-nationals and regional players continually use them as brand ambassadors. Similarly, in Qatar, women prefer international brands that are advertised by famous celebrities.

in Kuwait … the proliferation of music channels and increasing popularity of pop stars has affected consumer preferences

Making scents of it all: consumer awareness increased last year, with many becoming well informed about their products

Beiersdorf is realigning the nivea brand in its 100th anniversary year. With the strategy, it will focus on its core competence on skin care, placing nivea at its centre. a comprehensive activation package supporting the nIVea realignment will begin its implementation phase in May.

happy anniversary

© ar

abia

nEy

e.co

m


© C Squared Events Ltd.115 Southwark Bridge Road, London, SE1 0AX, UK. T: +44 (0)20 7367 6990 E: [email protected]

Companies attending The Festival of Media include: AOL, Cadbury, Carat, Carlsberg, Cisco, Colgate Palmolive, Facebook, Fox, Google, Havas, Heineken, Kelloggs, L’Oreal, Mastercard, Mediacom, Microsoft, Mindshare, MPG, News Corp., Nike, Nokia, OMD, Orange, P&G, PHD, Philips, Santander, Shell, T-Mobile, Toyota, Turner, Wrigley, Yahoo, ZenithOptimedia and many more.

Montreux, Switzerland8-10 May 2011

Organized by

Find out how the global media and marketing landscape is changing at the world’s leading Festival of media creativity and innovation. Global advertiser speakers include:

• Esther Lee, SVP Brand, Marketing & Advertising, AT&T• Lito German, Marketing Director, BMW Asia• Mark Stewart, VP Global Media Services, Kraft Foods• Brian Wallace, VP Digital Marketing & Media, Research in Motion• Michael Donnelly, Group Director Worldwide Interactive Marketing, The Coca-Cola Company• Luis di Como, Global Media Director, Unilever

See the website for the latest list of speakers and agenda.

Can brands built over decades be destroyed in 140 characters?

Follow us

BOOK NOW to attend at www.festivalofmedia.com


Price points varied between luxury and mass brands over the course of the year. For mass brands, such as Max Factor, the colour cosmetics market sustained price points, “though we did see an increase in promotional activities, such as gifts or products with purchase,” says Widmann.

“In the masstige segment, taking prices down as a response to the crisis can erode category value – value-added consumer offers are a great way to drive brand equity and brand trial without eroding the category value.”

Meanwhile, Estée Lauder Companies – owner of Clinique, Jo Malone, M.A.C makeup, and Bobbi Brown – increased some prices for select product categories due to “increased operating costs, ship-ping, manufacturing, market standard and inflation,” says Herzog.

Product distribution remained relatively unchanged with beauty specialist retailers and supermarkets leading on all fronts.

“Both channels played a significant role in boosting sales of many products, particularly fragrances, colour cosmetics and men’s grooming,” says Euromoni-tor’s Toukan.

The strong development of these chan-nels across the region, both in terms of the number of outlets and selling area, is expected to continue boosting sales across the Middle East this year and next.

Supermarkets account for more than 60 per cent of cosmetic sales in the UAE and 31.5 per cent of fragrances. Health and beauty retailers account for 27.6 per cent and 45.5 per cent in cosmetics and fragrances respectively.

Kuwait tells a slightly different story. Fragrances make up 23 per cent of the country’s $134 million toiletries and cosmetics industry and colour cosmetics 15 per cent. Cosmetics are usually bought from independent specialists and mixed retailers such as department stores.

Despite the economic slowdown, many suppliers were also brave enough to maintain their levels of ad spend last year. Spend in the GCC and Levant totalled $115 mil-lion last year, according to PARC. Scents and fragrances made up 43 per cent of total ad spend last year, with cosmetics among the top spending product category; L’Oreal, P&G and Unilever being the lead-ing advertisers in the region.

“Lebanon is the top spending market in the region on the sector followed by the UAE, Saudi Arabia, Kuwait and Egypt in order of their spending on the category,” says Shaharyar Umar, product manager for PARC. “TV has replaced magazines as the most preferred channel in 2010. The share of TV spending among media type last year was 54 per cent, compared to 33 per cent in magazines. Newspapers enjoy only 12 per cent of the monitored media share. The share of other media is negligible as of now.”

So, with all of these factors, – healthy growth, little movement in price and on-going advertising spend – it seems the region’s fragrance and cosmetic landscape is geared up for a prom ising 2011. n


…in Qatar, women prefer international brands that are advertised by famous celebrities.

chart-topper: The influence of celebrities impacted sales positively

© C

orbi

s


In today’s always-on era, female consumers are more pre-occupied than ever – especially here in the Middle East. Advances in economic status, along with the impact of digital media, are altering the structure of their daily lives, changing their brand relationships, and radically reshaping their need-states.

The 5th annual GMR Marketing to Women Conference will deconstruct conventional marketing wisdom to help unearth fresh insights, new attitudes and behaviour as part of a deeper drill into what women really need from your brand.

For bookings and sponsorship opportunities please email us on [email protected]

THE ADDRESS - DOWNTOWN DUBAI

S I LV E R S P O N S O R M E D I A PA R T N E R S

5TH GMR MARKETING TO WOMEN CONFERENCE

WOMEN 24/7 – WHERE’S YOUR BRAND WHEN SHE NEEDS IT?

31ST MAY 2011

BOOK NOW

Business

Sports

Automotive

Entertainment

General & News

Female

M2W2011-GMR.indd 1 3/27/11 1:02 PM


The region’s intense predilection for fragrances and cosmetics ensures a healthy outlook for the coming years.

Looking good

After A buoyAnt performance in the fra-grance and cosmetic industry last year, experts are anticipating a promising 2011.

In the GCC alone, total sales are expected to exceed $1.6 billion by year-end, $500 million in colour cosmetics and $1.13 billion in fragrance sales.

According to Euromonitor International, by year-end 2014 the sector could increase by 15.1 per cent to reach annual sales of $1.88 billion – $578.5 million in cosmetics and $1.3 billion in fragrances respectively.

Growth prospectsSaudi Arabia’s F&C sector is set to report the biggest increase in sales this year, with total sales reaching $1.1 billion, of which cosmetic sales will account for $292.3 million this year.

Fragrances, meanwhile, are forecast to jump from $821 million in annual sales this year to $939.2 million by the end of 2014.

The UAE, too, will report strong sales figures, with the fragrance sector reach-ing $213 million this year and $248.2

million in 2014. Oman and Kuwait will see total market sales reach $79.6 mil-lion and $55.5 million respectively in 2011, increasing to $91.1 million and $63.4 million annually by the end of 2014.

Total sales in Bahrain and Qatar are expected to reach $23.9 million and 23.3 million this year, and $29.9 million $25.9 million by 2014.

Products expected to experience most movement in 2011 are eyes and nails “as younger women start challenging make-up brands with more interesting and trendy looks,” says Peter Widmann, marketing manager, colour cosmetics at Max Factor, Procter & Gamble.

“Most of the countries in the Arab world show strong promise for 2011, es-pecially in the GCC, but also in North

S e C t o r A n A L y S I S

© ar

abia

nEy

e.co

m

roots: David Crick-more, Ceo Amouage

sTrong performers

Increase: Kamal os-man Jamjoom, Mikyajy



© ar

abia

nEy

e.co

m

Africa, despite recent events. The most promising product areas will be those that introduce strong innovation.”

With growth, however, comes challenges. Competition across colour cosmetics is expected to intensify due to the expand-ing retail landscape and strong economic recovery. For mass brands such as Max Factor, Widmann says challenges include “sustaining category value in the face of increasing competition, a changing retail environment moving from traditional trade to big retailers, and shifting consumer habits as a younger population of more informed and engaged consumers enters the category.”

retail landscapeThe colour cosmetics segment contin-ues to be dominated by international brands and manufacturers. However, in the UAE domestic players have proved themselves highly capable of grabbing a portion of sales, with Kamal Osman Jamjoom – owner of the Mikyajy brand – increasing its value share from three per cent in 2005 to more than five per cent by the end of 2009.

Similarly, Saudi Arabia, albeit a little slower, has experienced a rapid expan-sion in terms of the number of outlets and product variety offered by retailers active in private label offerings – such as Mikyajy, Faces, Paris Gallery and Gazzaz.

Domestic manufacturers are notably present in fragrances as a result of in-creased demand for Arabian perfumes. This heightened interest in Middle Eastern-inspired fragrances has pre-sented domestic players with a greater opportunity on their home turf, and in overseas markets.

In May 2010, Omani House of Amouage opened its first stand-alone store in the UAE, followed by the opening of its first branch in Europe in July. While the firm already sells its products within high-end retailers across Europe, the US and Russia, the opening of the London store marked the first step in Amouage’s plans to go global.

David Crickmore, CEO, Amouage, says both openings are a key step in the firm’s “expansion strategy to open mono brand stores in key opinion-forming cities throughout the Gulf, Europe and the US.”

He adds: “What sets us apart is lon-gevity. We have always remained true to our roots with an aim to be timeless, not trendy. We never compromise on quality or creative integrity.”

Saudi-based Arabian Oud, which al-ready has a strong international presence, accounts for more than 30 per cent of fragrance sales in Saudi Arabia, boast-ing a 35 per cent market share at the end of 2009.

In the UAE, major domestic manu-facturers Ajmal, Rasasi and Designer Shaik, together accounted for 21 per cent of total fragrance value sales in 2009, with Ajmal holding a retail share

of nine per cent, the second largest in fragrances after L’Oreal Middle East FZE. And like its international counterparts, Ajmal remains one of the most prolific fragrance houses, regularly promoting limited-edition line extensions.

Market trendsImpetus is building behind the latest marketing concept, Arabian oud. While the fragrance sector typically welcomes thousands of new launches every year, it seems more manufacturers are incor-porating Middle Eastern scents into their products, such as amber and oud.

Christian Dior, Guerlain, Tom Ford and L’Artisan have all followed this fragrance direction by adding oud to their prestige list of ingredients.

Most recently, Georgio Armani launched a Prive Oud Collection and Jo Malone

products expected to experience most movement in 2011 are eyes and nails…

tips and toes: total sales of mass brands are forecast to exceed $1.6 billion by year-end



S e C t o r A n A L y S I S

unveiled its Oud and Bergamot scent, part of its Intense Cologne Collection.

Local and faith-based tourism will also favour the ‘oud movement’ as many visitors prefer to purchase gift perfumes due to the huge variety in terms of both fragrance and price.

Changes are also taking place in the halal cosmetic industry.

Latest figures show halal beauty products account for $500 million of the $2 trillion global halal market. And while western brands are seeking to prove their commitment to the Muslim consumer, the market is facing tougher scrutiny to meet buyers’ expectations.

“Being pork- and alcohol-free is no longer satisfactory for the discerning consumer,” says Dr Mah Hussain-Gambles, founder of Saaf Pure Skincare, A UK-based halal cosmetics brand.

“Like the west, there is a green move-ment going on in the halal industry where consumers are starting to look beyond ‘halal-washing’ and at the quality of ingredients used in so-called halal products. They also want ingredients which do not harm the body in their halal consumables. Natural or organic is the next development in halal.”

Premium vs mass While a shift from premium to masstige is expected, markets such as Saudi Arabia are likely to experience greater sales in prestige fragrance brands. Ac-cording to Euromonitor, premium fra-grance sales are forecast to reach $714 million this year and increase to $818.7 million by 2014.

Sales in mass brands are expected to reach $107 million this year and $120.3 million in 2014. And while most TV-advertised brands in Saudi Arabia have included mainly mass offerings over the years, thus supporting a shift to mass products, the impact on luxury brands was marginal.

This indicates that a large proportion of wealthy Saudi females are still willing to spend lavishly on having premium brands – either for prestige or brand loyalty. The cosmetics industry in the kingdom differs slightly. Figures up to 2009 show that the gap between premium cosmetics and mass products is closing, with the market split 55 per and 45 per cent respectively, compared to a 62.5 per cent and 37.5 per cent split in 2004.

“Mass remains the larger share in the sector for skincare and cosmetics, but it’s not clear whether this is a new shift for consumers or remnants from the down-turn,” says Stefan Herzog, VP and GM of Estée Lauder Companies in the Middle East and India. But for this year, he adds: “As everywhere else in the world, the consumer is expecting the best products at the best price, delivered with the best service. We and our retail partners need to assure that we can match this expectation.”

For Sana Toukan, senior research analyst, Euromonitor, demand for mass products will remain very high in 2011, while premium offerings remain profound in the market “as people across the region, especially in Saudi Arabia and the UAE, continue to enjoy a high disposable income.” n

Halal: Dr Mah Hussain-Gambles, Saaf Pure Skincare

brighTer fuTure

Dynamic: Sana toukan, euromonitor

Local hero: oman’s Amouage has always remained true to its Middle east roots, despite its international expansion


A MEETING OF MINDS FROM THE MIDDLE EAST INSURANCE INDUSTRY

For bookings and sponsorship opportunities please email us on [email protected] or visit www.insurex.me

• POLICY magazine, the voice of Middle East Insurance, presents the 8th INSUREX conference.• Mingle with more than 300 professionals and engage in stimulating debate, finding practical solutions

to today’s most pressing issues in the insurance world.• Rewarding excellence, INSUREX will be complemented by the coveted INSUREX Awards.

OCTOBER 2011 DUBAI - UAEBOOK NOW

BRONZE SPONSORS:

Under the patronage of Sheikh Hamdan bin Rashid Al MaktoumDeputy Ruler of Dubai, UAE Minister of Finance and Industry

POLICY magazine presents

PLATINUM SPONSOR:

INSUREX2011-GMR.indd 1 3/24/11 4:36 PM


Performance trumps price in the UAE and Saudi Arabia where skincare is a major priority, says new study from Kaya Skin Clinic.

GMR ExClUSivE: SKin dEEP

A recent survey among women in the UAE and Saudi Arabia, commissioned by Kaya Skin Clinic Dubai, examin-ing attitudes and behaviours towards skincare regimes, has revealed some marked differences between the two.

The research revealed that while diet and hydration take precedence for maintaining good skin, the mental at-titude of the user also plays a key role in achieving beautiful skin, especially among the respondents in Saudi Arabia.

More than 80 per cent of the respond-ents in both the UAE and Saudi Ara-bia felt diet helps to promote beautiful skin; nearly 68 per cent of consumers in both markets felt hydration was very important, while some 60 per cent of respondents in Saudi Arabia felt mental

health played an important part. This was more subdued in the UAE with 43 per cent.

Skin-deepThe research also revealed that for west-erners beautiful skin is more related to health and a sense of wellness, with 69 per cent reaffirming the importance of a workout for beautiful skin. Hence,

the services need to focus on cleansing and smoothening, with an end-effect of freshness and youthfulness.

In the UAE, beauty is also strongly attributed to exercise. Similarly, a vast majority of westerners see exer-cise as an important requirement for beautiful skin, while a little more than one third finds that quality products are paramount. Women aged 41 to 45 years, in particular, see the need for a consultation with a dermatologist necessary for beautiful skin compared to other ages.

Women aged 31 to 35 feel that skincare products are more effective in helping the skin look healthy and young.

As one reaches 31 years and above, there is a stronger need for skincare

S e c t O r A n A L Y S I S

© G

etty

/Gal

lo I

mag

es

qUAlity

Waxing lyrical: Samir

Srivastav – executive VP

and regional head of Kaya

– MenA



© G

etty

/Gal

lo I

mag

es

products. Nearly 70 per cent of respond-ents feel that beautiful skin leads to increased confidence.

However, the research also pointed out that the spurt of products in the market definitely affects the preferen-tial trends among the target audience.

Women, it seems, prefer the latest technologies, but they are also over-whelmed with the number of products in the market – nearly 60 per cent of respondents say product options are confusing.

Another noteworthy aspect is the comparatively low levels of knowledge among women of the various skin types, pointing to a need for more education.

Nearly 13 per cent of respondents in Saudi Arabia are not satisfied with their skin, particularly younger women.

Primarily, skin-based treatments are centred on occasions, the study said, emphasising that the majority of women undergo beauty services before marriage, functions, parties and other celebrations.

More than 70 per cent pamper their skin before a party/celebration. Younger women are more inclined towards spe-cific event/celebration skin preparation, while, as they get older, this is coupled with preparation against skin ageing.

The research also pointed out that a majority of women in the region identified unwanted facial hair as a major problem, followed by dark circles around the eyes and blackheads. The key take-out is that specialised packages of depilatory as main offering with acne treatment for younger market, while depilatory should be paired with anti-ageing for older respondents, the study inferred.

On deciding upon a treatment and brand, quality is seen as the most im-portant factor in the purchasing de-cision, followed by clinical or brand recommendation. Price is the least dominant factor.

“The survey clearly pointed out the need for more anti-ageing and skin peels, as also skin clearing and smoothen-

SKIN CLINICS

DermatoLogISt vISItS

Beauty haBItS (top momeNtS requIrINg extra SKIN Care)

Least satisfied

Least satisfied

For parties you will attend

Code 02

Code 02

marriage

Code 03

Code 03

Before you hit your 30s

Code 04

Code 04

When you see the first signs of ageing

most satisfied

most satisfied

When one is already longing for past youthfulness

recommended by blogs or forums

International chain of skin clinics

good priced promotion

read in an article

advertised on tv/radio/online

advertised in leading magazines

highly recommended by friends/family

Dermatologist part of a known skin clinic

recommended by blogs or forums

read in an article

advertised on tv/radio/online

advertised in leading magazines

highly recommended by friends/family

uae

KSa

Locals (uae/KSa)

expat arabs

Westerners

14

6

761734

12

19

14

17

11

8

15

18

7

6

3 21

23

28

44

40

25

81

63

7272

5663

49

7067

83

7377

52

17

16

27

41

26

21

15

4

16

26

41

42

22

21

9

3

17

20

32

34

28

24

9

6

8

11

22

28

35

29

22

13

11 34 49

8 24 29 25

Source: Kaya Skin Clinic Dubai, 2011. All figures in %



Satis

fact

ion

driv

ers

Beauty ServICeS (INFLueNCerS)

husband

parent

Friends

Dermatologist

Spa staff

Beautician

others

11

10

63

48

5

9

23trus

ted

peer

s

0 10 20 30 40 50 60 70 80 90 100

0 100908070605040302010

73

6139

35

5568

97100

8883

85

61

Sam

ple

size

: Fem

ales

, loc

als,

exp

at A

rabs

and

wes

tern

ers,

age

d 20

to 4

5 ye

ars,

SEC

ABC

1, U

AE: 3

00, K

SA: 2

00. S

ourc

e: 2

010

The

Neils

en C

ompa

ny





Beauty proDuCtS (top oF mIND FaCIaL Care proDuCtS)

Significant difference

ImportaNt CoNSIDeratIoNS

Significant differenceuae KSa

value for money

affordable

high quality

recommended by friends/family

recommended by dermatologists

Service from a famous skincare/facial care chain

0 10 20 30 40 50 60 70 80 90 100

7651

6029

9880

6331

7972

8048

uae KSa

Cleansing milk

products for acne

anti-aging products

Whitening products

Sunscreen cream

Facial moisturizer

Facial wash

0 10 20 30 40 50

3

3

4

7

106

4

7

12

27

416

4444

Beauty proDuCtS (proDuCt uSage)

ever used

past 3 months usage

past 4 weeks usage

past 7 days

usage

Facial wash 94 93 90 86Facial moisturizer 89 86 85 80Sunscreen cream 79 78 75 68hair removal products 78 77 75 29Cleansing milk 51 47 42 35Whitening products 42 40 33 26Cleansing mask/purifying mask 42 41 34 16peel off mask 39 37 29 10Facial scrub 38 35 31 12eye contour/eye care 32 30 27 21anti-ageing products 30 29 28 24toner/astringent 27 25 20 17products for acne 25 22 15 10oil-free products 15 13 9 6

penetrationrate

retention rate

Facial wash 98% 96%Facial moisturizer 96% 96%hair removal products 95% 96%Sunscreen cream 94% 95%Cleansing milk 86% 82%peel off mask 83% 74%toner/astringent 82% 74%Cleansing mask/purifying mask 81% 81%Facial scrub 79% 82%eye contour/eye care 78% 84%Whitening products 78% 79%anti-ageing products 77% 93%Serum/essence 73% 63%products for acne 68% 60%oil-free products 65% 60%

Sam

ple

size

: Fem

ales

, loc

als,

exp

at A

rabs

and

wes

tern

ers,

age

d 20

to 4

5 ye

ars,

SEC

ABC

1, U

AE: 3

00, K

SA: 2

00. S

ourc

e: 2

010

The

Neils

en C

ompa

ny







attItuDe IN SKIN Care

Strongly disagree Disagree Neither agree nor disagree agree Strongly agree

I am embarrassed about excessive hair on my body

I am concerned about the effects of the sun on my skin

Beautiful skin is for everyone – not just for models

I spend time on skin care even if I am busy

I would like to spend more time taking care of my skin compared to what I do today

having beautiful skin makes people take notice of you

having beautiful skin gives you confidence

2

1

1

2

1

1

1

1

9

10

21

15

6

25

23

7

4

5

3

3

36

38

39

50

25

47

47

35

33

68

70

73

Beauty haBItS (SatISFaCtIoN oN oNe’S SKIN)

extremely satisfied Somewhat satisfied Neither satisfied nor dissatisfied

Somewhat dissatisfied Dissatisfied

41-45 years

36-40 years

31-35 years

26-30 years

20-25 years

Westerners

expat arabs

Locals

KSa

uae

total

21

19

20

24

16

12

28

22

22

26

39

55

47

46 5 10

9

15

12

11

56

57

65

56

58

58

54

56

10 14

15 7 2

10

10

15

17

5

10

9 2

2

1

1

13

9

12

8

10

2

1

DeCISIoN proCeSS

Who influences? total uae KSa

Beautician 65 73 53Friends 58 59 58Dermatologist 53 46 65In-store advisors 46 54 32Family members 45 42 51tv ads 26 18 37online 15 14 16mother 13 10 19

Sam

ple

size

: Fem

ales

, loc

als,

exp

at A

rabs

and

wes

tern

ers,

age

d 20

to 4

5 ye

ars,

SEC

ABC

1, U

AE: 3

00, K

SA: 2

00. S

ourc

e: 2

010

The

Neils

en C

ompa

ny





27794oc GMR 280x215 11/03/2011 10:55 Page 1


ing, with an end-effect of freshness and youthfulness.

“Interestingly, the survey also found that quality was the prime factor shap-ing the customer’s decision to go for a service or product, with the price be-ing the least important factor,” Samir Srivastav, executive VP and regional head of Kaya, MENA, told GMR.

Women in the UAE are most concerned about quality. Other key influencers are beauticians (73 per cent), followed

by friend’s recommendations and then dermatologists.

In Saudi Arabia, however, the key influencer is recommendations from dermatologists (65 per cent).

Beauty productsTop-of-the-mind recall for facial beauty products are: facial wash (44 per cent), followed by hair removal, moisturiser, sunscreen and cleansing milk. Trusted peers and a clinical authority are the

main influencers for facial services, especially in Saudi Arabia, where 53 per cent of respondents would have their facial services at home. In the UAE, however, 39 per cent – the majority of them younger – prefer to visit salons.

A further breakdown reveals that majority of Westerners (more than 51 per cent) want to go to salons for facial services, compared to locals/expatriate Arabs, who prefer their homes.

Among the services availed are facials (67 per cent) and waxing (68 per cent) – focusing on skin ageing and skin peels. In depilatory services, women in Saudi Arabia

top skin problems

total UAe ksA locals expat Arabs

West-erners

20-25 26-30 31-35 36-40 41-45

Unwanted facial hair 55 60 47 61 60 10 52 56 57 56 49Dark circles 42 29 62 43 41 41 40 42 37 49 43blackheads 40 32 51 44 37 27 50 37 39 35 33pimples/acne 39 38 41 44 32 41 64 50 38 15 21Dull/stressed skin 33 39 24 34 33 27 26 37 31 36 37Unwanted body hair 33 36 29 34 38 15 35 27 34 38 30Age signs/wrinkles 31 37 23 24 36 51 7 18 34 52 59enlarged pores 29 30 29 35 26 14 34 24 29 30 29excess oiliness 28 32 23 32 26 20 28 30 33 25 25Dark spots 27 28 25 27 26 27 30 22 29 23 30redness 27 35 14 19 34 39 24 29 28 30 21pigmentation/uneven skin tones 22 24 20 23 23 20 15 22 19 31 27


beAUtY HAbits (DesCriptions oF beAUtiFUl skin)

total 505%

UAe 305%

ksA 200%

locals 271%

expat Arabs 175%

West-erners 59%

20-25 124%

26-30 101%

31-35 100%

36-40 117%

41-45 63%

Clear skin 66 68 63 64 69 66 66 59 70 65 71smooth skin 63 60 67 66 55 68 67 67 62 57 57Fresh skin 56 59 52 65 47 42 56 60 54 55 56Young skin 52 54 50 53 47 63 52 49 56 50 57Healthy looking skin 48 56 36 43 45 85 46 44 53 48 54Clean 47 43 54 49 46 42 55 49 43 38 56pure 44 45 42 45 45 32 40 48 43 40 51natural 42 41 45 42 38 54 43 53 38 34 44Flawless 42 44 39 42 39 49 40 42 48 37 46Wrinkle-free skin 41 46 35 38 37 71 35 28 55 46 44


S E C T O R A N A L Y S I S

Source: Kaya Skin Clinic Dubai, 2011 All figures in %


…quality was the prime factor shaping the customers’ decision to go for a service …



AboUt tHe sUrveY

the face-to-face research, conducted for kaya skin Clinic, was carried out by nielsen. Five hundred respond-ents – 300 in the UAe and 200 in saudi Arabia including 60 westerners in the UAe – took part. All female respond-ents spent a minimum $133 (sAr/AeD500) a month on skincare products or procedures. kaya skin Clinic operates 13 clinics across the region.

prefer halawa (88 per cent), while in the UAE more than 40 per cent would opt for waxing.

Westerners, in general, are more open to waxing – more than 50 per cent. Product effectiveness, integrity and expertise in skin dryness are the top considerations among women in Saudi Arabia when choosing a dermatologist. Respondents in the UAE, however, not only look for effectiveness, but also need reassurance regarding experience and reputation.

In another interesting insight into the role of technology in skin treatments, a massive 94 per cent prefer to use the latest in technology and are pre-

pared to pay a premium as long as they are effective.

A majority agree that proper skin care and use of technology can help fight/ reduce/reverse the signs of ageing.

“As one gets older, there is a stronger need for more than diet and exercise to achieve beautiful skin, with expertise from dermatologists,” the research said.

“This research with Nielsen went a long way in understanding the preva-lent trends in skincare, hair removal and anti-ageing and maps our equity across the verticals,” said Dr Moham-mad Dallah, specialist dermatologist at Kaya Skin Clinic.

“These insights help companies

beAUtY HAbits (reqUirements For beAUtiFUl skin)

Diet

Hydration

exercise

mental health

Dermatologist consultation

Home remedies

skin care products

0 10 20 30 6040 70 80 9050 100

87

8588

78

6868

7073

46

42

4359

5351

25

1625

2520

32

69

17

55

62

8

4433

3839

46

83

27

31

UAe ksA locals expat Arabs Westerners Significant difference

CUstomer’s miX AnD reqUests

For women without major skin problems (%)

Use of moisturiser cream 40sun screen cream 40Facial 30enhancement services 10Cleaner 10toner 10mesoglow 5very superficial growing skin 5skin maintenance 5Anti aging 5spF 5

expat Arabs

Acne and spot treatment 35sun protection 20pigmentation 10laser hair removal 5

locals

more skin conscious /more care for the skin 25sun protection 25laser hair removal 20pigmentation 15

Westerners

Anti-aging 60botox 45Fillers 35pigmentation 20sun protection 20

Sam

ple

size

: Fem

ales

, loc

als,

exp

at A

rabs

and

wes

tern

ers,

age

d 20

to 4

5 ye

ars,

SEC

ABC

1, U

AE: 3

00, K

SA: 2

00. S

ourc

e: 2

010

The

Neils

en C

ompa

ny


Source: Kaya Skin Clinic Dubai, 2011.

research and develop products in line with customers’ preferences, tastes and needs,” concluded Srivastav. n



‘Perfume’ is a very popular search phrase in the UAE.

our analysis of the fragrance market brings together search engine data, as well as comments on blogs, forums, websites and social networks platforms in the UAE.

Our market analysis identifies the most commonly searched-for key phrases.

The search volume is important because it lets marketers know what consumers are typing in when they are searching for information on fragrances, and is an accurate indication of the potential market, showing the amount of searches in any one month.

Fragrance brands whose websites rank high for the key phrase “perfume” get a proportion of the 27,100 searches that occurred last month landing on your website.

The top-10 key phrases were all generic, with “perfume” by far the most searched for. Searches for brands such as “Nina Ricci” were also represented in the list of top-20 key phrases – an indication of brands that have a high recognition.

Interestingly, local hero Ajmal also showed a relatively high volume of searches, so it was included in our list, although it was quite interesting that Chanel did not show

higher volume; it is the top-selling perfume in the world. Perhaps it’s indicative of different tastes within different markets?

We then used the top searched-for key phrases to collect all comments in blogs, forums and social media that included one of those terms in the past 12 months.

In total, 4,185 comments were identified on the topic of perfumes, fragrances or any other of those top searched-for terms.

Analysis of the mentions showed that “Chanel” was by far the most talked about and had the most amount of buzz, and the average sentiment expressed was positive.

Other brands that showed above-average amounts of buzz were D&G, Jean Paul Gaultier and Gucci. Although Gucci showed a slight skew towards negative sentiment expressed, most of the comments were about Gucci Guilty, with quite a few peo-ple asking for recommendations, such as “did u guyz try the new fragrance of gucci ‘guilty’ ?!!”, providing an opportunity for brands to get into the conversation.

Further evidence of local tastes for Ara-bian perfumes were seen in some of the comments: “the gucci perfume is 325dhs

for the small one i think...i didn’t buy it though – i bought an arabian perfume”.

Finally, brands such as Nina Ricci, Estee Lauder, Davidoff, Prada and Sarah Jessica Parker showed the most positive average sentiment, however these were based on lower volumes. Brand recognition for Nina Ricci seemed very high with so many searches for the brand and product name in the UAE, however the volume of discussion was quite low, albeit with a very positive sentiment.

The overall picture was positive, which is perhaps not surprising given that luxury brands such as these should evoke mostly positive emotions. The rec-ognised top-selling scent, however, was the one that consumers talked about the most, but was not the most searched for; Chanel. n

lee Mancini head of Sekari SEODubai

s e c t o r a n a l y s i s

ScEntimEntAlity

70-71-GMR197-SA Lead 10 SEKARI.indd 70 3/27/11 1:22 PM


Search & Social Market analySiS FragranceS

# keyword (Uae) Search volume1 Perfume 27,1002 Perfumes 12,1003 Fragrance 2,4004 essence 1,9005 Perfume for 1,9006 Men perfume 1,3007 Perfume for men 1,3008 Perfume men 1,3009 Parfum 1,30010 Scent 1,00011 nina ricci 72012 nina ricci nina 72013 nina by nina ricci 72014 Fragrances 72015 ajmal Perfumes 72016 Perfume for women 72017 Perfume women 72018 Perfumes for men 59019 Men perfumes 59020 Perfumes chanel 590

Brand Sentiment Volumechanel 0.30 40D&g 0.48 27Jean Paul gaultier 0.26 23ySl 0.27 22gucci -0.09 22armani 0.37 19ajmal 0.78 18calvin klein 0.18 17tom Ford -0.09 11ralph lauren 0.00 10Prada 1.00 9Dior 0.89 9Vera Wang 0.13 8Bulgari 0.13 8Diesel 0.86 7Dkny 0.67 6Davidoff 1.00 6issey Miyake 0.80 5estee lauder 1.20 5kenzo 0.50 4Versace 0.33 4Juliette has a gun 0.33 3Sarah Jessica Parker 1.00 3nina ricci 1.50 2hugo Boss 0.00 2

Search engine results Pages (SerPS) research conducted on google.ae. top 20 keywords with the most amount of searches last month based on local results from google.ae

4,185 total number of mentions regarding generic purfume-related phrases Brand mentions over 12-month period from February 2010

top 20 keywords fragrance market top fragrance brands by volume of social media sentiment.

Source: Sekari SEO 2011

Social MeDia – VolUMe VS SentiMent graPh

chanel (40 mentions with 0.30 sentiment)D&g

ajmal

gucci

armani

30

25

20

15

10

5

0-2.00 -1.5 -1 -0.5 0 0.5 1 1.5 2

high VolUMe negatiVe SentiMent

loW VolUMe negatiVe SentiMent

high VolUMe PoSitiVe SentiMent

loW VolUMe PoSitiVe SentiMent

num

ber o

f men

tions

range of sentiment

calvin klein

Prada

Davidoffestee lauder

nina ricci

kenzoissey Miyake

Vera WangBulgari

tom Ford

VersacheJuliette has a gun

hugo BossSarah Jessica

Parker

Dkny

Dior

Diesel

Jean Paul gaultier

ralph lauren

Source: Sekari SEO 2011

70-71-GMR197-SA Lead 10 SEKARI.indd 71 3/27/11 1:22 PM

How to apply to jobs on Bayt.comHow

1 . Visit our website at www.bayt.com2 . If you are a new visitor, click on ‘Post a CV’ to create your Bayt.com CV3 . Enter the job reference in the Search box on the homepage. Example, enter JB1234564 . When you view the job posting, click on “Apply to this job” and attach your Bayt.com CV.

Your CV will go directly to the employer

and they will contact you

if you fit their job requirements

UAE

GRAPHIC DESIGNERGraphyaQuali�cation: Degree in relevant disciplineExperience: 2+ years ExperienceSkills: Strong communication skills Strong command of English & Arabic Strong computer skills Job Reference:JB1644869

SENIOR GRAPHIC DESIGNER Promate TechnologiesQuali�cation: Degree in relevant disciplineExperience: 3 - 5 years ExperienceSkills: Excellent creative skills Strong leadership skills Experience in a similar roleJob Reference:JB1300120

INTERACTIVE ART DIRECTORPiranha ByteQuali�cation: Degree in relevant disciplineExperience: 1 - 3 years ExperienceSkills: Strong time management skills Strong communication skills Ability to work under pressureJob Reference:JB1639263

GRAPHIC DESIGNERClient AdvertisingQuali�cation: Degree in relevant disciplineExperience: 2-3 years ExperienceSkills: Excellent command of English Strong creative thinking skills Strong creative skillsJob Reference:JB1640126

COMMUNICATIONS SPECIALISTMultinational FMCG CompanyQuali�cation: Degree in relevant disciplineExperience: 3 - 4 years ExperienceSkills: Strong teamwork skills Strong communication skills Strong organizational skills

Job Reference:JB1640194

SAUDI ARABIA

MEDIA CONSULTANTSiemensQuali�cation: Degree in MarketingExperience: 2+ years ExperienceSkills: Strong teamwork skills Excellent communication skills Strong command of English & ArabicJob Reference:JB1631617

INTERIOR DESIGNERReservoirQuali�cation: Degree in relevant disciplineExperience: 3+ years ExperienceSkills: Strong analytical skills Strong command of English & Arabic Ability to work under pressure Job Reference:JB1629989

DIGITAL ART DIRECTORAkeel Saatchi & SaatchiQuali�cation: Degree in relevant disciplineExperience: 5+ years ExperienceSkills: Strong leadership skills Strong creative skills Strong experience in a similar roleJob Reference:JB1613904

INTERIOR DESIGNERAlfanar CompanyQuali�cation: Degree in Fine ArtExperience: 5+ years ExperienceSkills: Strong command of English & Arabic Strong computer skills Strong communication skillsJob Reference:JB1622248

GRAPHIC DESIGNER Futures Business DevelopmentQuali�cation: Degree in relevant disciplineExperience: 2+ years ExperienceSkills: Strong computer skills Strong organizational skills Strong communication skillsJob Reference:JB1638714

KUWAIT

GRAPHIC DESIGNERAli Abdulwahab Sons & CoQuali�cation: Degree in Fine ArtsExperience: 2 - 3 years ExperienceSkills: Strong communication skills Strong command of English & Arabic Strong creative skillsJob Reference:JB1645680

ART DIRECTOROrangerieQuali�cation: Degree in relevant disciplineExperience: 3+ years ExperienceSkills: Strong leadership skill Excellent communication skills Excellent creative skillsJob Reference:JB1617863

ART DIRECTORIntermarkets KuwaitQuali�cation: Degree in relevant disciplineExperience: 3+ years ExperienceSkills: Strong presentation skills Strong communication skills Strong experience in a similar roleJob Reference:JB1638530

PHOTOGRAPHERSoroh Bu KHamseenQuali�cation: Degree in relevant disciplineExperience: 3+ years ExperienceSkills: Strong customer relation skills Excellent command of English & Arabic Strong artistic back ground Job Reference:JB1617958

INTERIOR DESIGNERMidas FurnitureQuali�cation: Degree in Interior DesignExperience: 8+ years ExperienceSkills: Strong planning skills Excellent command of English & Arabic Strong presentation skillsJob Reference:JB1373722

OTHERS

INTERIOR DESIGNERmenahunter2000(Lebanon)Quali�cation: Degree in Interior DesignExperience: 2 - 3 years ExperienceSkills: Excellent communication skills Strong interpersonal skills Proficient in Auto CAD, Photoshop & IllustratorJob Reference:JB1647333

ART DIRECTORJWT Damascus (Syria)Quali�cation: Degree in AdvertisingExperience: 5+ year ExperienceSkills: Excellent time management skills Excellent presentation skills Strong photographic skillsJob Reference:JB1463818

GRAPHIC DESIGNERLagoon Hotel & Resort (Jordan)Quali�cation: Degree in relevant disciplineExperience: 0+ years ExperienceSkills: Excellent organizational skills Strong communication skills Proficient in Auto CAD, Photoshop & Job Reference:JB1645682

CREATIVE/ART DIRECTORAl Jazeera Children's Channel (Qatar)Quali�cation: Degree in Art and DesignExperience: 10+ years ExperienceSkills: Strong communication skills Strong organizational skills Strong problem solving skillsJob Reference:JB1623632

TV GRAPHIC DESIGNERAl Madina (Syria)Quali�cation: Degree in Graphic DesignExperience: 3 - 5 years ExperienceSkills: Ability to work under pressure Strong creative skills Strong communication skills Job Reference:JB1612657


The region’s continued fixation on premium beauty brands is reflected in the high volume of media coverage.

Camera ready

The Middle easT is a key market for retailers across the world, says a Janu-ary 2011 RNCOS report. Retail has been one of the fastest-growing sectors in the region for the past few years. Favour-able government policy frameworks and active participation of a private sector have helped the region become one of the world’s most desirable retail environments.

Changing consumer demograph-ics in countries such as Saudi Arabia and the UAE, large expatriate popula-tions, improving purchasing power, and abundance of petro dollars have attracted premium and luxury brands to the region.

Consumers have developed bigger appetites for beauty products, compared with other markets. According to Euro-monitor International 2010, the beauty market in the Middle East, worth $7.2 billion in 2008, managed to defray the impact of the global credit crunch, while sales in western countries slowed.

The report, published in June 2009, reports that the cosmetics and toilet-ries sector grew by eight per cent, the highest in the past five years.

Saudi Arabia recorded the biggest value of sales in 2008, at $2.2 billion.

Beauty experts in the UAE confirm the trend, saying most consumers have not reduced their purchases of creams,

cosmetics and other beauty enhancers, despite the downturn.

An article on DubaiBusinessPages.com says that demand in Dubai is growing at a frantic pace. Not only is there a huge pent-up demand for premium prod-ucts from Europe and North America, but also for the entire range of beauty and personal care products from major manufacturers around the world.

The sector is also one of the largest business sectors in Dubai as import-ers, exporters and retailers of cosmetics and toiletries are not only meeting the demand within the UAE, but supply-ing several export and re-export mar-kets such as the rest of the GCC, Iran,

seCTOR aNalYsis

©Fas

hion

Par

adis

e, B

ourj

ois’

s A

utu

mn

/ W

inte

r 20

09 c

olle

ctio

n

74-77-GMR 197-SA-Mediastow.indd 74 3/28/11 2:49 PM


Camera ready the CIS region, Africa and the Indian subcontinent.

As a result, Dubai has acquired the status of a leading distribution hub for cosmetics and fragrances in the Middle East.

Media coverageFacets of coverageWe took a close look at eight luxury cosmetics brands’ coverage in Febru-ary across the MENA region: Bourjois, Chanel, Christian Dior, Clarins, Lancome, MAC, Makeup Forever and YSL. All eight achieved higher coverage than other cosmetics brands.

Christian Dior achieved the highest volume of coverage, relative to the other seven brands. Dior also achieved the highest OTS figures with 11.9 M, as well as the highest NCS (Newspaper Coverage Size) figures with 225 cc (column centimetres). Chanel was second in terms of volume of cov-

erage and OTS, but achieved high-er MCS (Magazine Coverage Size) figures than Dior, with 44.7 pages relative to 40.2.

Bourjois achieved the lowest OTS at 4.2 M, with no NCS. Its MCS of 31.93 pages was the lowest.

MAC achieved the highest MCS with 107.44 pages.

PenetrationsThe overall trend saw the breakdown of coverage in terms of languages for all brands, putting Arabic in the lead, followed by English, French and Mandarin. Most of the cover-age was from Pan Arab publications,

followed by the UAE, Kuwait and Lebanon. The exception was Bour-jois, which had higher UAE coverage then Pan Arab.

Chanel and Dior were heavily diver-sified in terms of market penetration, while Bourjois was the least diversified.

‘Lifestyle and general interest’ pub-lications followed equally by ‘celebrity and society’ and ‘fashion and shopping’ were the most popular publication genres for the eight brands.

Other genres had the attention of various brands. YSL dedicated cover-age to ‘Men’s’, while Makeup Forever focused on ‘Students’ and ‘Teenage and children’.

...the beauty market in the Middle East...man-aged to defray the impact of the global credit crunch, while sales in western countries slowed.

s

Source: Mediastow February 2011

Language Bourjois Chanel Christian Dior Clarins Lancome MAC Makeup YSLArabic 62 109 130 60 68 82 63 85English 49 41 36 39 28 61 41 28GenreLifestyle & General Interest 84 124 134 84 80 101 71 93Celebrity & Society 19 12 11 4 7 15 13 13Fashion & Shopping 7 12 17 5 10 19 13 2Women's 4 6 5 3 2 3 8 3News & Politics 0 1 7 1 1 2 0 4Bridal Magazines 0 1 0 0 0 2 0 0Catering & Hospitality 0 0 2 0 0 2 0 1Entertainment & Listings 0 0 0 2 0 0 0 1Teenage & Children's 0 0 0 2 0 0 2 0Men's 0 0 0 0 0 0 0 1Students 0 0 0 0 0 0 1 0MarketUAE 57 32 22 25 17 54 26 34Pan Arab 17 70 75 44 50 35 31 56Qatar 5 1 4 1 1 5 0 1Kuwait 11 12 24 5 14 10 19 7Saudi Arabia 4 11 7 3 4 6 2 8Bahrain 6 6 7 4 1 14 9 1Lebanon 12 19 28 12 7 6 13 6Syria 2 2 3 2 0 3 1 1Jordan 0 1 2 4 4 7 3 2Egypt 0 1 2 0 0 2 3 1France 0 0 2 0 2 0 1 0International 0 1 0 1 0 0 0 1Media TypesMagazine 112 155 171 100 100 143 108 117Newspaper 0 0 5 0 0 1 0 1Website 2 1 0 1 0 0 0 0

PeneTraTions – February 2011



Chanel and MAC dedicated some cov-erage to bridal magazines. The major-ity of coverage came from magazines, while websites and newspapers had very little to none in some instances.

Dior has the highest newspaper penetration.

Content analysisChanel achieved the highest volume of advertorial coverage (124), while Bourjois achieved the highest product placements.

MAC achieved the highest volume of photo captions as well as Q&As, while Makeup Forever achieved the high-

est volume of press release coverage publicising its participation at Cairo Film Festival.

Interestingly Makeup Forever, de-spite its relatively lower ranking in terms of crude media coverage measurements, achieved the highest prominence values (taking into con-sideration content dedication, tonality and visuals size), relative to the other seven brands.

Lancome achieved the lowest promi-nence value, while YSL, Dior and Chanel were slightly above Lancome. Bourjois, MAC and Clarins achieved relatively high prominence values.

ConclusionTo properly evaluate effective reach, one has to consider a host of varia-bles, from content, prominence, pen-etrations’ breakdown, high volume of coverage and OTS figures, coupled with press release coverage as further diversification.

Overall, market analysis indicates a booming sector and the coverage indi-cates high competition and high media presence. It would take a considerable boost in the variables mentioned above to truly stand out as the industry leader from the print/web media perspective. ■

Hisham Elzubeir,research director, Mediastow, Dubai

Dubai has acquired the status of a leading distribution hub for cosmetics and fragrances in the Middle East.

FaCeTs oF CoVeraGe – February 2011

CLiPPinG TyPes breaKDoWn – February 2011

VOC (Volume of Coverage) OTS (Opportunities to See)NCS (Newspaper Coverage Size)

MCS (Magazine Coverage Size)

Bourjois 114 4,246,183 0 31.93Chanel 156 10,612,747 28 44.7Chrisitian Dior 176 11,898,716 225 46Clarins 101 7,819,805 0 36.51Lancome 100 7,240,245 0 40.2MAC 144 7,272,974 95 107.44Makeup Forever 108 5,330,519 0 52.1YSL 118 8,753,296 28 36.55

Advertorial Photo Caption Product Placement Press Release Q&A

Bourjois 46 4 98 0 0Chanel 124 40 62 0 2Christian Dior 116 40 48 0 3Clarins 84 16 38 0 1Lancome 58 32 42 0 1MAC 88 65 12 1 6Makeup Forever 104 21 10 8 1YSL 76 36 59 0 0

Source: Mediastow February 2011

SECTOR ANALYSIS



In the battle between oriental and international brands Saudi males are leading the charge ... but for how long?

Scent of vIctory

This region holds the unique distinction of having four markets – Lebanon, the UAE, Qatar and Saudi Arabia – within the top 10 markets for women perfume/body fragrance among 60 global markets, says Target Group Index (TGI) surveys.

The survey, which took place in the MENA region and conducted by PARC during March 2011, found sig-nificantly higher consumption of male fragrances for both the oriental and international brands.

In Saudi Arabia, where 38 per cent of the total adult population perceive skincare products to be for women only, a 2010 PARC/TGI survey found a staggering 95.2 per cent of males use fragrance.

Between 2009 and 2011 there has been a paradigm shift towards international brands in Saudi Arabia.

Consumption of oriental fragrances among Saudi adult males dropped from 78 per cent in 2009 to 75 per cent in 2011.

By comparison, international brands surged from 65 per cent in 2009 to 82.5 per cent in 2011. Not only is the consumption of international brands now higher in Saudi Arabia, frequency of usage is higher too.

Some 55 per cent of total adult males in the UAE use international brands at least four times a week, versus 41 per cent who use oriental brands at the same rate.

Meanwhile, 26 per cent of total adult males in Saudi Arabia use international

brands more than up to three times a week and are classified as medium users. Consumption in the oriental category is higher at 32 per cent.

Heavy users are defined as those whose usage exceeds four times a week. For medium users it is between three times a week and twice a month.

However, loyalty among oriental users, ie consumers sticking to any one brand in the category, is higher at eight per cent than that of international brands, at 5.3 per cent.

Consumption in the UAE among adult males for international fragrances in 2009 was 55 per cent. For oriental brands it was 22 per cent.

Around 45 per cent of users of in-ternational male brands in the UAE

s e c T o r a n a l y s i s

© ar

abia

nEy

e.co

m

78-79-GMR197-SA Parc analysis 2.indd 78 3/27/11 4:03 PM


shaharyar Umaranalyst, Pan Arab research centre (PArc). the views expressed in the article are those of the author, and not necessarily those of PArc.

are aged 30 to 44 years, while oriental fragrance users are mainly 45 years-plus, and significantly more loyal to those brands than those who use international male fragrances and like to experiment with brands.

The average credit card spend among men in Saudi Arabia preferring oriental that those preferring global brands.

This group consumes both types of brands. And, as can be seen from the quadrant map above, Saudi nationals have more affinity towards regional brands, while non-Arab ex-pats display a positive affinity towardsinternational brands and very low affinity towards oriental brands.

High consumers of regional brands are locals, self employed or not doing a paid job. They also exhibit posit ive aff inity towards print, internet and radio.

Affinity and likelihood are not, however, necessarily related to size of consumption. International brand users may exhibit higher affinity for internet than newspapers, but it is also likely that the total number

of readers using international brands are greater; 15 to 17 year olds, for ex-ample, have very high affinity towards internet, but their size is less when compared to the 29- to 45-year-age group reading newspapers.

Around 21 per cent of the total adult males consuming international male brands use internet on mobiles, compared to 16 per cent for oriental perfume.

Similarly, 21 per cent of male users of international brands are more likely than the average male to use mobile TV, while 31 per cent of adult male users of oriental perfume are less likely than the average adult male to use mobile TV.

The most popular oriental fragrances by type, and consumption, in Saudi Arabia are, in descending order: Dahn Al Oudh, Mukallats French Attar and French Spray.

The top three brands in Saudi Arabia are: Al Arabian Oud, Abed Samad Al Quraishi and Mamoud Saeed.

In the near future, it is likely that the male personal care market will grow and be led by international players and a further strengthening of retail sector.

The above table refers to all adult (15 years and over) males in Saudi Arabia, including Arab nationals, Arab expats and non-Arab expats, excluding unskilled workers. The total sample size is 7,000. ■

Saudi nationals have more affinity towards oriental perfume…

120

100

80

Higher oriental male fragrances, higher international male fragrances



Higher oriental male perfumery, higher international male perfumery

© TGI International/TGI KSA - 2010 V1

Inte

rnat

iona

l fra

gran

ces

Working in semi-private sectorNon Arab expatsLevel 1 (top 10%) upper class

Heavy television viewersArab expatsLevel 3 (next 30%) middle class

Working in private sectorWorking in government sectorHeavy internet users

Heavy radio listeningHeavy print readersLevel 2 (next 20%) upper middle class

Not doing a paid jobNationals/localsSelf employed

Oriental fragrances

60 80 100 120

© ar

abia

nEy

e.co

m

78-79-GMR197-SA Parc analysis 2.indd 79 3/27/11 4:03 PM


Regional ad spend on fragrances hit a top note in 2010, reaching a record $165 million.

The comeback TRail

Beauty Brands are beginning to spend again.

Spend on fragrances peaked at an all-time high of $165 million in the re-gion, gaining 37 per cent in 2010, and witnessing a sharp recovery after an 18 per cent fall in 2009.

Pan Arab media dominates spend with a 69 per cent share in the sector after surging 44 per cent year-on-year in 2010.

Saudi Arabia tops the league having increased its spend by 14 per cent.

The UAE follows closely with an uptick of 42 per cent last year.

Kuwait is third having increased its spend by 13 per cent.

Lebanon is ahead of other markets and ranks as the fourth biggest spender in the category, with a 22 per cent increase in spend. Other market variations are Oman (+38 per cent), Qatar(+150 per cent), Bahrain (-13 per cent).

Egypt and Jordan bucked the trend, however, dropping by 39 per cent and 37

per cent respectively. Major advertisers continue to invest heavily in TV, where share has increased to 72 per cent in 2010, up from 66 per cent in 2009, as spend on fragrances surged by 49 per cent.

Magazines lost four per cent and their share plummeted to 16 per cent in 2010, down from 22 per cent in 2009.

Newspapers share six per cent of the spend among measured media. The share of male fragrances is around 29 per cent, while the share of female fragrance is around 45 per cent.

The rest of the category spend, ie 26 per cent, is targeted at both genders.

The top five spenders, in order, are: Gucci Guilty, The One, Hugo Boss, Armani Code and Flora-Gucci.

The top TV spenders are: The One, Hugo Boss and Gucci Guilty.

Top spending brands in magazines are: Idylle, Burberry Sport and Gucci Guilty, while the top spenders in newspapers are: Play, Gazzaz and Burberry Sport.

The top five male brands are: Euphoria, Armani Code, Play, Hugo Boss and Al-lure Home Special. The top five female brands being: Parisienne, Gucci Guilty, Coco Mademoisele and Turquoise.

According to a recent TGI survey in Saudi Arabia, around 93 per cent of the adult population uses either an interna-tional or oriental perfume or fragrance.

Higher spending, rather than cost-cutting, may indicate that the sector is regaining its confidence.

Spend is calculated on the media rate cards and does not account for incentives and discounts that advertisers may avail from media owners. n

shaharyar umaranalystPan arab Research centre, Uae

s e c t o r a n a l y s i s

00-GMR197-SA Parc analysis.indd 80 3/27/11 12:47 PM


CATEGORY: FRAGRANCE & COSMETICS

MARkETS RANkING & MEdIA SplIT (000 US$)

Rank Market Name & Abbreviation

Television Newspapers Magazines Radio Outdoor Cinema

2008 2010%Var’n

YTD 2010%Var’n

YTD 2010%Var’n

YTD 2010%Var’n

YTD 2010%Var’n

YTD 2010%Var’n

YTD 2010%Var’n

YTD2009

1 Pan Arab Media PAN 207,300 244,196 304,554 25 290,432 26 0 -100 14,122 -1 0 0 02 Lebanon LEB 28,112 29,505 39,659 34 36,548 38 270 79 2,171 -2 0 -100 670 39 03 United Arab Emirates UAE 27,476 21,710 27,202 25 6,956 27 1,880 23 12,293 9 11 5,644 87 418 114 Kindom of Saudi Arabia KSA 25,915 20,790 23,847 15 1,176 -28 5,163 5 11,585 10 3 -92 5,920 61 05 Kuwait KWT 14,251 17,395 15,773 -9 8,562 -2 1,760 -12 5,350 -9 40 100 61 -92 06 Egypt EGY 2,827 2,768 3,570 29 1,881 180 384 27 521 -32 469 49 315 -56 07 Oman OMN 2,663 1,697 2,169 28 0 -100 1,914 45 255 -2 0 -100 0 08 Qatar QTR 1,326 1,056 1,529 45 290 28900 534 80 514 3 0 - 191 -26 09 Bahrain BAH 1,062 899 636 -29 0 -100 146 -25 455 0 0 - 3 50 32 -8410 Jordan JOR 468 380 424 12 0 - 250 46 174 -16 0 - 0 -100 011 Other Markets** OTH 5,269 4,617 5,556 20 4,217 28 317 -9 956 0 66 340 0 0

Total All Markets 316,669 345,013 424,919 23 350,062 27 12,618 12 48,396 2 589 19 12,804 43 450 -21

SplIT BY pROdUCTS – 2010All Markets Pan Arab Media GCC Markets Levant Markets

Scents & fragrances Scents & fragrances Scents & fragrances Cosmetics AFacial wash Facial wash Facial wash Facial washCosmetics A Skin care cream Skin care cream Skin care creamSkin care male Skin care male Skin care male Sun screenSkin care cream Cosmetics A Cosmetics A Scents & fragrances

39%30%

19%

16%5%27%3%1%

27%

31%4%

26%

28%4%37%

1% 41% 1%

TOp BRANdS – All MEdIA (000 US$) – 2010

Rank1234567891011121314151617181920

BrandPond’s Olay Fair & Lovely Max Factor Vaseline LÒréal Dermo Maybelline Nivea Garnier Skin Nat Lancome Gucci Guilty The One Rimmel Hugo Boss Clearasil Vichy Dove LÒréal Clean & Clear Armani Code

Value33,86227,38226,54017,35115,62515,00914,80914,21612,1566,5346,5146,4866,2066,1916,0015,6955,3284,8904,7914,473

Rank1234567891011121314151617181920

BrandPond’s Fair & Lovely Olay Vaseline Max Factor Maybelline Nivea LÒréal Dermo Garnier Skin Nat Clearasil The One Rimmel Hugo Boss Gucci Guilty Dove Clean & Clear Lancome Flora Gucci Armani Code Gucci Sport

Value30,85324,22623,33813,90012,56911,34110,2119,5368,4066,0015,8905,7545,6235,5944,8314,6083,7343,6533,4463,289

Rank1234567891011121314151617181920

BrandPond’s Olay Fair & Lovely Vaseline Max Factor Nivea Maybelline LÒréal Dermo Garnier Skin Nat Gucci Guilty The One Hugo Boss Rimmel Clearasil Dove Lancome Clean & Clear Flora Gucci Euphoria Gucci Sport

Value33,86227,38026,22315,62515,05213,03411,40110,2338,8246,5106,4866,1756,0526,0015,3284,8214,6814,3673,7143,685

Rank1234567891011121314151617181920

BrandVichy LÒréal Dermo Maybelline Garnier Skin Nat Mohsense Zein Al Atat Garnier Max Factor Lancome LÒréal Parisienne Nivea Armani Code Neutrogena Red Pearl Coco Mademoisele B-white Clipp Johnson Fair & Lovely

Value5,4294,7763,4083,3322,6652,4302,3982,2991,7131,4531,3981,182

832640528481457380319317

ALL MARkET PAN ARAB MEDIA GCC LEVANT

Sour

ce: P

ARC

MIllIONS US$425 +23%

Ranking of markets and media split (000US$) Category split by market100%

75%

50%

25%

0%Total

424919GCC

380943LEV

43976PAN

304564LEB

39659UAE

27202KSA

23847KWT

15773EGY3570

OMN2169

QTR1529

BAH636

OTH5556

JOR424

Television Newspapers Magazines Outdoor CinemaRadio

Pan ArabLebanonUAEKSAKuwaitEgyptOmanOthers

1%6%

9%1%1%4%

6%72%

**Other markets: Combined - Syria, Yemen & Arasian

59% 1%

81-GMR197- SA-PARC.indd 81 3/27/11 12:53 PM


April3-day MBA in Social MediaTerrapinnDate: April 3-5Location: DubaiT: +44 (20) 76087068W: theMBATraining Company.com

The 5th Annual Wedding Show 2010Events UnlimitedDate: April 8-10Venue: Zara Expo, Amman, JordanT/F: +962 6 5656550Mobile: +962 79 5742492W: eventsunlimited.com.jo

Developing and implementing a successful CSR strategyIIR MEDate: April 10-13Venue: JWT Marriott, DubaiT: +971 4 3352437W: iirme.com/csr

Strategic Marketing PlanningIIR MEDate: April 17-20Venue: JW Marriott, DubaiT: +971 4 3352437W: iirme.com/mktg planning

Planet of the Apps Arabia 2011TerrapinnDate: April 18-20Venue: One & Only Royal Mirage, DubaiT: +971 4 4402500W: terrapin.com/2011/mobappsarabia/index.stm

Middle East Film & Comic ConExtraCake PRADate: April 29-30Venue: Abu Dhabi National Exhibition Centre

T: +971 4 2293311F: +971 4 2293321W: http://www.mefilmand-comiccon.com/

MayProject QatarIFP ExpoDate: May 2-5Venue: Doha Exhibitions CenterT: +961 5 959111W: ifpexpo.com

Successfully Managing Marketing TeamsIIR MEDate: May 29-June 1Venue: Pullman Hotel, Mall of the Emirates, DubaiT: +971 4 3352437W: iirme.com/mktgteams

JuneThe Middle East Event ShowIIR MEDate: June 1-2Venue: Dubai Intl Conven-tion & Exh CtrT: +971 4 3365161W: me-events.com

ICSC/MECSC John T. Riordan Global School for Professional Development (for retail real estate) MECSCDate: June 5 – 9, 2011Location: Dubai, UAET: +971 4 3597909W: mecsc.org

JulyProject Management for Special EventsIIR MEDate: July 3-6Venue: Kempinski Hotel, Mall of the Emirates, DubaiT: +971 4 3352437W: iirme.com/eventmgt

DIARY

Women 24/7: So, where’s your brand when she needs it?

Whether she’s young, older, married, single, profes-sional or housewife, local or expat, female consumers are more pre-occupied than ever in today’s always-on era. Nowhere is this more evident than in the Middle East where advances in socio-economic status, along with the seismic impact of digital media, are resha-ping women’s personal agendas, the structure of their daily lives, their brand relationships, and profoundly altering their need-states. Understanding core needs is key to effective, sustainable marketing communications.

The 5th annual GMR Marketing to Women Con-ference will deconstruct conventional marketing wisdom to help unearth fresh insights, new attitudes and behaviour as part of a deeper drill into what women really need from your brand…and chances are it’s not what you think.

This one-day conference will highlight emerging global trends, provide the latest tools and techniques to help marketers connect more deeply with one of the region’s most influential consumer bases. Promising exclusive research, packed with insights, thought- leadership and case studies, Women 24/7 will help regional and global brands communicate more effecti-vely and create deeper and longer-lasting relationships with the region’s female consumers.

5th Annual Marketing to WomenMediaquest CorpDate: May 31Location: The Address Hotel, Downtown Dubai, UAE T: +971 4 3910760W: gmr-online.com/m2w.php

GMR EvEnt: MaRkEtinG to WoMEn

82-GMR197-Diary.indd 82 3/27/11 1:59 PM

calibre de cartier1904 MC MANUFACTURE MOVEMENT

AS ITS NAME SUGGESTS, THE CALIBRE 1904 MC IS THE EMBODIMENT OF A CENTURY OF CARTIER’S PASSION

FOR TECHNICAL EXCELLENCE. FEATURING AN AUTOMATIC MOVEMENT CREATED, DEVELOPED AND MANUFACTURED

BY CARTIER, THE CALIBRE DE CARTIER WATCH TAKES THE GREATEST WATCHMAKING TRADITIONS TO MORE

STYLISH AND SOPHISTICATED HEIGHTS.

STEEL 42 MM CASE. MANUFACTURE SELF-WINDING MECHANICAL MOVEMENT, CARTIER CALIBRE 1904 MC

(27 JEWELS, 28,800 VIBRATIONS PER HOUR, DOUBLE-BARREL, BIDIRECTIONAL WINDING SYSTEM), SUBSIDIARY

SECOND, DATE APERTURE. STEEL HEPTAGONAL CROWN. SILVERED OPALINE SNAILED DIAL. SCRATCHPROOF

SAPPHIRE CRYSTAL.

cart

ier.c

om

FROM UAE: 800 CARTIER (800-2278437) OUTSIDE UAE: +971 4 236 8345

7 DAYS A WEEK – 11 AM TILL 8 PM

UAE GMR PUWA1371_280x215.indd 1 3/30/11 10:33 AM

gmr | apr 2011

Documents

original daydate

d i r h

d e r s w

displaythe date

p o u n d s j o r d

r s e g y p t

t c hno

global media