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MIT in MENA: Bringing Arab Minds Together for Change

4 April 2016 Comments (0) Business, Featured, Middle East

MIT brings MENA’s smartest minds together for a universally beneficial competition.

On April 14, the smartest technology-oriented minds from the Middle East and North Africa (MENA) will meet in the Kingdom of Saudi Arabia for the third and final round of the MIT Enterprise Forum Pan Arab competition. Organized by the renowned Massachusetts Institute of Technology (MIT), this forum brings together innovative minds from 21 Arab countries to change the way we think, learn and access services.

In its 9th year, this competition brings together MENA’s smartest innovators in four tracks: ideas, social entrepreneurship, start-ups and The Silicon Valley Program. This year, more than 5,000 applications were received from 21 countries in French, English and Arabic. All finalist teams will receive top tier coaching from leaders in their respective fields; networking opportunities with budding and well-known specialists and the opportunity to learn from others in their category. The top three finalists will receive, in order, US$15,000, US$10,000 and US$5,000 to turn their ideas into tangible reality.

Ideas Track

20 teams are short-listed for the “ideas” track. In order to be eligible, candidates must form a team of at least two people including at least one Arab national; are not required to have a working prototype of their invention; are forbidden from having any current sales; and are not required to be registered or incorporated in any way, but are required to incorporate a company in one of the Arab countries in order to win prize money; applicants may not have received any previous funding for their idea; and the idea can be in any industry–technology, food security, health delivery or otherwise.

Since the goal of this competition is to bring fresh ideas into the global marketplace, much of the judging criteria for this track is based on the feasibility of an idea. Teams are judged on three criteria.

Experience: the value each member adds to the team and the relevance of each team member to the incubation and development of the idea

Innovation: the creativity of the idea and whether or not it improves upon an existing solution/business process or introduces a new solution to a current challenge in any field

Scalability: the relevance of the idea to the global marketplace is judged on whether markets outside of team’s community would find the product useful. At a minimum, teams are expected to be relevant on a national scale, and should be replicable on a global scale.

Social Entrepreneurship Track

The Social Entrepreneurship track is similarly judged for eligibility. Teams must have a minimum of two members with at least one Arab national, the team must have a registered social enterprise either for or non-profit, the core product/service must address a specific social challenge faced by marginalized/disadvantaged peoples, and the enterprise can be in any industry.

The 20 finalist teams are judged on similar criteria as above, but with different details.

Innovation: the product/service must provide a new way to tackle the specific social challenge the team is addressing

Scalability: the social enterprise should not be limited to a local market, but should be scalable to the national level at a minimum. Preferably, the model could be expanded and replicated as the enterprise grows, where relevant.

Social Impact: the team will be judged on the efficacy of the project, and the extent to which it benefits the targeted population

Financial Sustainability: the team must prove that their enterprise is financially sustainable in the long-term for both for-profit and non-profit enterprises

Startups Track

30 teams will be selected for the second and final round of the Startups Track competition. These teams must be comprised of a minimum of two members, one of whom must be Arab, must have a working prototype of their startup, must already generate more than $500,000 in revenue, must have been in operation for no more than 5 years, must be legally registered in any Arab country and the start-up may be in any industry.

The teams will be judged on the following:

Team: judges score teams based on their individual experience, the value added by each person and the relevance of each role

Innovation: the start-up will be assessed for creativity, and whether it replicates an existing product/service

Scalability: the start-up must be relevant outside of the local context and should be easily replicable in other relevant fields, regardless of location.

The Silicon Valley Program

Unlike the above tracks, the Silicon Valley Program competition will finish in September, when finalists receive a much more comprehensive and hands on package than the other finalists. The Silicon Valley Program brings entrepreneurs from 20 start-ups to Silicon Valley (in northern California, United States) for a week-long immersive program. Finalists will attend and participate in conferences and workshops with some of Silicon Valley’s most successful start-ups and learn how to successfully “pitch” ideas to funders. Mentors include current industry leaders as well as members of the Arab diaspora who are better able to speak to the specific challenges entrepreneurs from the MENA region face.

This program accepts a higher-level of start-up teams than the other tracks. Start-ups must have been in operation for more than two years, must have global or regional reach/presence, must have successfully completed one round of fundraising and must have more than $500,000 in revenue per annum.

The Rising Tide

Competitions like this provide an incredible opportunity for young, successful and intelligent people to gather and share ideas. Not only do they have the potential to receive funding to scale up their operations to the global level, but they receive invaluable exposure and mentorship opportunities. Previous winners include Visualizing Impact, a Lebanese social enterprise that operates a citizen data laboratory to share science, design and technology data for social justice outside of formal channels; Kotobna, an Egyptian team that provides alternate means for young Arab authors to publish and monetize their written work and Screen DY, a Moroccan team that created a platform for users to quickly build complex, culturally relevant apps for all mobile technology platforms.

This competition is an important hallmark for young Arab entrepreneurs. Benefitting from the experience of others while gaining exposure to other like-minded people can invaluably change the way people in the MENA region and beyond access knowledge, share information and obtain products.

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Iran’s video-gaming industry poised for action

2 April 2016 Comments (1) Business, Featured, Middle East

garshasp

With international sanctions lifted, a burgeoning industry looks beyond its domestic market of 20 million gamers.

Iran, known mostly in the West for its grim political and religious restrictions, has a   burgeoning video game industry that is poised for growth as international sanctions are lifted in the wake of the international nuclear deal with Iran.

Iran has about 20 million video gamers, which represents about a quarter of the total population, according to the Iran Computer and Video Games Foundation. It’s notable that 60 percent of Iran’s population of 80 million is under 30 years of age.

With more than 38 million Internet users, more than half of them gamers, Iran “is the largest growing video games market in the Middle East,” the foundation said.

Games feature missile strikes

Iran’s video game industry is best known in the West for propaganda-driven warfare games such as Missile Strike, a 2015 release in which the Iranians break through Israel’s air defense system and launch missile strikes on Israeli targets, and Attack on Tel-Aviv, a 2011 release that simulates an Iranian military mission to the Israeli capital.

Iranian developers have said they created these games in response to a Battlefield 3, a game that simulates an invasion by United States forces in Tehran to search for the leader of a terrorist group and to look for nuclear weapons. Battlefield 3 was developed in Sweden and published in California.

“The reason we explicitly depict an attack on Israel is that they too are explicitly depicting attacks (on Tehran) in Battlefield,’’ Missile Strike developer Mehdi Atash Jaam said.

Popular games draw on Iranian mythology

Such militaristic games attract funding from conservative elements in the country. However, by many accounts, the most popular video games in Iran draw on the country’s rich history and culture rather than its contemporary international posturing.

For example, the popular Garshasp: The Monster Slayer, is drawn from Persian mythology. In Garshasp, released in 2010, the mythical hero with a hand blade fights in a series of epic battles against the evil Deevs who are trying to create an empire.

The game, created at a cost of $400,000 has sold more than 300,000 copies domestically.

A highly acclaimed 2014 release, Parvaneh: Legacy of the Light’s Guardians, features indigenous Iranian culture and promotes an Islamic lifestyle. It sold 85,000 copies in its initial release.

Most gamers are under 24

Iran video gamesClearly, there is an appetite for video games in Iran, especially among young people who make up such a large share of the total population. A survey by Techcrunch found that 67 percent of video gamers on mobile devices were under 24 and 80 percent were unmarried. Two-thirds play mobile games several times a day with the highest interest in action and strategy games followed by sports, racing and puzzles.

Since video game production began in Iran almost a decade ago, nearly 100 game studios have been established.

However, international sanctions have hurt Iran’s fledgling video gaming industry.

Developers have been unable to license their work and have limited ability to market it internationally.

Pirated games undermine domestic developers

While their games are relatively inexpensive, less than $10, the Iranian developers are often undercut by pirated versions of Western-produced games that have better production values yet cost only a few dollars.

When the prices are similar for one product developed by dozens of people at a cost of millions of dollars while another is developed at much lower cost by a small Iranian studio, “this makes for unfair competition,” said Mehrdad Ashtiani, production deputy at Iran Computer and Video Games Foundation.

Foundation provides funding and support

The foundation was established in 2007 with a gold of fostering the video game industry by providing funds and helping developers navigate government censorship restrictions.

Games such as Garshasp might not have been made but for foundation assistance.

The foundation also established a system for rating content and age appropriateness of digital content, including video games.

In January, the Iranian video game industry got some good news. United States and European officials lifted some of the harsher economic sanctions, which should open Iran to more investment from technology companies and video game publishers.

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Development bank: ‘High 5’s’ will drive African economic growth

31 March 2016 Comments (0) Africa, Business, Featured

Powering and industrializing the economy of Africa are among key priorities outlined in March by the new head of the African Development Bank.

Akinwumi Adesina, president of the bank since September, told about 500 business leaders from 43 countries at the fourth Africa CEO Forum in Abidjan that the continent will rely on private investment as it seeks to advance on “the value chain” from being a source of raw materials to becoming a manufacturing economy.

Adesina said the African Development Bank will focus on five key priorities as it seeks to improve the business climate and quality of life on the continent.

The priorities, which Adesina dubbed the “High 5’s,” are:

  1. Light up and power Africa

This priority is critical to the development of a manufacturing economy, the bank president said.

He noted that more than 645 million Africans do not electricity while energy bottlenecks power shortages cost Africa about two to four percent of gross national product each year, undermining economic growth and job creation.

He said the African Development Bank has launched a program New Deal on Energy for Africa that has investment commitments of $12 billion over the next five years, in addition to public and private partnerships worth about $50 billion.

  1. Feed Africa

With two-thirds of the world’s uncultivated arable land and more than 60 percent of its population involved in agriculture, Africa could become a powerhouse in providing food to the world, Adesina said.

Nevertheless, many on the continent suffer from malnutrition and African nations are forced to import food at a high cost, some $35 billion annually.

Adesina said African leaders must change their strategy from thinking about agriculture as a way of managing poverty to treating it like a business to generate wealth and diversify economies.

  1. Industrialize Africa

In sub-Saharan Africa, manufacturing accounts for only 11 percent of economic output on the continent and less than two percent of global output.

However, without infrastructure, power, and a supportive business environment, Africa will continue to import manufactured goods that might otherwise be made in Africa, Adesina said.

  1. Integrate Africa

Adesina said the fragmentation of African economies is holding back progress and integration will be critical to driving industrialization.

He called on African governments to implement regional and inter-regional agreements that would remove barriers to integration.

He said the African Development Bank would continue to invest in regional infrastructure and work with regional partners to facilitate integration of trade and transport.

  1. Improve the quality of life for Africans

Adesina said the bank will accelerate its investments in vocational training and education to help drive economic development.

The centerpiece of this effort is the “Jobs for Africa’s Youth Initiative,” a partnership of the development bank, the United Nations Economic Commission for Africa and the African Union.

Adesina said the goal of the initiative goal is to reach 50 million young people and create 25 million jobs in the coming decade, to enable young Africans to “realize their economic potential through business incubation and financing.”

Private sector critical to growth

He said the private sector, which accounts for 90 percent of African jobs, must play a major role in the youth education initiative and in the overall development of the economy.

The private sector, he said, accounts for 90 percent of employment on the continent, 80 percent of production and two-third of investments.

He said the bank’s effort to support private enterprise includes investment in private projects. In 2015, the development bank approved private sector projects at a cost of $2.4 million out of a total of $9 billion.

Adesina said the continent is poised for growth in spite of challenges to the global economy and, in Africa, declines in commodity prices and in demand from China.

He said economic growth on the continent will outpace global growth. The global economy is projected to grow by three percent in 2016 while the predicted growth rate for Africa is 4.4 percent this year and five percent in 2017, he said.

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Laughing Cow goes to Africa

25 March 2016 Comments (0) Africa, Business, Featured

laughing cow africa

Bel Group, the third largest cheese-maker in the world increases sales and production on the continent, including a new pre-fabricated factory in Ivory Coast to produce The Laughing Cow cheese.

Bel Group, the world’s third largest cheese-maker and producer of popular The Laughing Cow cheese (La Vache qui Rit), launched a miniaturized production operation in Ivory Coast in an innovative pre-fabricated factory.

The French cheese-maker, which also has production plants in Morocco and Algeria, has found a growing market in Africa, selling more than two billion single-serving portions of Laughing Cow cheese in 2015.

The new plant in Abidjan, which began production in December 2015, was designed, assembled and tested at Bel Group’s research center in Vendome, France before it was shipped as a kit to the Ivory Coast in 14 containers. The factory was constructed “like a Lego,” said Bel CEO Antoine Fievet.

Company miniaturizes production process

Before designing the plant, Bel Group spent three years figuring out how to miniaturize its production process so that it could prefabricate plants as it seeks to grow its local operations in key markets where import processes are expensive or cumbersome.

The Abidjan plant, located in the industrial area of Yopougon, will produce 100,000 portions of cheese daily for sale in Ivory Coast, Bel said. The 4,200-square-meter plant, which cost $3.4 million, can manufacture 20 million cheese servings annually.

Bel patents factory design

“This unique plant once again demonstrates the expertise of Bel in miniaturization and the innovation capacity of our industrial teams,” Hubert Mayet, Bel director general of industrial operations and technology, research and innovation, said.

Mayet said the plant employed 12 people with an expansion to 20 planned for 2016.

Bel will import raw material for producing cheese, Bel said. “If success is to go, we can easily increase the size of the plant and will launch other products,” Fievet said.

Bell called the pre-fabricated factory “unprecedented in the cheese industry. Bel, which has patented the concept out of fear that competitors might copy it, said pre-fabricated factories could soon be deployed in other key market locations.

Plants in Morocco, Algeria

In addition to the new plant in Ivory Coast, Bel employs a total of 3,500 people in factories in North Africa and Egypt. Bel Group also has operations in Turkey and Iran, and the company operated in Syria until civil war broke out.

In Morocco, Bel cheese is the market leader, selling brands including The Laughing Cow, Kiri and the Children.

The company in August 2015 acquired a nearly 70 percent stake in one of Morocco’s largest dairies, Salfilait, which processes and sells fresh milk and dairy products under the brand name Jibal.

Bel Group CEO Antoine Fievet said “Bel is proud of its success in Morocco built with the help of historical local partners. The group welcomes this new partnership with renowned a Moroccan industry and responds fully to its strategic development goal.” He called the two companies “close cousins.”

Tangier plant launched in 1970s

Bel has operated in Morocco since the 1970s with a plant in Tangiers that employs about 1,500 people.

In Algeria, Bel employs about 1,000 people at a production facility in Algiers. It established the operation Bel Algeria operation in 2001.

Bel is the third largest cheese-maker in the word after Lactalis and Kraft.

Founded in 1865 in France, Bel, now headquartered in Paris, has 28 production plants worldwide and distributes its products in 133 countries, including 44 countries in Africa.

laughing cow

400 million customers

According to Bel, 400 million consumers globally partake of its cheeses each year and 10 million portions are consumed each day. In addition to The Laughing Cow, major brands include Kiri, Mini Babybel, Boursin and Leerdammer.

Bell also launched operations in the United States, opening a plant in Brookings, South Dakota with capacity to produce 20,000 tons of cheese a year in order to meet strong U.S. demand for Mini Babybel cheese. Bel Groups sales in the United States increased by 40 percent between 2013 and 2015.

World-wide, the company reported sales of nearly $4 billion in 2014, an increase of more than 20 percent from the year before.

In 2015, Bel reported a revenue increase of nearly 6 percent to nearly $4.2 billion.

International markets accounted for much of that group with increases of 29 percent in the Americas and Asia. Net income increased by 50 percent to $205 million.

Large share of company growth in Africa

Bel said about 63 percent of the company’s growth in volume came from Africa in 2015, which saw an increase in sales of 8 percent on the African continent, generating $475 million in revenue.

The company has operated in Africa for more than 50 years and sees the continent as a further growth area for sales.

”Bel is already a leader in Africa, but the continent still offers numerous untouched markets worth exploring,” the company said.

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Japan offers African development aid to counter rival China

23 March 2016 Comments (0) Africa, Business, Featured

Japan Africa

Japan plans to support 60 projects in Africa as preparations get under way for the sixth Tokyo International Conference on African Development in Kenya in August.

Japan plans to provide development aid for 60 projects in Africa as it seeks to take part in the economic growth of the continent while countering the increasing presence of China.

The Japanese commitment is expected to be announced at the Tokyo International Conference on African Development in Nairobi, Kenya in August. The conference is sponsored by Japan, the United Nations and the African Union.

The total dollar amount of the assistance has not been determined. However, the Japanese aid will focus primarily on infrastructure development in the area around Mombasa port in Kenya, around Nacala port in northern Mozambique, and developments in Ivory Coast and surrounding West African countries.

In addition to port infrastructure and roadwork, the projects include development of an urban transportation network in Nairobi and development of natural gas extraction capabilities in Mozambique.

Program will distribute testing equipment

In Zambia, the Japanese will fund a program to distribute medical testing equipment in the wake of the Ebola outbreak. A student exchange program and a microloan project also are under discussion.

Japan has a history of significant aid and investment in Africa and has been the largest Asian source of investment in the continent.

Japanese development assistance to Africa nearly doubled from $1 billion in 2007 to USD 1.8 billion in 2012. In the private sector, Japanese companies accounted for $3.5 billion in 2014, more than 80 percent of the total private investment from Asian countries.

Japanese investors show interest in Africa

One investment expert says interest from private Japanese investors is growing.

“It is clear there is significant and increasing interest both in terms of the government and the trading houses in looking at Africa and Sub-Saharan Africa in particular. The Japanese see Africa as an important and inevitable market and, as with other emerging markets, it is somewhere that they need to be,” said Andrew Skipper of the London law firm Hogan Lovells.

The Japanese government has encouraged and attempted to facilitate private Japanese investment in Africa. For example, during his 2014 visit to Africa, Japanese Prime Minister Shinzo Abe was accompanied by trade delegations from his country and pushed the idea of more Japanese private investment in the continent.

At a Japan-African Ministerial Meeting for Resources Development in Tokyo in May,

Yoichi Miyazawa, the Minister of Economy, Trade and Industry, said the government wanted to take trade with African states “to a new stage.” A government statement added: “Japan aims to expand opportunities to bring about a mid-to-long term stable supply of mineral resources from Africa.”

Competition with China

The meeting also brought into focus the competition among investors from different nations. Martin Kabwelulu Lablio, mining minister of the Democratic Republic of Congo, told attendees that China had committed $6 billion in investment in mining and infrastructure. Lablio encouraged Japanese investors to follow suit. “We want Japan to surpass this number,” he said.

As it seeks to raise its profile and its influence in the region, China has stepped up its investment in the continent, mostly through loans from Chinese banks rather than direct aid.

With its need for minerals and to gain footholds in strategic locations for its “one belt, one road” policy of creating trade routes to the West, China has issued a string of announcements about large investments on the continent.

For example, China has announced plans to build a naval base in the Horn of Africa nation of Djibouti. Other plans, with a price tag of $12.4 billion, include expansion of port facilities, two new airports, as well as a $4 billion rail link with Ethiopia, Djibouti’s land-locked neighbor.

Chinese bank pledges funds

According to one report, China heads the list of state-run development financiers, with the Export-Import Bank of China pledging $1 trillion in the next decade. Chinese institutions are the largest source of funds for infrastructure in Africa, accounting for $13.4 billion in 2013.

In December 2015, China pledged investment of $60 billion in Africa over three years, with most of it in the form of loans or export credits. However, China’s investment in Africa also declined by 40 percent last year as the Asian nation’s economy slowed.

Analysts said the change in China’s investment also might reflect a decrease in the nation’s need for minerals from Africa.

China is Africa’s largest trading partner. Trade both ways totaled $220 billion in 2015, with China primarily receiving minerals from Africa in exchange for manufactured goods.

Conference first in Africa

Japan seeks to rival the Chinese with increased investment in the continent.

The sixth Tokyo International conference is the first to be held in Africa. Previously staged in Japan every five years since 1993, but will now be held every three years and the Africans have been encouraged to take ownership of the process.

Japanese Prime Minister Shinzo Abe is expected to announce the 60 aid projects during the Nairobi conference Aug. 27 and 28.

The Japan-Africa partnership is not without friction. In 2013, Japan announced financial assistance of $32 billion but African officials note that so far only about 20 percent has been disbursed. The Japanese, meanwhile, want to see appropriate technology and training in place before they commit more funds.

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Businessman Patrice Talon elected President of Benin

21 March 2016 Comments (0) Africa, Featured, Politics

Benin’s two-round Presidential election concluded on March 20th with the election of businessman Patrice Talon.

The West-African nation of Benin concluded a peaceful, democratic two-round election on March 20th. Outgoing President Thomas Boni Yayi handpicked his successor, Prime Minister Lionel Zinsou, to run against a former ally turned nemesis, Patrice Talon. This election is notable for several reasons: unlike other African leaders, Boni Yayi did not alter Benin’s constitution in order to remain in power past the two-term limit; Zinsou conceded defeat to Patrice Talon on March 20th after winning the March 6th first-round election, and the election was free from violent protests and uprisings.

Benin’s Landscape

A former French colony, Benin has not followed an easy path to democracy. Despite the challenges of post-colonialism (including a decade-long-stint as a Marxist state, interspersed with bouts of intense unrest and violence), Benin has managed to rise above its neighbors, proving that it is committed to free and fair elections. The fact that President Boni Yayi left power at the end of his two-term appointment is in itself remarkable: many of Benin’s neighbors have struggled to depose rulers who are desperate to cling to power past their time.

Perhaps even more impressive than President Boni Yayi’s peaceful exit is the concession by his chosen successor, Lionel Zinsou. The ruling party candidate and current Prime Minister, Lionel Zinsou faced challenges in his candidacy. Having spent the majority of his life outside of Benin, Zinsou struggled to overcome the perception that he was an outsider in his own country, and that his lack of experience on-the-ground in Benin would hinder his ability to make informed choices for the country. It seemed as though he had proved his worth as a Beninese on March 6th, when he won the first round of elections, but Talon ultimately prevailed.

The Gloves Came Off

Between the first election cycle and the second, Benin’s first-ever presidential debate took place. Talon used this opportunity to outline his vision for Benin, and to launch a litany of personal attacks against Zinsou’s lack of experience in Benin and the likelihood that Zinsou would only continue his predecessor’s policies that had “created a banana republic…[and] become the laughing stock of the world.”

Talon’s platform was centered around his rise to fame and fortune despite his small beginnings. Born in the small coastal town of Ouidah, Talon rose to become a key figure in Beninese business, even bankrolling Boni Yayi’s successful 2006 and 2011 campaigns. Talon’s fortune came through his agricultural business investments, primarily in cotton. After completing his university education in Senegal, Talon moved to France to pursue a career in international business. In 1985, he founded the Inter-Continental Distribution Company (SDI), which provides agricultural inputs like fertilizers and herbicides, to cotton farmers in Benin, Burkina Faso, Togo and other West African nations. Talon profited handsomely from the World Bank driven economic liberalization of the 1990s, winning production and manufacturing licenses for cotton ginning within the country.

A Man Made Through Cotton

It was through cotton that Talon made himself known in politics. Talon formed a relationship with the then-communist-government-owned sugar company, SAVE. Through this connection, communist politicians recognized his potential value as a business ally, and when the country moved to a multi-party state in the 1990s, Talon was able to preserve his friendships within the new government. In 2008, then-President Boni Yayi awarded Talon rights to a total of 15 out Benin’s total 18 cotton ginneries, making the cotton industry a near monopoly.

Boni Yayi

Boni Yayi

Once a close friend an ally of President Boni Yayi, Talon lost favor with the President after being accused of plotting a coup and, later, masterminding a plot to poison the President. Talon fled to France in exile before a Presidential pardon in October, when he returned to Benin, ostensibly in preparation for the election.

The Challenges Ahead

The election of President-elect Talon marks the third truly democratic election in the nation’s turbulent history. Having fought against the odds and being elected to the highest office in the country, Talon has even bigger challenges to face as President.

With his experience in the agricultural and cotton industry, it seems logical that Talon would focus on making these industries sustainable while working to diversify the economy–40% of Benin’s GDP is dependent upon cotton. Talon knows that he has a tough job ahead: he has already voiced his desire to tackle youth unemployment, reduce corruption in politics and business, and improve the health and education for the 10.6 million citizens he now represents.

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The Middle East connects on social media

15 March 2016 Comments (1) Business, Featured, Middle East

Facebook and WhatsApp are the most popular social platforms. But more people in the region are using new tools for sharing photos and videos.

On the 27th day of Ramadan last year, millions of people around the world were able to see photos and videos taken by pilgrims in Mecca during a social media campaign that gave non-Muslims a rare glimpse of worshippers in the holy city.

The #Mecca_live campaign, in which 300,000 people used Snapchat and Twitter to capture or distribute images, was emblematic of the growing use of social media in the Middle East and North Africa.

Facebook and WhatsApp dominate social media in the Arab world. But there is growing use of new tools for capturing sharing photos and videos, content that can cross boundaries of cultures and language in the diverse region.

#mecca_live

Social platforms enable consumer outreach

Several studies have documented to rise in social media in the Middle East and North Africa. Information about usage is important for businesses and institutions that want to reach users at a time when digital and social media are changing practices and attitudes in the region, especially among young people.

Businesses, news organizations, and other institutions that want to understand and connect with the region’s growing market and figure out how to direct their efforts need to understand social media usage, said Damian Radcliffe, a University of Oregon journalism professor who compiled the most recent report.

While Facebook is the dominant social platform in a number of countries, WhatsApp, Instagram and Snapchat have pockets of popularity, Radcliffe writes in his fourth annual report, “Social Media in the Middle East: The Story of 2015,” Radcliffe looks at data from a variety of sources to outline social media usage in the region.

Facebook has 80 million users in region

Facebook has about 80 million users in the region, which has a total population of more than 350 million, and is adding more than one million new users a month. By comparison, the United States has 195 million Facebook users.

Egypt has the most Facebook users – 27 million – or about a third of the nation’s population.

At the same time, the United Arab Emirates has the most active Facebook user base. On average users spend an hour a day on Facebook, compared to 40 minutes globally, according to Facebook. With a population of nearly 10 million, the UAE has nearly four million Facebook users, or about 40 percent of the total population.

Other nations with large Facebook user bases are Saudi Arabia, with 12 million users, about 40 percent of the population, and Iraq, with 11 million users or about a third of the country’s residents.

Facebook widely popular

A 2015 study found that Facebook is also the most popular social platform in the Kuwait, Oman, Iraq, Palestine, Jordan and Tunisia in addition to Saudi Arabia and the UAE.

WhatsApp, a messaging service acquired by Facebook in 2014 for $19 billion, is the leading platform in Lebanon, Sudan and Algeria, the study said.

The two platforms are equally popular in Qatar, Bahrain, Yemen, Lebanon, Syria, Egypt and Libya.

Radcliffe noted that WhatsApp is being used for more than text messaging. He said it is increasingly used to discuss different interests from religion to cooking to news and is becoming a platform for e-commerce.

#mecca_live

#mecca_live

Photo-sharing popular

Instagram, a photo-sharing platform that Facebook bought in 2012 for $1 billion, has 25 million users in the Middle East and North Africa.

One marketing expert attributed Instagram’s growing popularity to the fact that visuals cross language and cultural boundaries.

“No one country behaves and speaks with the same language or dialect and they certainly don’t have the same dynamics in terms of economy, language, lifestyle, religion, and ethnicity,” Ema Linaker said.

Saudi Arabia has 10.7 million Instagram users, while there are 3.2 million in Egypt and 2.2 million in the United Arab Emirates.

Video viewing on the increase

Videos are also becoming a staple of social media.

The region is the fastest growing consumer of videos on Facebook with consumption is twice the global average.

Periscope, a live-streaming application launched last year by Twitter, is popular in Turkey. Turkey has the highest use of Periscope of any country in the world after the United States. Istanbul, Ankara and Izmir are among the top 10 cities for Periscope use.

Periscope has a strong connection to Turkey. Its inventor created the application after a he visited then country when civil unrest erupted in 2013. Unable to get a street-eye view of Istanbul protests on traditional media, he came up with the idea of creating an easy-to-use live-streaming application.

According to Google data, video viewing on YouTube is also increasing. The amount of time spent watching videos on YouTube increased by 80 percent and the region is second only to the United States in online video viewership

Twitter less popular

Twitter, meanwhile, has very mixed adoption. On the high end, more than half of all social media users in Saudi Arabia and UAE have Twitter accounts although actual daily usage is quite low in Saudi Arabia.

Jordan, Palestine, Syria and Libya have low Twitter penetration but their users are very active.

Twitter users are mostly young, with people aged 18-24 accounting to 45 percent of users in the region.

Among young, digital access change attitudes

Digital and social media are having a profound impact on young people around the globe and no less in the Arab world.

Born between 1977 and 1997, they are tech savvy and account for 40 percent of the population of the region.

Access to information and debate on digital and social platforms is propelling them away from the traditional perspectives of their elders, according to Booz & Company, a strategy consulting firm that has surveyed thousands of young people in the region.

“These young people are far more active as consumers and as critics. They are involved more directly than their parents in the media they consume and purchase, and they are more outspoken about society, economics, and politics.”

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Nine international “Top Employers” have operations in Africa, Middle East

14 March 2016 Comments (0) Africa, Business, Featured

top employer africa

The annual certification recognizes more than 1,000 companies globally for creating good working conditions.

The Top Employers Institute has recognized nine companies that do business in Africa and the Middle East for providing a good working environment for employees.

AbbVie, Becton Dickinson, DHL, Old Mutual, EY, G4S, JTI, Orange and Unilever were certified as top employers, according to the 2016 ratings by the Netherlands-based institute.

The Top Employers Institute evaluates companies at their request, considering companies that operate in at least five countries and have at least 2,500 employees. The institute audits human resource practices to determine whether a company is fostering a good work environment for employees.

The certified organizations have created forward-thinking human resources practices and work continuously to improve working conditions and provide employees opportunities to develop, according to the institute said.

Abbvie pharmaceuticals recognized

Abbvie operations in South Africa, Lebanon and the United Arab Emirates were among those recognized as Top Employers.

Abbvie is a Chicago-based pharmaceutical company that has 15 manufacturing facilities around the world and sells products in more than 170 countries. The company employs 28,000.

The instituted cited Becton Dickinson operations in East and West Africa as well as in Zambia as top employers.

Becton Dickinson is a medical technology company whose products include laboratory instruments, medical devices and diagnostic products. It has operations in more than 40 companies.

DHL cited in 13 countries in region

The institute also certified DHL operations in Nigeria, Uganda, Ghana, Angola, Gambia, Botswana, Madagascar, Mozambique, Kenya, Ethiopia, Egypt, Saudi Arabia and the United Arab Emirates.

DHL, based in Redwood City, California, is a global delivery service and the world’s oldest international air express company. With more than 325,000 employees worldwide, DHL delivers to 70,000 locations in 220 countries.

EY, or Ernst & Young, was cited as a top employer including businesses in Kenya, Nigeria, Zimbabwe and South Africa.

The company, based in London, offers tax, audit, business risk, technology and security risk services, and human resources services worldwide. One of the Big Four accounting firms, EY has more than 200,000 employees and operates in 150 countries.

Security company G4S tapped

The institute recognized G4S operations in Botswana, Cameroon, Ivory Coast, Ghana, Kenya, Malawi, Morocco, Mozambique, Namibia, Nigeria, the Democratic Republic of Congo, South Africa, and Zambia.

G4S is a security services company headquartered in London. Active in 110 countries, G4S has 623,000 employees.

JTI, based in Geneva, was recognized as a top employer in Dubai. JTI is a tobacco manufacturer with about 25,000 employees.

Old Mutual was recognized as a top employer for operations in South Africa, Namibia, Kenya, Botswana, Swaziland, Malawi and Zimbabwe.

Old Mutual provides banking, investment, asset management and insurance in Africa, Asia, Europe and the Americas. The company, based in London, has about 61,000 employees. Nearly half its holdings are in South Africa, where the company was founded.

Orange business services highly rated

Among Orange outlets recognized were operations in Cameroon, Ivory Coast, Guinea, Madagascar, Mali and Senegal as well as Egypt and Jordan.

Orange is a business services corporation with offices in 160 countries. Orange specializes in information technology and communications support to businesses in more than 200 countries.

Mobinil was recognized in Egypt. Mobinil, a subsidiary of Orange headquartered in Cairo, provides wireless telecommunication services in Egypt. Mobinil was rebranded as Orange in March.

More than 1,000 companies certified

Unilever was recognized for operations in Ivory Coast, Ghana, Kenya, Nigeria and South Africa.

The company, which produces and distributes food and household care products with brands that include Lipton, Dove and Suave, employs 172,000 people.

More than 1,000 organizations received the Top Employer rating for 2016, the institute said.

The institute also certified eight companies as Top Employer Global 2016. They are

Saint-Gobain, DHL Express, Dimension Data, JT International, Orange, TATA Consultancy Services, Technip and Valeo.

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Gulf airlines stage price war

12 March 2016 Comments (0) Business, Featured, Middle East

emirates

Emirates, Etihad Airways and Qatar Airways cut regional airfares as they seek to increase their market share.

The Arab Gulf’s three major air carriers are slashing their fares as they compete for market share in the region.

With the help of low oil prices, Emirates, Etihad Airways and Qatar Airways have cut fares on some Middle Eastern routes by as much as 20 percent compared to a year ago.

Qatar Airways has also sharply cut fares to Europe and India, while Etihad fares to Europe rose more than 20 percent, according to data from the travel portal Cleartrip.

Qatar cuts across the board

Qatar made cuts on fares to Europe and Indian and within the Middle East. For example, the average price of a ticket to Europe on Qatar airlines was $540 in 2016, compared to $660 a year ago, a decrease of 18 percent. The average roundtrip fare to India decreased by $50 to $300, a decline of about 15 percent. The average price of a Qatar ticket in the Middle East declined 20 percent to $290.

On Emirates, the average roundtrip ticket to destinations in the Middle East dropped by more than 17 percent to $390. Emirates’ average fare to Europe edged up slightly from $850 to $875 while fares to India dropped by $30 or nearly 9 percent to $310 in 2016.

Etihad also cut fares within the Middle East by 12 percent, from an average of $375 for a roundtrip ticket in 2015 to the current average of $330. However, Etihad’s average fares to India declined only slightly, from $385 in 2015 to $380 in 2016. Etihad fares to Europe jumped from $660 to $805, an increase of more than 21 percent.

Low oil prices fuel fare drop

The airlines are taking advantage of the slump in oil prices to improve their market share on many routes where they compete head-to-head in the region, according to Amit Taneja, Cleartrip’s chief revenue officer.

Oil fell to a record low of less than $30 a barrel in January, a fall of more than 70 percent, before rallying to its current $40 per barrel. OPEC producers hope to stabilize the price at $50 a barrel this year.

At the same time, Taneja said, higher demand for travel from the United Arab Emirates to Europe has tempered airlines’ willingness to drop prices as significantly as on Middle East routes.

India demand grows

Demand for travel from the United Arab Emirates to India, a major market for Gulf carriers, has also increased. However, competition from non-Gulf carriers has put downward pressure on fares, according to Taneja.

Emirates is the largest and oldest of the three Gulf airlines. It is based in Dubai with a fleet of 250 aircraft and in business since 1985. Qatar Airways, based in Doha with a fleet of 153 aircraft, began operations in 1994. Etihad, based in Abu Dhabi, is the newcomer, launched in 2003 with a current fleet of 121 aircraft.

The three are competing to become the dominant international hub in the Gulf region.

Qatar opened Hamad International Airport in 2014, with a capacity to handle 30 million passengers annually. Abu Dhabi International said it would open a new Midfield Terminal, which also will have the capacity to serve 30 million passengers a year, in 2017.

Competition from Turkey

But they also face a rival in Turkey, which will open a new international air hub next year. Turkish Airlines plans to spend $3.7 billion this year to grow its fleet to 261 aircraft.

The new airport in Istanbul, with investment of about $35 billion, will be able to accommodate 150 million passengers a year and has parking spots for 500 aircraft. That would give Turkey the potential to more than double the number of passengers it saw at Istanbul Ataturk Airport last year.

Ataturk Airport served more than 60 million passengers last year, while Dubai handled 78 million. Dubai expects to handle 85 million passengers this year.

Bertrand-Marc Allen, the president of Boeing International, called Turkey “a significant opportunity” with its capacity, location, population and likelihood of growth in the coming decades.

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Bint el Sudan, a fragrance across the sands of time

10 March 2016 Comments (0) Africa, Business, Featured

bint el sudan

A small factory on northern Nigeria continues to produce a legendary perfume despite the ravages of the jihadist group Boko Haram.

While the ravages of Boko Haram have shut down much of the industry of northern Nigeria, production of a legendary perfume continues uninterrupted at a small factory in Kano.

Bint el Sudan, known for nearly a century as the “Chanel No. 5” of Africa and once the best-selling perfume in the world, is known for its musky fragrance and oil, rather than alcohol base, which made the scent popular with Muslims.

Bint el Sudan means “Daughter of Sudan” and a girl wearing the traditional topless garb of 1920s Sudan appears on the label.

Most of the fragrance – about seven million small 12-mililiter bottles a year – is produced by a dozen workers from inside a larger, ultra-secure bunker of a factory that also manufactures pesticides, detergents and disinfectants.

Shipments across the northern Africa

About 80 percent of Bint el Sudan is produced in Kano for shipment to local markets across the region and as far away as Libya. Factories in Cameroon, Ivory Coast, Sudan, Ethiopia and Zimbabwe produce the rest of the perfume, primarily for sales in their own local markets.

That the Kano production continues is quite a feat, given the devastation Boko Haram has brought to the region. In Kano, once a great Nigerian industrial center and historically a hub of regional trade, most factories are shut down today, victims of waves of attacks by jihadists since 2012. As it is, business executives in the city have been forced to use armored cars and bodyguards for security.

Stephane Malaussene, owner of the Gongoni Company, which produces the perfume under a franchise arrangement with U.S. owner International Flavors & Fragrances, said production has actually increased from about 500,000 bottles 10 years ago. Production in Kano began in 1952.

“It’s a pride to produce and distribute this fragrance that crossed the sands and time,” Malaussene said.

Fragrance dates to 1920s Sudan

Bint el SudanBint el Sudan was created in the 1920s when, according to legend, fourteen leaders of Arab tribes approached a British traveler and adventurer, Eric Ernest Burgess, in Khartoum and asked him to create a fragrance. The perfume was developed in six months in the lab of Burgess’ employer, W.J. Bush & Co. in London.

Burgess also photographed the Sudanese girl who appears on the label, topless wearing a traditional elephant-hair red skirt and bracelets on her ankles and wrists and her dowry and purse around her neck. The girl also appeared on posters used to market the perfume throughout the region in what was the first advertising campaign for a perfume at the time.

It was sold in markets rather than stores at low prices and for a time was used as currency.

Staple for cosmetics and other uses

Widely used in courtship and circumcision rituals, Bint el Sudan became a staple of women’s cosmetics, especially after the wave of national independence and modernization that began in the 1960s.

With its mix of jasmine, lilac and lily scents, it is also used as a skin moisturizer and bath oil.

The fragrance is a top seller on the continent, particularly in western, central and northeastern Africa while women in the eastern and southern regions prefer western scents.

Boko Haram destroys local industry

The continuing production of Bint el Sudan belies the devastation of industry in Kano, Nigeria’s second largest industrial center and its largest producer of textiles, tanning, footwear, cosmetics, and ceramics.

Industrial activity was reduced by 50 percent since 2012, according to Ali Madugu Safiyanu, vice president of the Association of Industrial Nigeria. Boko Haram undermined the whole economic and agricultural ecosystem in the Kano region as well as Mali, Burkina Faso and the Central African Republic, Safiyanu said.

The region has seen bloody raids on markets, mosques and universities by Boko Haram, which is allied with the Islamic State, have left hundreds dead as well as abductions and forced marriages.

A military coalition of soldiers from Nigeria, Chad, Cameroon and Niger has driven Boko Haram into the far northeast of the country but the group continues to attack.

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