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Egypt’s Al Ahly Bank raises depositor rates after central bank hike

Comments (0) Business, Latest Updates from Reuters, Middle East

CAIRO (Reuters) – Egyptian Bank Al Ahly raised interest rates for account holders, an official at the bank said on Monday, becoming the first state-owned commercial lender to react to last week’s increase in benchmark borrowing costs.

Al Ahly – National Bank of Egypt’s retail banking arm – raised rates on deposits by 0.75 percent and on saving accounts by 1 percent, the official told Reuters.

Two of Al Ahly’s main competitors, Banque Misr and Commercial International Bank, are also expected to review depositor rates on Monday, officials at both banks said.

On Thursday, the central bank raised benchmark rates by 100 basis points to their highest levels in years, accelerating efforts to rein in surging inflation and ease downward pressure on the Egyptian pound.

 

 

(Reporting by Ehab Farouk; Writing by Amina Ismail; editing by John Stonestreet)

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Who is Hisham el Khazindar?

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Hisham el Khazindar

Hisham el Khazindar, Co-founder and Managing Director at Qalaa holdings shows what he, and Egypt, are made of.

Hisham el Khazindar has gone from being a graduate in Cairo to running one of the Middle East’s leading investment firms, picking up an MBA from Harvard and work experience at places like Goldman Sachs. But how did this graduate from the American University in Cairo end up running a billion-dollar organization? First, look to exactly what he achieved along the way.

The man with the M&A plan

After graduating from the American University in Cairo in 1996 with a BA in Economics, Khazindar aptly started his career with EFG Hermes, a leading investment bank in the Middle East and North Africa (MENA) region. He spent his first three years there advising on key cross-border Mergers & Acquisitions (M&As), as well as carrying out high-profile equity offerings. Much like someone not accustomed to letting a good opportunity go to waste, Khazindar seized the chance to take a temporary transfer at Goldman Sachs in London in 1999 that lasted two years, continuing his work on M&As.

Khazindar returned to EFG Hermes as an Executive Director, advising on M&As and Initial Public Offerings (IPOs) – however, he was yearning for more. In 2001, Khazindar decided that the best way for him to progress would be to complete an MBA at Harvard Business School and, after graduating, Khazindar did not spend much time doing nothing. In 2004 he co-founded Citadel Capital (now known as Qalaa Holdings) and is now Managing Director of a $9bn private equity firm that controls investments in industries as varied as mining, oil and gas, cement, agri-food, transportation and logistics.

Perhaps due to his phenomenal progress, Khazindar sits on several boards in the region, from electrical and wind energy companies to eyewear providers. The list goes on: in total, Khazindar serves as director to six other companies and sits on the board of eight more. As if this wasn’t enough, he’s also earnt accolades including Young Global Leader in 2013 and being listed in the top 100 Young African Leaders.

Not an Inexperienced Public Orator

Khazindar is not unaccustomed to speaking in front of large audiences, having spoken at an Egypt: The Future conference and even given a TEDx talk, a local version of TED talks, about Egypt’s next 20 years. When he spoke at the TEDx in his native Egyptian Arabic, he occasionally brought in his perfect command of English to explain his ideas and largely did so with the eloquent ability of any other TED talk. He spoke of the importance of maintaining a reputation in business and of having to explain away any negative stereotypes that people can have of businessmen or entrepreneurs. This is something, he joked, that doctors and engineers have no problem with (jobs considered very prestigious in parts of the Arab world). Continuing to talk of the importance of the changes in Egypt and the necessity of grasping opportunities, Khazindar is certainly thinking of the impacts of his choices today in 10 or 20 years’ time.

In an interview with the Oxford Business Group, Khazindar kept away from delving into politics as much as possible, but he was unambiguous when it came to economic policies that the government would need to implement in order for economic recovery and growth to occur. These were, in no particular order, signs of lasting stability, appointment of ministers with proven economic ability, a workable constitution and articulation of clear economic objectives. As the interview moved onto financing tools and energy subsidies, Khazindar goes on to talk about the importance of SMEs and direct cash programs.

The future’s bright, the future’s…

Evidently, Khazindar knows what he’s talking about, he isn’t afraid to say what he thinks and he won’t let one success distract him from the next. His thinking is long term, for the progress of not just the Egyptian nation, its people and government, but of the entire region too. Something that Khazindar is quick to highlight is Egypt’s economically advantageous geographical location in Africa, in the middle of the Arab world and across the Mediterranean Sea from Europe; markets, he adds, with 1bn, 400m and 700m people, respectively. With such a large workforce to drive the economic growth (almost one in four Arabs in the Arab world is an Egyptian), it’s hard to see a future that isn’t better for Egypt.

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OPEC fails to agree policy but Saudis pledge no shocks

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VIENNA (Reuters) – Saudi Arabia promised on Thursday not to flood the oil market with extra barrels even as OPEC failed to agree on output policy, with Iran insisting on the right to raise production steeply.

Tensions between the Sunni-led kingdom and the Shi’ite Islamic Republic have been the highlights of several previous OPEC meetings, including in December 2015 when the group failed to agree on a formal output target for the first time in years.

Tensions were less acute on Thursday as Saudi Arabia’s new energy minister, Khalid al-Falih, showed Riyadh wanted to be more conciliatory and OPEC decided unanimously to appoint Nigeria’s Mohammed Barkindo as the group’s new secretary-general.

Several OPEC sources said Saudi Arabia and its Gulf allies had tried to propose a new collective ceiling in an attempt to repair OPEC’s waning importance and end a market-share battle that has sapped prices and cut investment.

But OPEC sources said the organisation had failed to agree on output policy and set a new ceiling.

Despite the setback, Saudi Arabia moved to soothe market fears that failure to reach any deal would prompt OPEC’s largest producer, already pumping near record highs, to raise production further to punish rivals and gain additional market share.

“We will be very gentle in our approach and make sure we don’t shock the market in any way,” Falih told reporters.

“There is no reason to expect that Saudi Arabia is going to go on a flooding campaign,” Falih said when asked whether Saudi Arabia could add more barrels to the market.

The market has grown increasingly used to OPEC clashes over the past two years as political foes Riyadh and Tehran fight proxy wars in Syria and Yemen.

Saudi Arabia effectively scuppered plans for a global production freeze – aimed at stabilising oil markets – in April. It said then that it would join the deal, which would also have involved non-OPEC Russia, only if Iran agreed to freeze output.

Tehran has been the main stumbling block for the Organization of the Petroleum Exporting Countries to agree on output policy over the past year as the country boosted supplies despite calls from other members for a production freeze.

Tehran argues it should be allowed to raise production to levels seen before the imposition of now-ended Western sanctions over Iran’s nuclear programme.

Iranian Oil Minister Bijan Zanganeh said Tehran would not support any new collective output ceiling and wanted the debate to focus on individual country production quotas.

“Without country quotas, OPEC cannot control anything,” Zanganeh told reporters. He insisted Tehran deserved a quota – based on historic output levels – of 14.5 percent of OPEC’s overall production.

OPEC is pumping 32.5 million barrels per day (bpd), which would give Iran a quota of 4.7 million bpd – well above its current output of 3.8 million, according to Tehran’s estimates, and 3.5 million, based on market estimates.

 

POLITICAL TENSIONS

That “OPEC could not agree on a relatively benign deal which would have been constructive for price is a sign that political differences are undermining the organisation”, said Gary Ross, founder of U.S.-based PIRA consultancy.

“It is bearish short-term for oil prices. But what is also important is that Saudis are not planning to flood the market and want higher prices,” he added.

Falih was the first OPEC minister to arrive in Vienna this week, signalling he takes the organisation seriously despite fears among fellow members that Riyadh is no longer keen to have OPEC set output.

“There could be shorter-term situations in which, in our view, OPEC might intervene and yet other situations — such as long-term growth of marginal barrels — in which case it should not,” Falih told Argus Media ahead of the meeting.

At its previous meeting in December 2015, OPEC effectively allowed its 13 members to pump at will.

As a result, prices crashed to $27 per barrel in January, their lowest in over a decade, but have since recovered to around $50 due to global supply outages.

Until December 2015, OPEC had a ceiling of 30 million bpd – in place since December 2011, although it effectively abandoned individual production quotas years ago.

For a Take-a-Look on Reuters stories on OPEC, click on

 

(By Reem Shamseddine, Rania El Gamal and Alex Lawler. Additional reporting by ⁠⁠⁠⁠Shadia Nasralla⁠⁠⁠⁠⁠; Writing by Dmitry Zhdannikov; Editing by Dale Hudson)

 

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Algerian president fires central bank governor

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ALGIERS (Reuters) – President Abdelaziz Bouteflika on Tuesday fired Algeria’s central bank chief, who had been under pressure from ruling party critics over his management of fall-out from the global oil price drop, two government sources said.

No official declaration had been made so far about the dismissal of Mohammed Laksaci, who had been the central bank governor for more than a decade. Bouteflika had held a cabinet meeting early on Tuesday, according to state news media.

 

(Reporting by Lamine Chikhi; Writing by Patrick Markey; Editing by Mark Heinrich)

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Technip signs $500 mln deal to refurbish Libya’s Bahr Essalam oil platform

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PARIS (Reuters) – French oil services company Technip has signed a deal worth $500 million with a consortium that includes Libya’s National Oil Company (NOC) and Italy’s oil and gas major ENI to refurbish an offshore oil platform.

A statement from the French foreign ministry where a Libyan delegation was visiting on Tuesday, said the platform is for the Libya’s Bahr Essalam oil field off Tripoli.

The deal was signed by NOC’s chief executive Mustafa Sanalla and Technip’s CEO Thierry Pilenko.

 

(Reporting by John Irish; Writing by Bate Felix; Editing by Ingrid Melander)

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In Dubai, child’s play is good business

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Fairytales Dubai

Two Emirati women combine family with entrepreneurship to launch Fairytales, an indoor play area for young children.

Basma Al Fahim and Fatma Al Madani wanted to spend more time with their young children. But to them, that didn’t mean staying at home all day like many of their fellow Emirati women.

Instead they launched Fairytales, an indoor play area for young children in Dubai. For the two friends, business innovation began with family.

Al Madani had left a seven-year career in government to focus on raising her two young daughters while Al Fahim, who has two young sons, had already launched several successful businesses when they opened Fairytales in December.

Arabian Business recently recognized Al Fahim and Al Madani for their entrepreneurship.

The play center is a new idea in the United Arab Emirates, where most women stay home to take care of their children and only 14 percent of the workforce is women, mostly younger women who have been able to attain an education as the federation of emirates modernizes.

Inspiring creativity, growth

Unable to obtain bank financing for their project, the two women funded the business themselves from their savings.

“The concept was inspired by our children,” Al Madani said, noting that their children were playing pirates and fairies while the two women held their first brainstorming session in the same room.

“They reminded us of how we played as kids’’ before digital devices came along, she said. That sparked the goal of creating an environment that stimulates the child’s imagination and intellectual growth.

Their priorities as mothers – education, healthy food, and safety – became priorities for their business, according to Al Fahim, who had already started a fashion brand, an events company, and a beauty salon.

Teach social responsibility

At Fairytales, their goal to spark the imagination and creative thinking of each child as well as to instill social responsibility among the children, who are up to age eight.

They donated more than 200 children’s books during a local donation campaign on behalf of young cancer patients in Dubai Hospital on World Cancer Day.

The two also took part in a Happy Hearts project, organized by The Happy Box in Dubai, which sent more than 600 handmade cards to orphans in India.

Basma Al Fahim and Fatma Al Madani

A serial entrepreneur

Al Fahim brought significant business experience to the venture as founder and managing director of Eventra Events, an event-planning agency.

After studying marketing at Zayed University, she moved to Dubai and worked in digital and brand marketing. Coming from a prominent business family, she wanted to set a pioneering example for young Emirati women.

Her family’s conglomerate is the Al Fahim Group, whose activities include support for development of oil and gas fields, luxury cars, hotel management and investments. She chairs the company’s employment committee.

Events business succeeds

She opened the events business in 2010, bringing a fresh approach to events ranging from corporate gatherings to weddings to exhibitions. Today, Eventra is a premier event management company in Dubai.

Al Fahim went on to open The Dollhouse, a beauty salon with what she described as a “super chic” atmosphere and attention to detail and glamour.

After establishing The Dollhouse, she also launched Sirkaya, a fashion line that has become a well-known brand in Dubai.

After starting Eventra with three employees, she said she now has more than 100 working on her different ventures.

Advice for young entrepreneurs

She said she has many more business ideas. Growth plans keep her motivated.

“When I say growing I mean improving,” she said.

Al Fahim encouraged young Emirati entrepreneurs to pursue their dreams by having confidence in themselves and focusing on key goals.

“Keep your mind positive,” she said. “Train your brain to think positively to attract the right energy in your life.”

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Smartphone opens up new possibilities for Morocco

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morocco smartphone

Mobile and internet penetration in Morocco continues to grow and crossover, as the country embraces technology.

Technology, and in particular smartphone technology, is changing the way Moroccans live their daily lives. More significantly, the nation’s nascent love affair with smartphones and web apps offers great opportunities for economic growth.

The National Authority of Morocco’s telecoms regulator (ANRT) released a report, earlier this year, that assessed the growth of the telecoms market from 2010-2015. The report found huge growth in mobile phone use, both in terms of penetration and the average time spent using a phone per customer. At the forefront of this expansion, the report highlighted falling costs, especially in areas such as 4G, which has helped bring the use of mobile phones and the Internet more inline. This expansion has seen a 146% increase in the average monthly usage of mobile owners in the past 5 years.

Embracing new ways of living

It would be foolish to dismiss the impact that smartphone technology can have within a country. The Arab Spring movement was, in part, driven forward by the use of social media platforms such as Twitter, which allowed on the spot reports and information from everyday people. While Morocco is a stable country, without much of the political unrest found elsewhere in North Africa, the impact of smartphones and online activity has the potential to bring about an economic revolution.

Online shopping has exploded in Morocco, and the use of mobile phones for web purchases has grown at an astonishing rate. This not only benefits online giants, but encourages local companies and outlets to take advantage of the new trend. Research carried out by MasterCard illustrates just how rapidly the use of smartphones for shopping has increased. In 2013, MasterCard reported that only 9% of users had made an online purchase via their phone in the previous few months. When this survey of 4,000 people was repeated in 2014, the figure had soared to 66%!

Aaron Oliver, head of emerging payments for MasterCard Middle East & Africa, said, “With rapidly increasing internet penetration rates and availability of secure online payment options, the country’s e-commerce industry is well placed to achieve significant growth.”

E-commerce could provide Morocco with a source of revenue that shows no sign of diminishing on a global level, never mind in an emerging market – where the scope for increasing penetration is even larger.

Are social media and apps the second wave of growth?

The ANRT report on mobile expansion showed that in 2012, only 16% of mobile phone owners in Morocco owned a smart phone. By 2014, this figure had risen to 38.2%, which indicates just how quickly the mobile landscape has changed. However, social media has not yet reached anything like the ubiquitous nature of its standing in Europe and North America. This is, like most areas involving the Internet, changing and it is changing at pace.

The Arab Social Media Report found that by 2014, Facebook penetration in Morocco was at 16% of the population, and had a growth rate of 13%, which was the second highest in North Africa.

With social media come apps, social media games and the proliferation of advertising. All of these things open up doors for startup companies, and a wider customer base for existing businesses.

It is therefore no surprise that Moroccan game designers and entrepreneurs have already begun to drive the second wave of Moroccan internet and mobile growth. The private telecom group Inwi now hosts an event called Inwi Days, in which game designers have 24 hours to create a new web game, and pitch it to a panel of judges in order to win a $12,000 prize.

Méditel Telecoms have launched a similar competition for app designers, and while this development of technology is fairly new, the majority of winners have maintained clear roots to Moroccan culture and traditions.

Inwi Days gave two games, Trombia and Runner Roul, the shared first prize, and both games were inspired by Moroccan culture.

Méditel’s app challenge was won by the app Maroc Culture, which is a trivia game that tests the player’s knowledge of Moroccan culture and traditions.

As mobile phones become even more popular, and the Internet plays a greater role in the lives of people across Morocco, such markets will continue to grow. A young generation of innovators is now taking advantage of these openings to create new businesses and trends, but ones that remain quintessentially Moroccan.

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Tanker begins delayed oil loading at Libya’s Hariga

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BENGHAZI, Libya (Reuters) – A tanker that had been blocked for three weeks in a stand-off over oil exports at the eastern Libyan port of Marsa al-Hariga entered the port and began loading on Thursday, officials said.

The Seachance, which had been waiting to load oil for Glencore on behalf of the Tripoli-based National Oil Corporation (NOC), was loading 600,000 barrels for shipment to Britain, port and oil officials said.

Exports from Hariga have been blocked since early this month due to a dispute between competing eastern and western branches of the NOC.

The blockage reduced production from the eastern Messla and Sarir fields, lowering Libya’s output to around 200,000 barrels per day (bpd), a fraction of the 1.6 million bpd the OPEC member country was producing before the toppling of leader Muammar Gaddafi in 2011.

The heads of the two NOC branches reached an agreement in principle to resume shipments at talks held in Vienna last weekend, but details of the deal were not made public.

If further shipments are allowed to leave Hariga Libya could quickly raise its output to more than 300,000 bpd.

The Messla and Sarir fields were previously producing more than 200,000 bpd, though Omran al-Zwai, a spokesman for eastern NOC subsidiary AGOCO, said the company needed a budget for new equipment to ensure maximum production.

The oil dispute is tied up in the broader conflict between rival political and armed factions in Libya. The NOC in Tripoli is working with a new U.N.-backed unity government to try to revive oil production, but its rivals in the east tried last month to export a tanker of oil independently.

After the tanker was blacklisted and forced to return to a western Libyan port, the eastern NOC prevented the Seachance from loading at Hariga.

Oil trader Glencore, which had been exporting crude oil from the port under a deal reached late last year, on Thursday declined to comment.

In the past three years a combination of labour disputes, factional rivalries and security threats have shut down some of Libya’s key oil fields and facilities.

But the eastern ports of Hariga and Brega have continued to operate. On Wednesday a tanker loaded 600,000 barrels of oil at Brega for shipment to Italy, a port official said.

 

(Reporting by Ayman al-Warfalli and Ahmad Ghaddar; writing by Aidan Lewis; editing by Greg Mahlich and Jason Neely)

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Why Tunisia Believes Exports May Ignite Recovery

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tunis

Due to political instability and terrorism, Tunisia has been struggling economically. Could exports be the solution?

Tunisia’s economy had been in a fragile condition for many years. Still reeling from the global financial crisis, the Arab Spring uprisings left Tunisia and many other North African economies stagnant as a result of the regional instability. The problem was further compounded by risk adverse foreign investors, who came to view countries in the region as unattractive prospects.

Then came the terrible terrorist incidents of 2015. The attacks were designed to undermine the Tunisian economy, and they were successful in doing so. The portents were dire for a country in which tourism accounted for 14.9% of GDP in 2014, whilst employing approximately 12% of the working population.

Exports as the answer

A full-on financial crisis was fortuitously averted by the slump in global oil prices, combined with a good year for Tunisian exports of olive oil. Olive oil production on the European continent was hampered by a historically poor harvest in 2015. Yet Tunisia enjoyed record harvests, which enabled the beleaguered nation to quadruple its export revenues of olive oil from US$ 250 million in 2014 to in excess of US$ 1 billion in 2015. These factors have helped Tunisia narrowly avoid the fiscal brink; additionally they have illuminated a potential escape route from the economic wilderness.

The boom of last year’s olive oil season has set events into motion, as Tunisia can ill afford to let such a success become a one-off. Fortunately the EU has realized this, and in an effort to assist Tunisia they doubled the country’s olive oil export quota back in September 2015. If high production can be maintained, Tunisia can become a perennial player in this area. However, in a microcosm that reflects the overall Tunisian economy, Tunisian olive oil products are exported in their most basic and least valuable form. Value and jobs can be added by exporting refined, branded bottles as opposed to the current situation: exporting raw olive oil that is refined and branded by Spanish or Italian firms.

Transitioning to the exportation of more diversified and sophisticated products is something that would benefit other sectors within Tunisia. As an example Tunisia currently exports crude oil. However efforts are being made to finance and build the necessary facilities that will allow for the exportation of refined oil products. As with olive oil, this will create jobs and generate more revenue from the countries resources.

What needs to be done

At a recent conference to discuss the promotion of Tunisian exports, the President of the Tunisian Confederation of Industry Trade and Handicrafts, Wided Bouchamaoui, highlighted the value that an increased focus on exportation would bring to the economy: “Tunisia could raise the value of its annual exports to 100 billion dinars in the next decade.”

However, if such targets are to be achieved, continued oversight will be needed. Due to government intervention, the Tunisian dinar has been overvalued for many years, subsequently hampering exportation as Tunisian goods have been comparatively expensive. In an attempt to remedy the situation the Tunisian Central Bank has allowed the Dinar to depreciate in a controlled fashion. Despite this, the currency is still overvalued by as much as 15% according to some analysts. Further controlled depreciation is an ugly necessity, should Tunisia want its goods priced properly on the international market. This would serve as the catalyst to stimulate Tunisian exports and help reduce the trade deficit (US$ 6.6 billion).

The painful fallout from this policy is that for ordinary citizens their savings have lost value and their buying power has been reduced. The government finds itself in a precarious, high stakes situation: risk social unrest by allowing the currency to slide further, or hamstring the export-led recovery by giving in to public pressure.

Additionally, Tunisia has a major problem with illegal cross border imports and exports, a legacy from the Zine El Abidine Ben Ali regime. These activities undermine the country’s legitimate export enterprises, discourage foreign investors and deprive the state of taxable revenues. Whilst the current government has taken some steps to eradicate these practices, more must be done to legitimize all cross border trade.

If managed correctly, the export industry can be used as a major weapon in the Tunisian economic recovery. The benefits are numerous: exports can generate much needed revenue for the nation, tackle high unemployment, rebalance the trade deficit, generate new industries and encourage long-absent foreign investment in the country.

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Bassita helps fund social change through clickfunding

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Bassita

Bassita is an Egyptian startup company that created click funding, a new way for charities and campaigns to source funding.

If you have never heard of clickfunding before, then it’s probably because this highly innovative form of fund raising was only created 2 years ago. In 2014, an Egyptian startup company called Bassita was launched, and with it the concept of clickfunding was born. The name of the company comes from an Arabic word that means “simple,” and the idea of clickfunding is to make the creation of funds as simple as possible.

The clickfunding model works through the culture of social media, in which people constantly share and like articles, videos or images with other people. What Bassita does is create a short video highlighting a campaign or promoting a cause and a sponsor agrees to a certain number of shares or likes that must be met for it to then fund the campaign.

This means that people can directly help push a project toward being funded simply by clicking a “like” on Facebook or by sharing the video online. Co-founder, Alban de Ménonville states that, “It’s easy for the cybernaut – by clicking on an appealing project, she’s helping to fund change that is good for her community or society.”

This provides people with the opportunity to feel a connection to campaigns that they like and to feel that even a small action, such as sharing a video, can be a part of a genuine change.

bassita website

Clicking for change

The idea sounds so simple that it seems strange that nobody had thought of it before. But this is often the case with new ideas that become rapidly popular and important. A few years ago, the idea of crowd funding might have sounded like people asking for handouts, and yet businesses all across the world have successfully used the model. Social media has become increasingly political and major uprisings such as the Arab Spring were intrinsically linked to the use of outlets such as Facebook and Twitter. To harness the huge amount of activity that social media generates and to use viral videos in a fashion that generates real financing for important projects seems sure to succeed. After all, the overhead costs are small and the commitment of users is nothing more than clicking on “share” or “like.” The very first campaign that Bassita made a video for was a huge success. On September 1st, 2014, they created a video for a Baraka Optics campaign, which aimed to provide 1,000 underprivileged workers in Egypt with eyeglasses. Baraka Optics had agreed to fund this if Bassita got 10,000 views on Youtube, a target that was quickly met.

Since this opening campaign, Bassita has teamed up with UNICEF to help provide 1,000 new clean water connections to homes in Upper Egypt. In order to extend the way in which users can be involved, Bassita created a points-based system in which the target was 1.5 million points. People provided 1 point for viewing the video, 2 points for liking it, 3 points for sharing or re-tweeting it and 5 points for commenting on the video or tweeting about it.

There is a unique nature to these campaigns in how they give any person a chance to play a small role in helping to bring about positive changes. Ménonville said, “The clickfunding model can change the world. More than one million people are giving their clicks to help those who do not have access to water! Yes, our clicks count.”

Bassita’s UNICEF video was viewed 2 million times on Facebook within 3 days of being uploaded and the 1,000 water connections are already being built.

The men behind the clicks and the road ahead

The two men who created the Bassita idea are both French nationals who relocated to Cairo to launch their scheme. Alban de Ménonville and Salem Massalha felt that Africa provided a great opportunity for a young business and as Massalha is of Egyptian origin, the North African country became their new home. In an interview with Popout magazine, Ménonville said, “What we’ve managed to do in Egypt in one year is unthinkable in France, for example. Our team comes from diverse backgrounds, and that is our strength.”

As with many new ideas that become ubiquitous, the men behind the clickfunding idea believe that it will become a global concept that simply adapts its campaigns in relation to the different issues facing various places. Bassita has already won a Young Innovators Award and a 2015 Orange Prize for African Social Ventures.

Then in April of this year they won funding of 60,000 Egyptian Pounds from Injaz’s Startup Egypt prize. The future for clickfunding looks extremely promising and the team behind it all truly believes it can revolutionize advertising and ways in which we engineer social and environmental change. When asked about the Injaz award, co-founder Salem Massalha said, “This prize brings us one step closer to changing the world.”

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