They are arriving one by one, the branding buccaneers from the world capitals. Like top international teams converging on the world cup finals. In this case, the target is the lucrative Middle Eastern market, awash with petro-dollars and a burgeoning appetite to position their home-grown companies on the global stage. The latest in the line of top communication consultanices to open offices in the GCC reads like the top table at the D&AD awards! Lambie-Nairn soon to open in Abu Dhabi has already picked up the redesign of four channels for Abu Dhabi TV; The Brand Union, FutureBrand and BrandFaith have also opened in Abu Dhabi.
Renowned global architects have won lucrative contracts in Abu Dhabi including Jean Nouvel's Louvre, Frank Gehry's Guggenheim, Zaha Hadid's Performing Arts Centre as well as Foster & Partners' Masdar city while Nathalie Crinière has been selected to create the exhibition design for the Louvre Abu Dhabi. Such projects bode well for future branding and interiors work.
Navyblue, is now looking at Oman. They have already picked up the identity for Oman Botanic Garden among its projects. I suppose the touch paper for these arrivals was lit when Fitch bought into GSCS in Dubai in 2007.
These moves are already well-documented and compare to the hiring of international design agencies to satisfy the kudos of local clients seeking fame and fortune: Radiant branded Al Jazeera Childrens TV, QNB and IBQ used Allen International to redesign their brand and branches, Mowasalat hires Vallis Tammaro to rebrand them.
Moving into the Middle East isn’t an easy decision and should not be taken lightly. Entrepreneurs in these oil-rich states are conscious of brand values and astute when it comes to maximizing mileage on their investment. They are keen on brands in general, but specifically they’re looking for a relevant idea with their core DNA rooted in local culture and heritage. Local heroes want to become global brands, flying the flag of their country as brand ambassadors.
It’s quite easy for consultancies from the west to lapse into making too many assumptions from thousands of miles away and hence fall into cultural traps – a kind of self-inflicted ambush in an alien corporate jungle. It also begs the question how international consultancies can possibly ever understand the mores, principles and heartbeat of a nation, never mind the companies and local people within that nation, unless they have lived here for a very long time and steeped themselves in the DNA of what makes people tick.
While Abu Dhabi, Dubai and most countries within GCC yearn to find their rightful place on the world stage and seek international agencies to help them express this yearning, there is a gap of understanding that can never truly be expressed unless it has been experienced. It’s a bit like trying to describe a migraine to someone who has never experienced one.
Cultural differences between countries can put huge pressures on business dealings. There are a myriad of subtle cultural nuances within the GCC that influence decision-making in the boardrooms and finally consumer choices in the marketplace. Our invaluable tip is to do your homework before you pitch your tent here. Pick the brains of Middle Eastern experts, both economic and cultural. Hire western staff who have been here before or those who still ply their trade here. Recruit the cream of bi-lingual Arabs, they are a real asset. Trawl for good local creatives and then blend them with international talent. Suits could be in the shape of thobes (the Arab national dress). Hunt for them, advertise locally. They are invaluable.
Take heart. There are several networks who ventured out in places like China or Kiev where the only language spoken was the local lingo. The learning curves in the Middle East are not so steep in comparison.
So welcome to this marketplace. Bring your well-crafted wares with you. There’s competition waiting for you and some unwritten rules that are at first a conundrum. But you will soon get the hang of it, if you invest time and energy to plunge headlong into understanding and living the environment, the people and breathing their ambitions and their longings.
Now’s the time to put together your business plan. Tailor it to the Middle East, develop a strategy rather than get overly excited about all the money you can make from these oil-rich states in a short period of time. Invest in the future. Think before you leap and you will be on your way to success.
And to all the young talent knocking on the doors of the Job Centres back home we say “Veni, vidi, vici”. It’s tax free!
Renowned global architects have won lucrative contracts in Abu Dhabi including Jean Nouvel's Louvre, Frank Gehry's Guggenheim, Zaha Hadid's Performing Arts Centre as well as Foster & Partners' Masdar city while Nathalie Crinière has been selected to create the exhibition design for the Louvre Abu Dhabi. Such projects bode well for future branding and interiors work.
Navyblue, is now looking at Oman. They have already picked up the identity for Oman Botanic Garden among its projects. I suppose the touch paper for these arrivals was lit when Fitch bought into GSCS in Dubai in 2007.
These moves are already well-documented and compare to the hiring of international design agencies to satisfy the kudos of local clients seeking fame and fortune: Radiant branded Al Jazeera Childrens TV, QNB and IBQ used Allen International to redesign their brand and branches, Mowasalat hires Vallis Tammaro to rebrand them.
Moving into the Middle East isn’t an easy decision and should not be taken lightly. Entrepreneurs in these oil-rich states are conscious of brand values and astute when it comes to maximizing mileage on their investment. They are keen on brands in general, but specifically they’re looking for a relevant idea with their core DNA rooted in local culture and heritage. Local heroes want to become global brands, flying the flag of their country as brand ambassadors.
It’s quite easy for consultancies from the west to lapse into making too many assumptions from thousands of miles away and hence fall into cultural traps – a kind of self-inflicted ambush in an alien corporate jungle. It also begs the question how international consultancies can possibly ever understand the mores, principles and heartbeat of a nation, never mind the companies and local people within that nation, unless they have lived here for a very long time and steeped themselves in the DNA of what makes people tick.
While Abu Dhabi, Dubai and most countries within GCC yearn to find their rightful place on the world stage and seek international agencies to help them express this yearning, there is a gap of understanding that can never truly be expressed unless it has been experienced. It’s a bit like trying to describe a migraine to someone who has never experienced one.
Cultural differences between countries can put huge pressures on business dealings. There are a myriad of subtle cultural nuances within the GCC that influence decision-making in the boardrooms and finally consumer choices in the marketplace. Our invaluable tip is to do your homework before you pitch your tent here. Pick the brains of Middle Eastern experts, both economic and cultural. Hire western staff who have been here before or those who still ply their trade here. Recruit the cream of bi-lingual Arabs, they are a real asset. Trawl for good local creatives and then blend them with international talent. Suits could be in the shape of thobes (the Arab national dress). Hunt for them, advertise locally. They are invaluable.
But not all is daunting. There are some living examples such as The Brand Union and Landor who have taken the time to learn and understand how to do business here. Alongside them are some very successful local branding companies like grow, the Doha-based branding and design consultancy, founded and run by western expatriates,. These agencies have grown here, have learnt from the pitfalls and have come through with flying colours.
“grow was born in Doha” says Anthony Ryman, Managing Director. “While working as client director for Fitch London on the brand, image and look programme for the Doha Asian Games, I saw many agencies coming to DAGOC and doing their ‘song & dance’ routine – ‘we did this’ and ‘we did that’, for international companies in London, Barcelona or new York. “ I quickly realised that they had no clue about the culture, the people, their ambitions and their yearning. They didn’t want to build a relationship. They just wanted the money and to get out of there ASAP. I saw an opportunity to build a local agency based on international best practice standards, systems and principles. I wanted to focus on clarity, transparency and creativity. We went GLOCAL (global & local). 3 years on and our client list reinforces our positioning – clear thinking and beautiful design” says Ryman.
“grow was born in Doha” says Anthony Ryman, Managing Director. “While working as client director for Fitch London on the brand, image and look programme for the Doha Asian Games, I saw many agencies coming to DAGOC and doing their ‘song & dance’ routine – ‘we did this’ and ‘we did that’, for international companies in London, Barcelona or new York. “ I quickly realised that they had no clue about the culture, the people, their ambitions and their yearning. They didn’t want to build a relationship. They just wanted the money and to get out of there ASAP. I saw an opportunity to build a local agency based on international best practice standards, systems and principles. I wanted to focus on clarity, transparency and creativity. We went GLOCAL (global & local). 3 years on and our client list reinforces our positioning – clear thinking and beautiful design” says Ryman.
Take heart. There are several networks who ventured out in places like China or Kiev where the only language spoken was the local lingo. The learning curves in the Middle East are not so steep in comparison.
So welcome to this marketplace. Bring your well-crafted wares with you. There’s competition waiting for you and some unwritten rules that are at first a conundrum. But you will soon get the hang of it, if you invest time and energy to plunge headlong into understanding and living the environment, the people and breathing their ambitions and their longings.
Now’s the time to put together your business plan. Tailor it to the Middle East, develop a strategy rather than get overly excited about all the money you can make from these oil-rich states in a short period of time. Invest in the future. Think before you leap and you will be on your way to success.
And to all the young talent knocking on the doors of the Job Centres back home we say “Veni, vidi, vici”. It’s tax free!
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