Dubai

THE ARAB GUEST The Arab travel mentality can vary greatly as the Arabian region stretches over a vast area encompassing 22 countries from Mauritania in the west to Yemen in the east. As the majority of Arab guests are from the United Arab Emirates (UAE), consisting of Qatar, Bahrain, Oman and Kuwait, the advice given here pertains mainly to this important region. The above-named states have in common rapid economic growth due to the large oil and gas reserves.

These states have been catapulted from a tribal life to relative wealth, although Dubai has always held a significant role as a trade centre in the Middle East. Tourism in the UAE is booming, and luxuries, the newest technologies and excellent service have become the norm. No wonder then that the most expensive and luxurious hotel in the world, the Burj al Arab, is in Dubai. Apart from expecting exclusively furnished hotels, Arab guests also expect respect and tolerance for their lifestyle. To the majority of Arabs, Islamic rules are the foundation of daily life. Courteous and attentive service is a prerequisite. 1.

Tolerance and Sensitivity Personal recommendations and networking between Arab families are of the utmost importance and recommendations by acquaintances are given more heed than extravagant advertising brochures. The chance of winning over the Arab market through a few families is therefore very high, but at the same time, a single ‘mishap’ by an employee can ruin the reputation of an entire hotel. Family consciousness is highly regarded in the Arab region. Unlike in the West, the family is the basic social unit, not the individual. In Arab society the weak are respected and protected, and the elderly are always afforded special respect.

Arabs behave in a reserved manner towards Europeans and react very sensitively to a lack of respect and intolerance. To avoid such conflicts, sensitivity and empathy are of great importance. 2. Travel The majority of Arabs travel with their entire families. Individual tourists and business travellers are still in the minority, although this is slowly changing. Only male travellers will travel alone. Arab travellers are normally well-to-do. They are used to being looked after and often buy themselves certain freedoms using their substantial economic means.

Despite their buying power, however, prices are no longer simply paid; comparisons are made, especially when it comes to hotel accommodation. To do this they are using the internet more and more. The main reasons for travel are business trips, visits to conferences and exhibitions and medical visits. Medical trips are most often undertaken by guests from the UAE as their medical schemes pay for hospital stays, drinks (non-alcoholic) and laundry. Medical checks are often combined with family holidays. Provided as part of the benefits of membership of Cape Town Tourism. For more information visit www. apetown. travel/industry, call +27 (0)21 487 6800 or email membership@capetown. travel Another reason for travel is to escape the summer heat and for the sake of children, who are highly regarded, with many trips being undertaken purely for their sake and to visit theme parks and shop for toys. 3. Travel Structure and Duration The main travel season is between June and September. Family groups can number up to 60 people during this time. Depending on the rank of the Arab, nannies, secretaries and drivers are often part of the entourage, which makes it difficult to establish an average group size.

Ten people per family are an approximate starting point. The duration of trips varies from case to case, but is generally several weeks. 4. Holiday Mentality It is not the norm in Arab states to have to ask for service, nor to thank for services received. Excellent service is expected and a given. Most Arab guests are highly educated and well travelled. They are therefore often seen as demanding. Flexibility and tolerance of their special requests is therefore a must. For example, Arab guests will expect the restaurant times to be adjusted to their daily routine or for room service and room cleaning services to be individually scheduled.

Taking time to develop personal relationships between the hosts and the guests is much appreciated. Business and personal relationships are not strictly separated. The Arab guest prefers a designated contact partner that ensures his wishes and interests are looked after, and that keeps up intense communication. These contacts do not necessarily need to be able to speak Arabic. Often this is even seen as a benefit, as it protects their privacy if the contact cannot understand everything discussed. It is not unusual for the younger generation to be fluent in English.

Guests from North Africa generally speak French as their second language. Arab women completely covered in black robes are still an oddity to most Europeans. However, the social standing of women ranges between ‘strictly Muslim’ and ‘emancipated’. The rules laid out in the Koran guarantee her that she will be looked after her entire life. In return, she must acknowledge the man’s authority in society, the family and in marriage. The wearing of veils was long seen as a sign of high social prestige. Only women of high standing were allowed to wear them; slaves and dancers were forbidden to do this, under threat of punishment.

Today the veil signifies a close affinity to Islam and is a sign of the honorable life of the wearer. Advances by men are not tolerated. Hoteliers must be prepared for the lobby area to occasionally look like a bazaar. In an effort to strengthen their relationships Arab guests will meet there, drink tea, smoke – and if permitted also their hubbly bubblies. 5. Information and Booking Behaviour Prior to travel the normal booking procedures (internet, advertising, travel agents and agents specialising in medical trips) are checked for prices, availability and decor, special services etc.

For guests travelling for medical reasons, local embassies and consulates often take care of these issues. Close contacts with these are therefore of benefit. Often guests book hotels only to then compare offers and prices with other hotels once in the country. Should the hotel booked not live up to their standards and expectations, they Provided as part of the benefits of membership of Cape Town Tourism. For more information visit www. capetown. travel/industry, call +27 (0)21 487 6800 or email membership@capetown. travel will relocate.

Reception staff can play a decisive role in this decision. Although low prices and rebates are important, negotiations seldom take place. Representatives of a group are often sent ahead. More often than not however these days, guests arrive without having booked at all. Because guests are not under any time constraints, the departure date is often left open. This fact should always be taken into account and dealt with flexibly. When bookings are made, babies up to three years old are not mentioned as they are not seen as children. This often leads to confusion on check-in.

A point should therefore be made to specifically ask about babies accompanying the group. When a booking is made, the hierarchy (family, drivers, nannies etc), who will be footing the bill, as well as the individual family members’ names must be established. For long stays, the billing should be clarified at the start, especially when guests are travelling for medical reasons. The health department of the country of origin often covers the accommodation, F&B and laundry. Bookings are often made using the prefix ‘El’ or ‘Al’, a type of royal title, which however is left off on arrival or when telephoning.

This often leads to irritations and misunderstandings, which is why this fact should be remembered from the outset. It is also recommended that families from various regions are separated from one another. A good option is to inform guests of the Arabic origins of the other guests. Rooms should always be in quiet areas where no lingering smells are present. There are also often requests for rooms with connecting doors. Should this request not be made, family rooms should be situated close to one another on the same floor. 6. Travel Content The main interests are sight-seeing, casino visits and outings with/for children.

Shopping is also very popular, which is why hotels should always have shopping tips at hand. Addresses for oversized clothing should also be included. Apart from shopping, excursions into nature, especially the mountains and such, are enjoyed. Sports events are also favourite pastimes; this includes soccer, which is becoming increasingly popular, horseracing, golf and motor racing. 7. Communication Because the majority of Arab guests are able to speak English well, communication problems are rare. Should the older members of a group not be fluent in English, the younger ones do the translating.

Children often speak English astonishingly well. When it comes to negotiations or relationship building, Arabs use very descriptive language combined with many gestures. Instead of coming to the point they use longwinded descriptions. So as not to come across as disrespectful or uninterested, it is advisable to take time and to adapt one’s way of expression as much as possible. It is most important not to decline a guest’s request too bluntly. This ensures that neither party loses face. The wording: ‘I will try my best’ or suggesting an alternative to the request are often very helpful.

But under no circumstances should a promise be made that cannot be kept. Provided as part of the benefits of membership of Cape Town Tourism. For more information visit www. capetown. travel/industry, call +27 (0)21 487 6800 or email membership@capetown. travel Honesty is a virtue: this saying is interpreted very differently in various countries. Because Arabs are so relationship orientated and take heed of harmonies and friendships, it is still considered being honest when unpleasant subjects are simply ignored and positives stressed.

Arabs will always be able to ‘fish out’ the truth in a conversation. In contrast to Europeans, Arabs find it insulting to ignore people that walk into a conversation. Making them wait or even ignoring them must be avoided at all costs, even if one just politely acknowledges the guest and advises him that he will be attended to shortly. Interpersonal relationships have a much higher priority than does time-keeping. This is why Arab guests cannot understand it when no time is taken to have an in-depth discussion. Even unimportant subjects offer the opportunity to build trust and understanding.

Therefore, when under time constraints, rather tactfully and reassuringly promise the guest a chat at a later stage. Arabs always expect first-class service/performance, and requests therefore often come across as being demanding. Diplomacy and tolerance are therefore advisable. In addition, absolute punctuality and dependability are expected from the hotel. It is advisable to regularly question the guest on his/her satisfaction. Should there at any time be a problem, e. g. the behaviour of children, this must be addressed privately, with the group’s representative. Under no circumstances should the head of the party be confronted or called. . 1 Topics of Conversation A sure way to win the affection and loyalty of an Arab guest is the enquiry into the wellbeing of his family, especially that of the male members. Enquiries about the female members could be misconstrued and are to be avoided. It would be of great benefit to the hotel contact person to have background information on the family ties of guests. It is therefore vital to keep a guest file containing all the relevant up-to-date details. Topics to be avoided are religion and politics, although being knowledgeable about Islamic religion is a sign of respect. This should however not be shown off.

The local customs and way of life are interesting topics and offer much to talk about. Most Arabs are pleased by declarations of friendship. In addition, substantiated acknowledgment of their technical advances, art and social security systems helps to reduce feelings of mistrust and is generally appreciated. They also value acknowledgements for the cultural achievements in their respective countries. Positive comments on the high standard of tourism in the Gulf States are also appreciated. Humour is a very difficult thing to transfer across cultural lines and should be used cautiously.

Translations of amusing sayings often lose their amusement value and are not easily understood. Sarcasm and irony are to be avoided unless one knows the other person very well. 7. 2 Non-verbal Communication To begin with some Arab guests may come across as being reserved and sometimes even uninterested. Countering this with a smile helps make the guest feel respected and welcome. Ignoring a guest is interpreted as an insult. As an Arab saying goes: “Kill me, but don’t give me a funny look! ” Provided as part of the benefits of membership of Cape Town Tourism. For more information visit www. capetown. ravel/industry, call +27 (0)21 487 6800 or email membership@capetown. travel Arab women will generally avoid any eye contact with male staff. Eye contact between women however is not an issue. A male staff member should therefore avoid eye contact with a female guest and should never try to force it. Should a woman ask a question, the male companion is addressed unless the woman actively seeks eye contact. Between men, however, direct and intense eye contact is highly regarded. Arabs generally have smaller personal comfort zones than Europeans. During conversations it is customary to feel the speaker’s breath.

Europeans who keep their normal personal distance could therefore evoke the feeling that their presence is felt as repulsive. Pointing fingers at persons is also seen as very impolite. Should one be unsure about how to behave when dealing with Arab guests, the best advice is to rather be too reserved rather than forceful. 7. 3 Guest Complaints As with all guests, voicing of complaints depends very much on the personality of the person. Should complaints arise these are brought up by the family’s spokesperson (interpreter), rather than the head of the family or his wife.

It is therefore important to establish a good relationship, based on trust, with the spokesperson. The spokesperson should also be given a few names of people in authority, who are able to make quick decisions that are followed through. This has the benefit that instead of discussing problems with other guests/families, the spokesperson can approach the hotel directly to sort matters out. This is also important as families stay for long periods and tend to develop contacts with other families. Through direct communication the escalation of a problem can therefore be avoided.

Even though women are taking up more and more managerial roles, experience shows that Arab guests still prefer addressing complaints with male employees. Even if a guest becomes loud and angry, it is important to stay calm. A good tactic is to remove the guest from the public area and discuss the matter over a cup of tea. Complaints are always to be seen as a chance to improve service. 8. HOTEL 8. 1 Choice of Hotel Luxury is not the deciding factor when it comes to choosing a hotel. A certain standard is definitely expected, but the proximity to shopping centres or supermarkets and the hotel’s atmosphere are more important.

Medical checks are often the reason for visits, so the proximity to clinics can be a deciding factor in such a case. Should the hotel not be ideally situated, a limousine service could be considered. Instead of city hotels, smaller, family hotels are becoming more and more popular. As friendliness is a deciding factor, hotels with a family atmosphere are preferred. 8. 2 Greeting and Check-In The greeting is the first, all-important impression a guest gets. On arrival guests want to feel welcomed and respected. An Arab saying goes: “A look can kill quicker than a sword! To counter this, a smile or even an Arab greeting can make a big difference. Even though Provided as part of the benefits of membership of Cape Town Tourism. For more information visit www. capetown. travel/industry, call +27 (0)21 487 6800 or email membership@capetown. travel direct communication might not be possible, the effort is seen as a friendly gesture, which in turn will leave a positive memory. Greetings are so important in Arab society that they have taken on an almost ritualistic character. Even when staff are under pressure, they should always stay calm and take their time with this greeting ceremony.

Arab men should be respectfully approached, and then one should await their response. Some greet by shaking hands, others do not. Most Arabs however find handshaking strange, and should it take place, only the right hand is to be offered, as the left is considered ‘unclean’. Arab men greet each other in a variety of ways, either with their noses, their shoulders or by hand. Well-known acquaintances of the same gender also exchange three kisses on the cheeks. It is customary to greet the highest-ranking person first. Ladies are usually not greeted by hand; a greeting is merely implied (hinted at).

European women may offer their hand in greeting. When it comes to money, however, this should be dealt with by a male. Especially the older Arab generations find it difficult to deal with female staff. Reception should always have the times for sunrise and sunset handy, as these are important for prayer times. Times can be requested from the local mosques. Prayers are said five times a day, facing the direction of Mecca. It is therefore of the utmost importance that the guest knows where Mecca lies. To assist with this, stickers can be put on the windowsills advising the direction of Mecca.

Some hotels even offer compasses or instruct their staff accordingly. The addresses of embassies and Arabic-speaking doctors should also be at hand and are regularly asked for. These can be given with the welcome letter. Further information that is often requested is recommendations on Arabic, Persian or Lebanese restaurants, limousine rental companies or Arabic-speaking guides. For Arabs the weekend starts on Fridays, and Sundays are a normal working day. Although Arabs generally value a calm and relaxed atmosphere, the check-in should proceed speedily.

This is especially important for the women and children who have been travelling for many hours. On arrival the guest will want to inspect and choose from several rooms to ensure that they meet his expectations and those of his family members. The category booked by the organiser should however not be changed. Special wishes are often only requested on check-in. Staff should therefore be flexible. Even after several visits to a hotel the special requests may vary from visit to visit, which is why requests from previous years should be clarified before implementation. Due to the long duration of stay, many hotels insist on weekly billing.

Should this be the case, the guest must be advised of this on check-in. Financial matters must however be dealt with tactfully so as to avoid giving the impression of mistrust. When luggage is taken to the room the porter should always leave the door open and leave the room as quickly as possible. The ladies in the party will often wait outside the room until the porter has left. To wait for a tip is seen as rude. Arab guests tend to occupy rooms in big groups. To check the number of guests in a room it is helpful to consult with the housekeeper, as she is in charge of the daily cleaning of rooms.

Guests also like to change rooms amongst themselves and the spokesperson of the group should therefore be consulted to clarify the room occupancies. Nonetheless, Provided as part of the benefits of membership of Cape Town Tourism. For more information visit www. capetown. travel/industry, call +27 (0)21 487 6800 or email membership@capetown. travel guests are usually quite cooperative should occupancy issues arise. Arabic guests often leave their room doors open or unlocked. It is therefore advised that guests should be informed in writing about the hotels liability policy in cases of theft from the rooms.

The issuing of house rules in Arabic is seen as an insult, but should this be a standard, these rules should also be laid out in English and another common language if possible. A friendly welcome letter, which politely requests the adherence to certain rules, will usually be readily accepted. 8. 3 Hotel Interiors/Furnishings Children occupy a very important status in Arabic countries and if possible, designated areas should be set aside for them. A playroom furnished with billiard tables, computer games etc. is a good idea.

The venue should be in an area of the hotel where noise disturbance would be at a minimum and where children can play until late at night. Due to the fact that Arab children are only used to their local foods, it often happens that foods will be heated up in their hotel rooms. This can be prevented by including Arabic foods on the menu. Nannies travelling with children have a purely supervisory and chaperoning function, they are not entitled to reprimand or discipline. Should it be possible, the hotel could offer activity and entertainment programmes for the children to keep them in check.

Reception should also advise the nannies of the quickest route to the nearest playground or park. Security is an important aspect for Arabic travellers as the man carries the responsibility for the entire family. The presence of security personnel and/or cameras in the passages is positively met. Airconditioning is an absolute must and is seen as a non-negotiable standard. Religion being an integral part of Arab life, guests pray five times a day. A designated prayer room would therefore be appreciated. This room can be very basic, e. g. an empty conference room or guest room in which prayer mats can be spread out.

Prayer mats are usually brought along, but some hotels also offer these for loan. It is also seen as polite to remove any items connected to other religions. Arab women appreciate pool times designated for their exclusive use, with only female staff on duty, should this be required. The standard swimwear worn by ladies is leggings and t-shirts. European swimwear is seldom worn. 8. 4 Room Furnishings Although Arab guests are usually quite good at speaking English, signage in Arabic clarifies any uncertainties and helps to make the guest feel welcomed.

The room service menu should definitely be translated and guest service directories in Arabic, as well as a welcome letter in that language, will leave a lasting impression. Guest rooms should be as spacious as possible, as Arabs are used to having a lot of space. Big rooms, preferably suites, are expected. Should no connecting doors between rooms be available, rooms should at least be adjacent to one another. Big beds are also preferred (king and queen size), and baby cots are also often requested. Cooking facilities in rooms are also welcomed, as baby milk can be warmed and water boiled for tea.

Many guests do not like ordering room service too often, and should cooking facilities not be available, at least a kettle could be offered as an alternative. Provided as part of the benefits of membership of Cape Town Tourism. For more information visit www. capetown. travel/industry, call +27 (0)21 487 6800 or email membership@capetown. travel Arabic TV channels should be available; suggestions are Al-Jazeera and Nile, which are both available via satellite. Video recorders and DVD players are also an ideal service to make available. Arabic newspapers are a must, as the need for up-to-date information is high.

A welcome letter in the room which not only greets the guest but also conveys detailed information on the hotel and its services is much appreciated. Small welcome gifts such as fruit, figs, nuts, biscuits, cakes and alcohol-free chocolates are popular. As the ‘Do not disturb’ sign is often left out during the day, good communication between room service and housekeeping is vital. Small gifts for children e. g. chocolate are very important. Arab guests greatly appreciate finding big bottles of still mineral water in their rooms on arrival. These are especially enjoyed by the children after a long trip.

Only still water is drunk and internationally known brands are preferred to the local ones. It should be noted that Muslims are prohibited from drinking alcohol, but that not all Arabs are Muslims. In addition, this prohibition is treated in a more relaxed manner when in Europe. Alcohol need only be removed from rooms on request or after enquiry from the hotel or when children accompany adults. Minibars are usually cleared shortly after arrival anyway to accommodate water bottles. The stocking of the minibar can be discussed on arrival. As appliances are often brought along, adapters and cables should be available on request. . 5 Bathrooms Arab guests will request a large number of bath towels on a daily basis. This is due to the fact that the entire body must be cleansed prior to every prayer session. A towel is never used twice, which is why the usage is so high. In addition, it is regarded as unhygienic to only use toilet paper after visiting the toilet. Arabian custom dictates that one also uses water to clean oneself, which is done with the left hand. This is why their toilets are fitted with a water spray facility. Seeing that standard toilets are not fitted with this device, a towel is then used to clean the left hand.

Naturally the towel is immediately given in to be laundered. Some adults try to adjust to the ‘strange’ European habit, but this can not be expected from children. Due to the unpleasant smell of these towels Arabs are often labelled as being unhygienic, which couldn’t be further from the truth. Even though towels are immediately sent to be laundered, the provision of white towels is not necessarily doing them a favour. In addition, guests should also be able to make use of a laundry facility. As children often run around barefoot, towels are laid out in the bathrooms to avoid them becoming ill due to the unfamiliar temperatures. . 6 Daily Routine Because of the high daytime temperatures in the Arab region, Arabs tend to be more active during the evening hours. Their daily routine has adjusted accordingly. It is therefore suggested that cleaning routines for rooms are planned according to individual guests. It is also advisable to allocate more time for the cleaning of rooms than Provided as part of the benefits of membership of Cape Town Tourism. For more information visit www. capetown. travel/industry, call +27 (0)21 487 6800 or email membership@capetown. travel usual.

Complaints might be received because cleaning staff, for insurance reasons, are not permitted to move items lying around in order to clean the room. The reason for the ‘non-tidying’ should be explained in a friendly and tactful manner. To avoid unnecessary conflicts it is recommended that enough female cleaning staff are at hand to adhere to the strict gender segregation. It is however often difficult to get access to rooms due to the ‘Do not disturb’ sign being out. It is therefore advisable to inform the guests well in advance as to when cleaning is scheduled. 9.

Eating Habits The provision of appropriate foods can be a potential area of conflict. Hotels often react negatively to the delivery of food from external sources, or the cooking of foods in the room. There are however several reasons for Arab guests not being able to go without their familiar foods: The length of their stays is often much greater than that of other guests, which is why familiar tastes are missed. In addition, children accompanying adults cannot be expected to adapt. Also, the quality of many exotic fruits is not comparable to that of their home country, which is why special products are often flown in.

Not to be forgotten is the fact that the Muslim religion prescribes certain rules when it comes to food and drink, i. e. no pork or alcohol may be consumed, nor any other intoxicating substances. Meat must always be well done as the Koran prohibits the consumption of blood. Many Muslims also insist on meat having been slaughtered according to Islamic rites. Arabic eating habits also vary greatly from those of European cultures. Although European foods are readily tried, Arabic foods are definitely preferred. If possible, Arabic, Turkish or Libyan chefs should therefore be brought in.

Some hotels even allow the guests’ own chefs to use the hotel kitchen. The breakfast times stipulated in hotels often do not fit into the daily routine of Arabs, who usually take breakfast between 10h00 and noon. The foods on offer in hotels however are more than sufficient to cover the guests’ needs. Great value is placed on a variety of fruits and fruit juices. Beware: Children often go to breakfast unaccompanied by parents. It is therefore vital to make it clear which cold meats/foods contain pork, to avoid children eating these forbidden foods. Dinner is usually taken between 21h00 and 23h00 and is ordered from room service.

Enough staff should therefore always be at hand. Choices should include Arabic dishes, menus should be translated and the various dishes should be numbered to avoid any miscommunication. Should the hotel wish to limit guests from going out for meals or ordering in, it would be advisable to adjust themselves to the Arabic habits. Some hotels offer Arabic buffets in separate rooms or in a section of the restaurant. Others do not cater for the guests’ needs and have an agreement allowing the guests to order in, but charge a ‘corkage’ fee for this privilege.

Should the guests make use of the restaurant, children should be especially well treated and served. Arabic guests go to eat not because the adults are hungry, but because the Provided as part of the benefits of membership of Cape Town Tourism. For more information visit www. capetown. travel/industry, call +27 (0)21 487 6800 or email membership@capetown. travel children are hungry. Due to the fact that children are often ‘neglected’ in restaurants, parents prefer going to Arabic or Lebanese restaurants. 9. 1 Etiquette during meals Despite rumours, Arabic guests do not sit on the floor to eat.

This is only done when the table is covered by brochures or is too small. There is little talking during meals, meaning that the noise disturbance is minimal. A small amount of the main meal is always left on the plate, after which dessert and coffee is quickly consumed. It is a sign of politeness to at least try every dish, even if one is not hungry. Eating only commences once the head of the table opens the meal with the words ‘Bismillah’ (in the name of Allah). Everyone helps themselves, and it is an unwritten law that one eats the most from the dish directly in front of one.

The host will always ensure that these are the best dishes. After dinner, when coffee is served, only three small cups are consumed, as more would be considered impolite. One can however indicate beforehand when one has had enough, otherwise replenishment will be done without asking. The signal for this in the Middle East is to quickly wave the cup from left to right whilst holding it between your thumb and index finger. In Europe, Arab guests eat with knives and forks. If meals are eaten by hand, only the right hand is used, as the left is considered as ‘unclean’.

In the Middle East meals are served with nan or pita bread, which is broken into little pieces that are then formed into a shovel using three fingers, and the food picked is up with this. Dates are always a welcome offering, although the locally available ones are not of the same quality as the ones in the Middle East. This is why they are often flown in especially by guests. Favoured desserts are heavy and sweet, but usually quite costly as they contain ingredients such as hazelnuts, walnuts, almonds, pistachios and honey.

Baklava, Swiss chocolate and glazed chestnuts are very well liked. It is considered very rude to remove plates that are not quite empty without asking. Arab guests do not necessarily know the rule of laying the knife and fork next to one another on the plate to signal that one has finished. Permission must therefore be asked for before clearing. 9. 2 Beverages In Arab countries beverages are ordered during or after meals, not before. They are also used to receiving their food soon after ordering.

In the Arab region guests are greeted with a beverage upon arrival, without having ordered. This is an Arab ritual and serves to create a friendly atmosphere. Ordering drinks prior to receiving food is not customary and seen as a nuisance. Apart from mocha, there is no drink that is consumed in larger amounts than tea. Especially popular are black tea with a few sprigs of mint, but also cardamom, aniseed and jasmine are popular flavourants. Tea is an obligatory welcome drink for guests, and is drunk very sweet, and many hotels have started serving tea out of samovars in the lobby area.

Some guests however may be irritated by the fact that the same person who serves them the tea also serves alcohol. Provided as part of the benefits of membership of Cape Town Tourism. For more information visit www. capetown. travel/industry, call +27 (0)21 487 6800 or email membership@capetown. travel Coffee is served in small mocha cups with a lot of sugar (hulwa), half a sugar cube (madbuta) or without sugar (murra). Because the method of preparation and taste of coffee prepared by hotels differs greatly, coffee is often brought along by guests.

The water consumed is usually still water, and for cost reasons is often bought in large bottles at supermarkets. To counter this, water can be offered at special prices as part of room service. Because Muslims are prohibited from drinking alcohol, a large range of nonalcoholic drinks should be made available. Arab Christians however are permitted to consume alcohol. Apart from water, fruit juices and Coca-Cola are very popular, especially with children. 10. Summary of Important Tips Specifics ? ? ? ? ? ? ? ? ? ? ? ? ?

Emphasise to staff the importance of offering suggestions Enquire about health and satisfaction on a regular basis Have information about mosques and prayer times at hand Inform other guests that Arab guests are sharing the same floor Explain to staff how to offer tactful service by making use of examples Print hotel rules in Arabic, English and German Welcome letters can contain tactful requests about adherence to certain house rules Inform guests about hotel liability policy in writing (when doors are left open) Specify a contact person who is responsible for the group during the stay Show flexibility when it comes to breakfast and restaurant opening times Respect special requests when cleaning rooms Have information on children’s activities and programmes at hand Show the nanny the way to the nearest park Verbal Communication ? ? ? ? ? ? ? Discuss the subject of communication between Arab guests and staff Never leave a guest waiting when they want to communicate Do not be irritated by the emotional expressions of guests Do not deny requests, rather offer alternatives and show that you are concerned and wanting to assist Communicate criticism tactfully Always plan enough time to ensure a trusting relationship is built up with guests Show personal interest Be careful when using humour; irony and sarcasm are no-no’s Non-verbal Communication ? ? ? ? Stern expressions are interpreted as arrogant – always smile No direct eye contact between female guests and male staff Eye contact is important between men Accept minimal personal space when communicating Complaint Behavior ? Be sensitive and tactful during emotionally charged complaints ? Should guests retire/leave quietly, assume that there is a problem ?

Involve the middle man/interpreter when guest or hotel complaints come up Provided as part of the benefits of membership of Cape Town Tourism. For more information visit www. capetown. travel/industry, call +27 (0)21 487 6800 or email membership@capetown. travel ? Be proactive to avoid a spate of complaints ? Serious issues must be handled by male staff Reservations ? ? ? ? Clarify hierarchical order in advance Clarify exact number of guests including babies and nannies Internally, ensure that all names are spelt in one way Clarify on arrival who will be taking care of payments Greeting / Welcome ? Allocate sufficient time for the greeting/arrival ? Use Arab forms of greeting ? Discuss the importance of first impressions with staff.

Despite reservations, guests will change hotels if they are not happy ? Male staff should not shake hands with female guests ? Handshakes that are too firm are to be avoided ? Never offer the left hand, as it is considered ‘unclean’ ? Ensure that the check-in runs smoothly and speedily ? Financial issues must be dealt with tactfully ? Plan in more time and staff to deal with special requests ? Have city information at hand in Arabic Hotel Interior ? ? ? ? ? Hotels with self-catering facilities are preferred Ensure that guests feel safe Offer play rooms/entertainment areas for children A/C is a must Be prepared that the lobby will at times resemble a bazaar Room Interiors ? ? ? ? ? ? ? ? ? Rooms should be big with interconnecting doors Check number of guests per room regularly Advise in a sensitive manner the rules for number of persons allowed per room Offer big beds Provide Arab TV channels Prepare friendly welcome letter Offer still mineral water in large bottles Discuss minibar contents in advance Indicate direction of Mecca (remove any other religious symbols/books) Be prepared for increased towel usage Services on Offer ? Discuss cleaning schedules with individual rooms ? Have enough cleaning staff at hand, preferably female ? Offer newspapers in home languages Provided as part of the benefits of membership of Cape Town Tourism. For more information visit www. capetown. travel/industry, call +27 (0)21 487 6800 or email membership@capetown. travel Food and Beverages ? ? ? ? ? ? ? ? ?

Offer room service Translate menu into Arabic and number the dishes Be prepared for increase in room service between 21h00 and 23h00 Have an Arabic chef prepare Arabic meals Alternatively, allow the guests’ personal chef to use kitchen Order in Arab catering Adjust restaurant opening times to suit guests Serve children first and quickly Pork and alcohol are prohibited for Muslims Breakfast ? Offer normal international breakfast buffet ? Offer wide selection of fruit and fruit juices ? Indicate which cold meats contain pork Etiquette during Meal Times ? Always ask whether plates may be removed before doing so ? Place big tables in guest rooms to avoid guests having to eat sitting on the floor ? Only eat with the right hand, as the left is considered ‘unclean’ Drinks ? ? ? Offer black tea with sprigs of fresh mint leaves Tea is generally drunk very sweet Offer a good selection of non-alcoholic beverages Be aware that coffee is often brought by the guests themselves Arabic Phrases Good day Good morning Good evening Good night Welcome Thank you Please See you again One moment please Excuse me please I wish you a pleasant stay Salam aleikhum (pronounced: sala maleicum) Sabah elkheir (pronounced: sabba elsher) Masah elkheir (pronounced: masse elsher) Tisbah ala kheir (pronounced: tisba ala kair) Marhaba Shokran (pronounced: shukran) Afoin (pronounced: affoan) Maa salama Min fadlak Lau samahat Ekama saida Provided as part of the benefits of membership of Cape Town Tourism. For more information visit www. capetown. ravel/industry, call +27 (0)21 487 6800 or email membership@capetown. travel Titles The confusing name sequences are constructed with between three and six elements: ? Social status ? First name and family ties ? Father and sometimes grandfathers’ names ? Social and geographic origin ? Sometimes honour titles and occupational titles The social rank is always mentioned at the beginning of the name; this is especially clear for heads of state, e. g. Emir (Arab. Amir), Sultan, Malik (king) or Rais (president). In the UAE the rulers do not call each other Emir, but rather Sheikh. This is followed by the first name, which is followed by the description of family ties/connections.

For boys ‘Ibn’ (son of), for girls ‘Bint’ (daughter of), for fathers ‘Abu’ (Father of). An especially honorable title is ‘Umm’ (mother of), followed by the eldest son’s name. These are followed by the social or geographic origins. Muslims who have fulfilled their trips to the holy sites of Mecca and Medina carry the honorary title of Hajj, although this is seldom used in the Emirates or Gulf of Oman. The job title is often also part of the title, e. g. ‘Imam’ (priest), ‘Qadi’ (judge) or ‘Hakim’ (doctor). The surname always stands last. Provided as part of the benefits of membership of Cape Town Tourism. For more information visit www. capetown. travel/industry, call +27 (0)21 487 6800 or email membership@capetown. travel

With the end of World War II the strains that had been created by the transformation of Turkey under Ataturk erupted into the open.

The political elite splintered into various factions and new elements that had risen to the fore in the twenties and thirties; businessmen, traders, and entrepreneurs.

Began to articulate insistent demands for a greater voice in decision-making. In their drive for more power the new groups quickly gained the support of many elements within the society who, dissatisfied with the rigidity of the CHP and the bureaucracy in general, and with the wartime economic problems in particular, wished to see a greater degree of freedom within the country.

In this atmosphere ideological attitudes ranging from racialism to communism were openly expressed and fundamental political issues became topics of popular debate. This debate culminated in a dramatic change in the political system that could now be characterized as competitive, a change that in turn engendered marked repercussions in every aspect of Turkish life.

For many reasons; including Inönü’s dedication to Ataturk’s ideal of establishing a multiparty system, internal opposition within the CHP, and demands to end one-party rule; opposition politics were legalized in 1946. In 1950 the DP (Democrat Party), formed by four former CHP leaders, was swept into power by an overwhelming majority. This election marked a turning point in the country’s history.

Not only had a remarkable transition from dictatorship to democracy taken place, but the new government promptly embarked upon an ambitious program of economic development that would have significant consequences for Turkish society in general and the educational system in particular (Szyliowicz, 1966).

What had happened was that the first free elections in Turkish history allowed all segments of society to voice their dissatisfaction with the CHP which had been in power for twenty-seven long years; intellectuals wanted democracy, businessmen resented the etatist economic policy, landowners were disturbed by the attempts; however unsuccessful; to induce change in rural areas, and the peasantry, whose way of life (as we have noted) had changed but little, felt neglected and abused by a tyrannical administration.

Secure in its mandate, the DP attempted to carry out its campaign promises, launching an ambitious program of economic development financed in large part with American aid, and liberalizing various restrictive laws.

Furthermore, the DP was aware of the importance of rural support and did its utmost to maintain the favor of the villagers by a partial relaxation of religious restrictions; the call to prayer could once again be chanted in Arabic and religious instruction became a regular school subject unless the parents requested that their children be excused.

The Emirates Group is composed of airport services provider DNATA (the Dubai National Air Transport Association) and Emirates Airlines. Owned by the government of Dubai and based at the busiest airport in the Middle East, Emirates has flourished under the sheikdom’s ‘wide open skies’ policy, in spite of the restrictions placed on it by other countries. The airline, renowned for its luxurious in-flight service, was unique among long-haul airlines in that it had not joined a global alliance such as the Star Alliance or oneworld by the beginning of the new millennium.

The Maktoum family led the tribe throughout the 19th and 20th centuries.Dubai became one of seven sheikdoms in the United Arab Emirates, which was formed in 1970. Gulf Air began to cut back its service to Dubai in the mid-1980s. As a result, Emirates Airlines was conceived in March 1985 with backing from Dubai’s royal family, whose Dubai Air Wing provided two of the airline’s first aircraft, used Boeing 727s. (An Airbus A300 and Boeing 737 were two others. ) Because of Dubai’s unique political structure, wrote Douglas Nelms in Air Transport World, Emirates could be described as both government-owned and privately held, though most considered it state-owned.Maurice Flanagan was named managing director of the new airline.

Formerly of the Royal Air Force, British Airways, and Gulf Air, Flanagan had been seconded to DNATA in 1978 on a two-year assignment as assistant general sales manager. Chairman was Sheikh Ahmed bin Saeed Al Maktoum, nephew of the ruler of Dubai. Only 27 years old in 1985, he had graduated from the University of Colorado just four years earlier (his degree was in political science and economics). Sheik Ahmed also became chairman of Dubai Civil Aviation and DNATA itself.Although he lacked any direct experience in the airline industry, Sheikh Ahmed embraced his new role, learning to fly a variety of aircraft along the way. As Lisa Coleman duly noted in Chief Executive, he was indeed experienced in one area that would be the new airline’s defining trait: luxury. The first flight, Dubai-Karachi on October 25, 1985, was a Pakistani connection in more ways than one.

The airline leased the aircraft, an Airbus 300, from Pakistan International Airlines. Bombay and Delhi were the other two earliest destinations.From the beginning, Emirates flights carried both passengers and cargo. Emirates was profitable within nine months. During its first year, it carried 260,000 passengers and 10,000 tons of freight. The next year, Gulf Air posted a loss. In its second year, Emirates also posted a loss, before setting out on decades of profitable growth.

One reason for the success of Emirates was its aggressive marketing. Another was the high level of in-flight service in its new Airbus aircraft, which it outfitted with generously spaced seating.Our Vision ; Values The principles which propel us forward A strong and stable leadership team, ambitious yet calculated decision-making and ground-breaking ideas all contribute to the creation of great companies. Of course, these have played a major part in our development, but we believe our business ethics are the foundation on which our success has been built. Caring for our employees and stakeholders, as well as the environment and the communities we serve, have played a huge part in our past and will continue to signify our future.Our culture of respect At the Emirates Group, we place great value on corporate citizenship and social responsibility and believe our business ethics are integral to our continued success. Each member of staff’s commitment towards ongoing improvement combines to maintain the competitive edge of our operation in global markets.

We firmly believe our employees are our greatest asset and their contribution to the staggering pace at which we have developed can not be underestimated.Without them it would not have been possible and we acknowledge this with a range of excellent benefits, including a generous profit share scheme, and programmes designed to help them fulfill their career goals. These principles enable us to attract employees of the highest calibre and have helped us become the largest employer in the UAE. We now have a team of more 40,000 loyal workers, many living far away from their own families, and we are committed to caring for them within ours.This dedication to the welfare of our employees does not distract from the fundamental economic role of our business – to reward stakeholders. While rivals have faltered under the strain of fluctuating fuel prices and the intense level of competition synonymous with our industry, we have posted profits in all but one year of our history. While we are focused on maximising profit margins, as a leader in aviation innovation, we are devoted to growing our business while using fewer resources and creating less waste and pollution.

The billions of dollars we have invested in purchasing the most advanced aircraft in production mean we operate one of the youngest and most eco-efficient fleets in the world. Our commitment to the environment extends to our interests on the ground. We take great pride in our involvement with the Dubai Desert Conservation Reserve, which is dedicated to preserving the natural and cultural heritage of area. The National Park, the largest protected area in the UAE and home to more than 30 species indigenous to the Arabian Peninsula, is considered the regional benchmark for sustainable development and conservation.Our green projects do not stop at home and plans are already well under way to create two of the world’s most eco-friendly conservation-based destinations – Wolgan Valley Resort ; Spa in Australia and Cap Ternay Resort ; Spa in the Seychelles. Company Overview The Emirates Group has spread its wings into every aspect of travel and tourism to become a leading global corporation in its field. With one of the youngest fleets in the sky and more than 400 awards for excellence worldwide, Emirates airline is one of two key divisions in the group.

The other is Dnata, which provides ground handling services at numerous airports around the world, including Dubai International. It is also one of the largest providers of travel services in the Middle East and has been a household name in Dubai for more than 50 years. Propelled forward by their united strength, the two have evolved at a phenomenal rate to establish the Emirates Group as an immense organisation, pning a portfolio of more than 50 brands and employing over 50,000 people. Growing from strength to strengthEmirates Group is always looking to expand its portfolio with strategic ventures that will enhance its commercial proposition, revenues and reputation. Among its many projects in development is a luxurious conservation resort in the Seychelles which will raise the benchmark in eco-tourism, as well as highlight Emirates’ commitment to protecting the environment for future generations. Cap Ternay Resort ; Spa Set on a spectacular tropical island in the Seychelles, the resort will give guests a traditional beach holiday combined with a taste of the lush forests, towering granite mountains and wildlife unique to this Indian Ocean sanctuary.The senior management team To build a travel and tourism empire at such staggering speed would not have been possible but for the collective talents of a group of men who have each proven to be leaders in their field of expertise.

Almost all of the executives at the helm of the Emirates Group have been with the organisation since its birth and it is their pioneering vision – combined with meticulous planning and brave yet calculated decision making – which has given flight to the fastest growing airline in the world and the Middle East’s largest provider of airport and travel services.SWOT Analysis This part of the assignment will analyse the strategic position of Emirates Airline through the use of SWOT analysis. Based on the given case, the strategic position of the Emirates Airline specifically their airline and aviation position has been challenged because of the changing situations of the airline market. Rival industries of the company has been able to announced the establishment of their business approach in the global market which offers diversified airline industries to cater to the needs of the passengers, cargo and shipment services.The announcement of this company affects the strategic position of the entire Emirates Airline. In order to make sure that the company will not be left behind, Emirates Airline has been able to involve themselves into the expansion to technological developments. Strengths.

As a competitive and globally recognised airline industry, Emirates Airline has been able to have strategic position in the global market. In fact, when Emirates Airline streamlined their business, it already had the advantage of size. The Emirates Group – SWOT AnalysisDescription: The The Emirates Group – SWOT Analysis company profile is the essential source for top-level company data and information. The Emirates Group – SWOT Analysis examines the company’s key business structure and operations, history and products, and provides summary analysis of its key revenue lines and strategy. The Emirates Group is a conglomerate which operates through Emirates Airline, an international airline, and Dnata, a travel organization operating in the Middle East. The group is wholly owned by the United Arab Emirates (UAE) government. It provides scheduled passenger and cargo services to more than 100 destinations.

The company has operations across Middle East, Europe and Americas, Far East and Australia, West Asia and Indian Ocean, and Africa. It is headquartered in Dubai, the United Arab Emirates and employs 28,037 people. The group recorded revenues of AED42,674. 3 million ($11,621. 5 million) during the financial year ended March 2009 (FY2009), an increase of 17. 1% over FY2008. The operating profit of the group was AED2,573.

3 million ($700. 8 million) in FY2009, a decrease of 42. 2% compared to FY2008. Its net profit was AED981. 7 million ($267. 3 million) in FY2009, a decrease of 80. 4% compared to FY2008.Scope of the Report – Provides all the crucial information on The Emirates Group required for business and competitor intelligence needs – Contains a study of the major internal and external factors affecting The Emirates Group in the form of a SWOT analysis as well as a breakdown and examination of leading product revenue streams of The Emirates Group -Data is supplemented with details on The Emirates Group history, key executives, business description, locations and subsidiaries as well as a list of products and services and the latest available statement from The Emirates Group Reasons to Purchase Support sales…

One of the major grievances entrepreneurs in the UAE have long had about starting and scaling business in the country is with regard to the challenges associated with business failure here, with legal structures that initiate criminal proceedings against financial defaults. However, this could now change with the UAE Cabinet on Sunday approving a federal law on bankruptcy, a legislation, which the Cabinet hopes, will have a “positive impact on the national economy enabling it to adapt to changes, and support businesses to achieve optimum performance.”

Announcing the development on Twitter, H.H. Sheikh Mohammed bin Rashid Al Maktoum, UAE Prime Minister and Ruler of Dubai, said that the law “aims to promote both investment and ease of doing business.” Though the finer points of the individual provisions of the law are not known at this stage, Bloomberg reports say that it is expected to be modeled on “Chapter 11 proceedings” under US bankruptcy laws. Rashid Al Balushi, CEO, Abu Dhabi Securities Exchange, notes in a statement that such a law would aid continuity of companies, giving “them the flexibility needed to manage their finances.”

We also passed the final version of the new Federal Law on bankruptcy, which aims to promote both investment and ease of doing business.

— HH Sheikh Mohammed (@HHShkMohd)

The region’s entrepreneurship community too has largely welcomed the move as a timely intervention that supports entrepreneurs in innovating and taking calculated risks, as part of running their business. Commenting on how such legislation can bring relief to startups and entrepreneurs, CEO, says, “We believe this would enable entrepreneurs to start businesses without the fear of missing rent cheques.” However, Farha adds that BECO Capital has seen an exponential growth in deal flow from 250 in 2014 to almost 1,000 this year, signifying that even without a formal bankruptcy law, there doesn’t seem to be any dearth of people choosing the life of an entrepreneur.

American entrepreneur and investor and author of Startup Rising, the first book documenting the rise of startups in the region, considers the new UAE bankruptcy law to be significant. “It has been discussed for some time and that it has been accomplished sends a further signal to entrepreneurs and investors of the seriousness of the UAE to be a regional and global innovation hub,” he says. He also counts it as a positive step to mitigate risks associated with entrepreneurship. “Rule of law matters immensely -and risk and failure is a reality- in successful innovation societies. This step helps ameliorate unnecessary risk, and will help entrepreneurs to more easily dust themselves off and start again.”

Sharing his views as an entrepreneur in the region, ’s Managing Director believes that the new law is good for the UAE economy and will “further expand the migration of entrepreneurs to the region to set up shop here.” Explaining the practical impacts on running a business, he says, “Bankruptcy laws enable both companies and individuals to restructure their obligations, rather than abandoning them as well as allowing a fresh start and a second chance.” PayFort’s Soudodi also sees the law having an impact on the financial sector. “I think it will have an impact on financial institutions, while underwriting new loans and financial liabilities to both startups and traditional companies, thus creating an opportunity for fintech companies to build robust products for financial institutions to help them minimize their risks,” he explains.

Faheem Gill, founder of UAE-based IoT startup agrees with this. Gill believes that the law could open up additional modes of financing for SMEs. “Startups in the UAE generally don’t consider debt financing, but depending on the new rules, convertible debt could be a viable option,” he says. Bank finance has always been hard to come by for small businesses, with bankers being wary of lending to SMEs with the region’s top banks often drawing attention to the large value of loans remaining unsettled because of small business owners skipping town. With formal laws around business defaults giving the time for entrepreneurs to restructure their finances, the bad debts situation for financial institutions may also see some relief.

’s CEOfeels that the proposed law could be a win-win for both SMEs and banks. “It will hopefully put protections in place for the owners of larger SMEs, and it will mean that banks can more effectively collect repayments from businesses that might be struggling,” he explains. This benefits startups contemplating to launch in the UAE too, he adds. “If banks can feel confident that they’ll be able to recoup ‘bad’ debts more easily, they might be more willing to offer finance to startups than they currently are.”

But the bankruptcy law is not just paving the way for debt financing of startups. BECO Capital’s Farha believes that it could support growth of the region’s venture capital industry too. “One of the keys to long-term growth of venture capital in the US was the introduction of relaxed bankruptcy laws, and we have no doubts that this law will serve a similar impetus in driving further ” he says. Like Farha, Richards also points out that the absence of a formal bankruptcy law hasn’t stopped hundreds of successful businesses from already thriving here, and the new law would thus perhaps “just make the country even more attractive for firms that haven’t yet set up here.”

, co-founder and creative director of logistics startup Fetchr, believes that one aspect Dubai lacks in its journey to become the “Silicon Valley of the Middle East” is the acceptance of failure, and the new law may address that. “As startups, we have so much pressure to succeed that the added pressure of not being able to file bankruptcy means [not knowing] what exactly that means, as far as fear of jail or fear of being thrown out of the country [is concerned].” She adds that startups can now breathe a little easier, knowing “it’s ok to try and not succeed, because now you can try and try again.”

founder, (a platform connecting entrepreneurs with one another) expects the increased clarity around bankruptcy procedures to provide comfort to startup founders setting up ventures in the UAE. “I believe that the lack of transparency with regards to overall startup incorporation, legislation and operational legal framework has been a psychological concern for many founders in the region,” he notes. Bahoshy draws focus to a key trait of entrepreneurs that this law will support- perseverance. He believes a clear law may help reduce the “pain of closing down businesses, while encouraging them [entrepreneurs] to try again.”

Victor Kiriakos, MD, believes the law will also add to the attractiveness of the UAE market. “Today, winding down a company is a costly and complex process that create hurdles for good entrepreneur that want to unwind fast and start a new venture,” he says. “Through our experience at Flat6Labs Abu Dhabi, we have seen a lot inflow of international startups and we hope that the new law will amplify our deal flow.” He also conveyed his hopes that the provisions of the law “will be startup friendly, as it is sometimes not the case in other countries.”

While it’s still unclear about the depth to which this law will address the aspect of closing or restructuring one’s business, and while limits set for being eligible for bankruptcy protection are not known, it is being seen as a step in the right direction to make UAE a welcome investment destination, and a hotbed for entrepreneurs from across the world to come, set up business and scale. As Evan Burfield, co-founder and CEO, (a US-based startup accelerator that is working with Dubai Future Foundation to bring global entrepreneurs to 1776’s new Dubai campus) puts it, though the announcement will definitely help “create a more active and vibrant entrepreneurship community in the country… To ensure this is sustainable and for the startups to consider setting up permanently in the UAE, they will need reassurances that the environment they’ll be operating in is business-friendly and risk-tolerant.”

From his perspective as the agreed with Burfield’s viewpoint on the potential benefits of the proposed legislation. “Although we don’t know the details of the new law, bankruptcy laws can have a stimulating effect on an economy,” Shawwa says. “They can attract more businesses and allow entrepreneurs to be more aggressive. They can also give companies with cash problems a chance to restructure their financial situation while maintaining their operations, which gives them a better chance of surviving.”

Dubai has opened what it said was the world’s first functioning 3-D-printed office building, part of a drive by the Gulf’s main tourism and business hub to develop technology that cuts costs and saves time.

The printers — used industrially and also on a smaller scale to make digitally designed, three-dimensional objects from plastic — have not been used much for building.

This one used a special mixture of cement, a Dubai government statement said, and reliability tests were done in Britain and China.

The one-storey prototype building, with floorspace of about 2,700 square feet, used a 20-foot by 120-foot by 40-foot printer, the government said.

“This is the first 3-D-printed building in the world, and it’s not just a building, it has fully functional offices and staff,” the United Arab Emirates Minister of Cabinet Affairs, Mohamed Al Gergawi, said.

“We believe this is just the beginning. The world will change,” he said.

The arc-shaped office, built in 17 days and costing about $140,000, will be the temporary headquarters of Dubai Future Foundation — the company behind the project — is in the center of the city, near the Dubai International Financial Center.

Gergawi said studies estimated the technique could cut building time by 50 to 70 percent and labor costs by 50 to 80 percent. Dubai’s strategy was to have 25 percent of the buildings in the emirate printed by 2030, he said.

The wealth management industry in Dubai is witnessing rapid growth. Demand for private banking services is escalating as a result of an explosion private wealth. As per the Merrill Lynch Capgemini survey reports the global wealth assets are growing at 6 percent annually in the coming years with total global wealth assets amounting to nearly $ 44. 4 trillion by the year 2010.

As per the Barclays Wealth Insight Report, 2006 “The impressive growth has pushed up levels of spending by governments on public infrastructure projects, and created a powerful investor culture in countries such as Saudi Arabia and the United Arab Emirates as locals seek new avenues into which to channel their wealth. ” Dubai is the prime location for economic reforms and development and is emerging as the hub of financial and commercial service sector. According to International Monetary Fund (IMF) reports the Middle East countries has one of the largest pools of private wealth, with $ 1.

5 trillion held in real estate, offshore securities and bank deposits. The boom in economy and rise in private wealth assets in these countries are mainly accountable to the oil and flourishing construction business. Dubai and other Gulf countries saw an influx of capital inflows that led to a boom in the stock market and real estate industry. The market capitalization of Dubai Financial Market and the Abu Dhabi Stock Market increased by 700 percent since the year 2001. With 16 percent growth rate in its gross domestic product, Dubai has been attracting overseas investment considerably in the past few years.

The World Wealth Report 2005 released by Merrill Lynch Capgemini reveals that nearly 1. 22 percent of Dubai’s population consists of millionaires and the country accounts for 12. 3 percent annual growth in the number of high net worth individuals. The research paper intends to explore the wealth management landscape in Dubai with focus on market composition, trends, risks and challenges, and the major players in the wealth management market. Statement of Objectives The rising opportunities and emerging economies have given rise to a great number of wealthy individuals across the globe. There are nearly 9.

5 million high net worth individuals across the world with total investable assets of $37. 2 trillion in the year 2006. Rising stock market values along with sustained economic growth has fuelled the rising number of wealthy individuals. The global demand for oil led to an increase of 11. 9 percent in the number of high net worth individuals in the Middle East countries in the year 2006. Dubai has tremendous potential in the wealth management market since the growth percentage of wealthy individuals is quite high. This growth is mainly triggered by the rising real GDP and market capitalization growth.

In view of the above context the research will highlight the market growth potential of wealth management in Dubai in the coming years. The study will focus on the following areas of interest: • What are the market statistics of the wealth management industry in Dubai? • Who are the major players in this field catering to the financial service needs of the wealthy population? • What role does the Government regulations play in monitoring the competitive environment? • How conducive is the political, legal, and economic environment for the growth and development of this industry segment?

It is observed that the overall business environment affects the mode of operation, product offerings, and brand positioning. The same applies to the wealth management industry. Major banks eye the Dubai market with great speculation and interest since they feel that the country has amazing number of wealthy individuals with tremendous earning potential. The market capitalization growth is spectacular with great prospects in near future. The study will analyse all the aspects of wealth management related to Dubai. Research Methodology

The study will comprehensively review the wealth management market in Dubai highlighting the industry statistics, market overview, trends and policies affecting the market operations. The study will analyze and discuss the research topic in the perspective given below: Introduction to wealth management concepts An overview of the global wealth statistics Highlights of the wealth accumulation in Middle Eastern countries with emphasis on Dubai Identification of the trends in wealth service requirements in Dubai Industry analysis with focus on various factors affecting the market dynamics

A study of the major players in the field Analyse future trends and market potential The Middle East Business Intelligence online publication states that “the competition to provide wealth management services is growing as the Gulf’s high net worth investors turn away from traditional offshore banking centres in favour of local bourses. ” There are around 300,000 ultra high net worth individuals in Dubai. Many European and American banks are establishing their offices in the country to capitalise on the growing wealth management market opportunities.

The local and international financial institutions are vying with each other for a market share in this segment. The research study aims to analyse and highlight the market dynamics in Dubai. The study will also cover the government policies and finance regulations that affect the operations of the financial institutions in the country. The Dubai government has provided the banks with the necessary infrastructure to enter the market and this is seen as a significant step in promoting financial services industry in the region. The Dubai International Finance Centre enables multinational private banks to operate in an independent manner.

It is an ideal location to service the rising wealth management needs of the high net worth individuals. The wealth management landscape in Dubai is presented with huge opportunities in light of the rapid financial transformation that has taken place in the country in the last seven years. The political environment has posed immense challenges to the industry especially after the September attack on America. World markets have become less friendly for the Middle Eastern investors as American regulators have increased scrutiny over all transactions taking place in and out of the US markets.

This has spurred the investors to invest in assets in the local market that has created tremendous scope for the wealth managers in the country. Though the Dubai market is not as sophisticated as the rich and developed nations of United States, United Kingdom, France, Italy, Germany, and Japan it is changing rapidly. The country has a high percentage of expatriates comprising nearly 88 percent of the total workforce. Much of this population is under the age of 25 and this presents the wealth managers with a challenge to anticipate and understand the needs of this segment of the high net worth individuals.

Real Estate is a prominent investment options for the wealthy and affluent section in this country. In 2006 more affluent individuals opted for real estate investment and in some cases liquidating other alternative investments for opportunities in the real estate. Real estate investments mounted to US$ 682 billion that was almost an increase of 38 percent. In addition the Islamic wealth products like Sukuks and Murabaha deposits are fast penetrating the market. Banks that has incorporated Arab capital market products in their wealth management services boast of higher assets under management and market share.

Based on these lines the research will analyse the wealth management market in Dubai. The study will also present vital statistics and figures related to assets under management held by major financial institutions and project the future market trends that will emerge. The research will be based on various journals, Internet articles and textbooks related to wealth management industry in Dubai. Explanation of Research Design The research will be based on two principal source types – qualitative and quantitative research. Data collection method: Qualitative research comprising of interviews and data gathered from other sources.

The research employs data gathered from the financial institutions in Dubai who are the major players in wealth management market segment. The study will make use of the extensive information available from online resources and printed materials in the form of journals, newspaper articles and textbooks. Quantitative research that constitutes of statistical data collected from financial institutions. The study will be based on the statistical data of assets under management in the wealth market segment in Dubai collected for the past five years.

This data will assist in analysing the financing trends in the recent years and help in projecting growth trends in the sector. Data processing and analysis: The outcome of the research conducted on the subject matter from various sources mentioned above will be written as a descriptive conclusion of the study conducted. The processed statistical data will be presented as graphs and pie charts for better understanding. Validity, reliability, and limitations: As the information collected from various journals, newspaper reports and articles reflect the current market trend; the analysis based on the findings will be accurate and reliable.

Timetable of research activities: Appendices Statistical wealth management data gathered from the websites and online sources of leading financial institutions and banks, both local and multinational, will form the base of research on the topic. Other sources of information for the current figures of high net worth individuals and their assets in Dubai will be available from Datamonitor reports and wealth reports from leading survey agencies like Merrill Lynch and Capgemini.

References:

1. Joseph DiVanna, Middle Eastern Wealth Management – VRL Knowledge Bank – http://www. vrlknowledgebank. com/pdffiles/Final%20Middle%20Eastern%20low%20res.pdf – accessed on 3rd March 2008 2. Tapping the pool of private wealth – http://archive. gulfnews. com/articles/print_friendly_version. jsp? global_name=/channels/gulfnews_com/articles/06/04/24/10035366. html – accessed on 3rd March 2008

3. Stanley Reed, As Arab Market Crashes, Dubai Cashes In – http://www. businessweek. com/globalbiz/content/mar2007/gb20070320_497360. htm – accessed on 3rd March 2008 4. Middle East sees dispersion of wealth, says Merrill Lynch Capgemini’s World Wealth Report – http://www. ameinfo. com/125036. html – accessed on 3rd March 2008 5. How Dubai property encourages strong fiscal growth – http://www.

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