An analysis of the results of this year’s WARC Prize for MENA Strategy reveals key takeaways for the region’s marketers looking for growth opportunities, from finding niche audiences in smaller markets to developing more resonant touchpoints.
“As certain MENA markets are already enduring their second wave of COVID-19 and several continue to be buffeted by economic recession, identifying new strategies for growth is vital for brands,” says Lucy Aitken, Managing Editor, Case Studies at WARC.
“In this report, we’ve identified new approaches that this year’s winners have incorporated in their campaigns that can help brands to build strong strategic frameworks that have growth baked in.”
The four key takeaways highlighted in WARC’s 2020 MENA Strategy Report are:
1. Target the frontier markets
Pragmatic solutions that help specific communities in MENA’s frontier markets can be instrumental in driving growth. Empowering marginalised communities, particularly within the region’s smaller markets, can be an effective way to brand-build.
This year’s Grand Prix-winning initiative from Tunisie Telecom helped female farmers access social security via their handsets. The technological innovation instigated by the campaign set the precedent for a new digital government vision.
Melek Ourir, Strategic Planner at Wunderman Thompson Tunisia, advises: “Resist the temptation to ignore smaller markets and audiences that could unlock significant growth for your business.”
2. Unconventional touchpoints can underpin strategy
Identifying new, creative touchpoints strengthens strategy, resonating with or delighting audiences.
Three standout campaigns addressed consumer challenges and were not constrained by where the brands were traditionally ‘allowed’ to be present: clothing retailer Babyshop promoted the long-term health of mothers; cheese brand Puck reclaimed share at breakfast and lunch; and NGO Donner Sang Compter encouraged those who spill their own blood onto the streets in the tradition of Ashura to donate it instead.
Admiring the risks and the rulebreakers among this year’s winners that explored new touchpoints, judge Sunjay Malik, Associate Director, Strategy at PHD UAE, says: “Media mixes are rulebooks that we set ourselves, which over time make us less imaginative and less brave. Long live the rulebreakers, who in challenging themselves inspire us to be better.”
3. Humour: a strategic shortcut to likeability
Making people laugh is one of the most powerful ways to connect and can make your brand distinct from the competition.
Winning brands that used humour include Burger King, which launched a new spicy menu with its Who Said Men Don’t Cry campaign; telco Jawwy, which used entertaining video content to resonate with Saudi youth; and Egyptian telco Etisalat crafting a comic campaign to win customers over to its hybrid offer.
Jury member Shagorika Heryani, Head of Strategy at Grey MENA, says: “There’s always a place for humour – even during a crisis. Smart brands understand the relationship between humour and humanity. Companies know that we buy from brands and people we like. And humour is a shortcut to likeability and authenticity.”
4. Localise to resonate
This year’s winners are a treasure trove of local insight, proving how time invested upfront to unearth strong local insights tends to pay dividends in terms of a robust strategy.
Best-in-class examples include: KFC in Saudi Arabia, which communicated its commitment to locally-sourced chicken by turning all of its brand assets green – the colour of the Kingdom’s flag; and Grand Prix winner Tunisie Telecom, which devised a programme to offer social welfare coverage to female farmers.
WARC’s 2020 MENA Strategy Report can be downloaded here. The full report is available to WARC subscribers and includes chapter analysis of the four themes with views and opinions from the judges; objectives, results and takeaways of the winning case studies, and what these mean for brands, media owners and agencies; and data analysis.
WARC’s Lucy Aitken will deep-dive into using humour as a successful marketing strategy at Lynx Live on 5-7 October in her keynote ‘Humour: the smart shortcut to brand fame’.
The WARC Prize for MENA Strategy is a free-to-enter annual case study competition in search of the best strategic thinking from MENA’s marketing industry. Next year’s prize will open for entries in January 2021.
THE NATION in its Navigating the Middle East as witnessed from Pakistan by Usama Shirazi is an eye-opener on the MENA region’s neighbourhood reciprocal relationship feelings towards it.
September 12, 2020
The Middle Eastern region has enormous importance in Pakistan’s foreign policy. Due to its geographical proximity and historical linkages, it has always been an area with paramount importance for Pakistan’s national interests. Besides a political, economic, and strategic convergence, this region offers cultural, religious, and historical theatres to determine Pakistan’s foreign policy priorities.
Unfortunately, throughout history, this region has been a centre of big power proxies exploiting its heterogeneous population by dividing them into tribes, sects, and religions. In the contemporary geopolitical environment, KSA (Kingdom of Saudi Arabia)/Iran rivalry, intended for regional dominance, has made this region tumultuous and left Pakistan with little space to navigate. Pakistan shares strong bonds with both rivals and has its compulsions in dealing with them.
Even before the inception of Pakistan, the Muslims of the subcontinent had historical relations with all MENA (the Middle East and North Africa) countries. During the First World War, the Muslims started the Caliph movement to save and restore the ailing Ottoman caliphate. The MENA Region people also vehemently supported the Pakistan movement. The relations based on brotherhood continued after the independence of Pakistan. KSA and Iran supported Pakistan in times of every crisis whether these were wars with India or natural calamities.
In the contemporary setting, this region has bogged down in conflicts and chaos due to global and regional power politics. Ever since the Islamic revolution took place in Iran, the fissures between Iran and KSA have been widening. Now, this hostility came to a stage where a little spark may be turned into a conflagration. Pakistan’s relations with both regional powers are of paramount value. Iran shares a 959-kilometer border with Pakistan. Both countries are connected through various economic, trade, energy, and security, cultural and religious engagements. The recent Sino/Iran strategic deal would further create new avenues of cooperation. Iran is very important for Pakistan’s internal security due to the tumultuous population along both sides of its porous border.
On the other side, KSA also holds a special place in Pakistan’s foreign policy. Pakistan shares deep-rooted cultural, religious, economic, and strategic ties with Riyadh. Following the Iranian revolution and during the Afghan war, Pakistan’s relations with Tehran became sour which brought Islamabad and Riyadh closer and their strategic partnership became deeper. Riyadh played a key role in the economic development of Pakistan. Moreover, Pakistan’s diaspora in KSA and its allied GCC countries is a major source of foreign remittances. This shows that both sides hold equal importance for Pakistan and tilting towards either side will alienate the other. Hence, Pakistan cannot afford it due to its internal security problems and the dwindling economy. In Pak/Iran and Pak/KSA relations, there exists a limited parity which demands a neutral foreign policy towards both.
In the Yemen crisis, Pakistani parliament passed resolutions to stay neutral as both KSA and Iran were involved in the conflict. The realist prism proposes that while choosing between two allies, you must go for the one where approximate parity is tilted. However, in Pak/KSA and Pak/Iran, there exists a similar parity. Hence, balancing does not work here.
Secondly, another alliance that makes the region volatile and compels Pakistan to navigate smartly is the new alliance led by Turkey. Turkey besides its close economic and commercial engagements is also a vocal supporter of Pakistan’s stance on Kashmir. However, it has divergent and conflicting interests in Syria, Libya, and Egypt from Pakistan’s gulf partners. Qatar’s closeness to Turkey and Iran made its relations rancorous with GCC countries. In the Qatar blockade, Pakistan wisely maintained neutrality, however, this time; the mounting conflicting dynamics are narrowing diplomatic space for Pakistan.
In managing its relations with new regional blocs, Pakistan should firstly prioritise its national interest. Currently, in the backdrop of the August 5 move, the Kashmir issue has become the lynchpin of Pakistan’s foreign policy. It has become an easy way to win Pakistan’s confidence. So far Turkey and Malaysia have succeeded to win the hearts of the Pakistani people by their vocal support. However, is Turkish and Malaysian support enough to pressurise Narendra Modi to restore the Kashmir status? These countries do not have much political clout in New Delhi and Washington as do Riyadh and its GCC partners. So far, Pakistan is disappointed by the response of its gulf partners on Kashmir; however, in the long run, the simmering public pressure against Modi atrocities could compel them to change their policies. Moreover, in the time of crisis, Pakistan could use their clout in New Delhi and Washington to deescalate tensions as it did successfully following the Balakot episode.
Navigating through this complex and sensitive region, Pakistan needs a dynamic and multipronged foreign policy. Firstly, the civil/military leadership should prioritise its key interests and then use different tools from its foreign policy kit for each partner in the region. The current Sino/Iran strategic deal has further narrowed parity between Pak/Iran and Pak/KSA relations. Secondly, despite a year after the altercation of Kashmir status, the Pakistani ruling elite is still bewildered and unable to devise a vibrant policy on Kashmir. Choosing between the economy and Kashmir, Pakistan is oscillating aimlessly. Without a strong economy, no one will pay heed on what is happening in Kashmir. Hence, taking Kashmir and economy hand-in-hand, Islamabad should devise a neutrality-cum-balancing strategy towards the Turkish-led bloc and the KSA-led block. Thirdly, Pakistan needs to diversify its partnership to reduce reliance on either side. This would give Pakistan enough space to manoeuvre. Moreover, Pakistan should place its best diplomats in the MENA region who know the art of diplomacy. As Churchill said, “Diplomacy is the art of telling people to go to hell in such a way that they seek direction”.
Manama named most financially attractive city, Riyadh 4th in list per AIRINC and as reported by Trade Arabia. Manama most financially attractive City goes back a long time since shortly after the advent of oil exploration and production in the Gulf region.
DUBAI, The GCC cities dominated the global Financial Attractiveness Index list with Bahrain’s capital Manama being named the world’s most financially attractive city in AIRINC’s latest Global 150 Cities Index followed by Riyadh in 4th place, Kuwait City in 6th, Abu Dhabi in 7th, Dubai in 12th, and Muscat in 16th.
The index https://www.air-inc.com/global-150/ ranks 150 of the top global locations according to financial attractiveness and lifestyle attractiveness. It combines local salary levels, tax rates, living costs, and living conditions to assess how appealing each location is to live in.
Every single GCC member was represented in the top 20 most financially attractive cities in the world, according to AIRINC’s latest Global 150 Cities Index.
The data is collected by AIRINC’s own in-house survey team, who continuously research the costs and living conditions of many cities around the world to evaluate international mobility.
GCC economies have invested considerable sums in making themselves more attractive to international businesses in line with ambitious region-wide economic diversification efforts, it stated.
As the first GCC member to begin diversification, Bahrain offers one of the easiest and most cost-effective environments to set up and operate a business in the world.
Businesses operating in the Kingdom enjoy 0% tax and 100% foreign ownership allowed.
Thanks to its comprehensive programme of reforms, increasingly digital Bahrain was recently named the fourth most improved economy in the world by the World Bank’s latest Ease of Doing Business report.
As well as ranking first in the world for financial attractiveness in the AIRINC index, Manama also jumped 15 places for overall attractiveness, to 48th.
The mission’s journey to its launch date has arguably been at least as remarkable as the launch itself. With no previous domestic space exploration experience, planetary science capacity or suitable infrastructure, the nation managed to put together a delivery team of 100% local, Emirati staff with an average age of under 35. And setting a deadline of six years rather than ten, as most comparable missions do, it pulled the launch off on time and within budget – now proudly joining the small cadre of nations who have launched a mission to reach Mars.
But given these odds and the fact that Mars missions are notorious for their high failure rates (about 30% since the early 2000s), why did the UAE aim for the red planet in the first place? Space programmes have historically been used as catalysts for geopolitical influence. What’s more, we often think of them as costly endeavours of scientific curiosity, with few immediate and tangible benefits here on planet Earth. Does this reflect the UAE journey?
Space missions typically depart trying to answer scientific questions, before they ask how their value can extend to the society behind it. The Hope mission, however, has inverted this traditional logic. Instead, its conception arose from a quest to fundamentally redirect a nation’s trajectory.
The UAE’s mission has been timed to coincide Hope’s arrival into Martian orbit with the nation’s 50th anniversary as an independent country. Through its design and execution, the mission aims to diversify UAE’s economy from traditional activity, including oil and finance. Instead, it wants to inspire a young Arab generation towards scientific and entrepreneurial careers – and away from other, less societally beneficial pathways.
Hope will also study the Martian atmosphere and gather data to generate the first truly holistic model of the planet’s weather system. The analysis and insights generated will help us better understand the atmospheric composition and ongoing climate change of our neighbour planet.
Lessons for aspiring nations
What could other nations learn from this distinctive approach to space exploration? Can a space mission really transform a national economy? These are the questions at the heart of an external review of the Emirates Mars mission undertaken by a group of researchers at the Department for Science, Technology, Engineering and Public Policy at University College London.
Over the course of five months, we undertook a comprehensive evaluation of the impact and value generated by the mission less than five years after its inception. What we found was that there’s already evidence that the mission is having the intended impact. The country has massively boosted its science capacity with over 50 peer-reviewed contributions to international space science research. The forthcoming open sharing of Hope’s atmospheric data measurements is likely to amplify this contribution.
The nation has also generated significant additional value in logistics by creating new manufacturing capacities and know-how. There are already multiple businesses outside the realm of the space industry that have benefited from knowledge transfer. These are all typical impacts of a space mission.
But while that is where most studies of the value of space missions stop looking for impact, for the UAE this would miss a huge part of the picture. Ultimately, its Mars mission has generated transformative value in building capacity for a fundamentally different future national economy – one with a much stronger role for science and innovation.
Through a broad portfolio of programmes and initiatives, in just a few years the Hope mission has boosted the number of students enrolling in science degrees and helped create new graduate science degree pathways. It has also opened up new sources of funding for research and made science an attractive career.
One of the lessons is therefore that when embedded within a long-term, national strategic vision, space exploration can in the short term generate major benefits close to home. While space may appear to primarily be about missions for science, when designed in this way, they can be missions for national development.
Hope will reach Martian orbit in February 2021. Only then will its scientific mission truly take off. But its message of Hope has already been broadcast.
A Multi-million national green growth plan launched today is reported in this article of the Jordan News Agency.
Amman, July 6 (Petra) — Jordan on Monday launched a multi-million ambitious green growth plan as part of a broader national drive towards a green economy and sustainable development.
The six-pronged 2021-2025 National Green Growth Plan, which was announced by Minister of Environment and Agriculture Saleh Kharabsheh, comprises executive plans targeting the key sectors of water, waste management, energy, agriculture, tourism and transport.
In part, the blueprint is intended to help build sustainable sectors that are more resilient and adaptive to adverse phenomena, including climate change and the fallout of emergencies, such as the coronavirus pandemic. It was drawn up in collaboration with the Global Green Growth Institute (GGGI).
Kharabsheh told a teleconference with government representatives and global stakeholders that the plan is designed to ensure alignment between green growth, climate change and sustainable development goals within the sectoral strategic framework.
Marshall Brown, Senior Officer/ Jordan Program at the GGGI, underlined the importance of multi-stakeholder cooperation to translate the plan on the ground, and said that the private sector and international partners have a key role to support this effort.
In the energy sector, the plan envisages the development of a smart electric grid, backing the Jordan Renewable Energy and Energy Efficiency Fund’s bid for the Green Climate Fund’s accreditation and a public-private partnership for the construction of EV charging stations at a total cost of $85 million.
The plan sets $965 million as the total cost of water projects, which include the rollout of a financial mechanism to support water harvesting projects, in addition to carrying out a technical project to rationalize industrial water use. Also in the water sector, the plan envisages the construction of an industrial wastewater treatment plant in Zarqa.
With regard to waste management, the plan includes the establishment of an excellence center for waste management, research and development, a feasibility study for the launch of projects aimed at separating organics from municipal solid waste, and finally a pilot project on the extended producer responsibility in the e-waste sector. The total cost of projects in the waste management sector is put at $248 million.
Turning to agriculture, the plan includes an information management and communication capacity-building project within the green growth framework. It also pursues a resource management project in the production of olive and olive oil. Other key projects in this area includes investing in hydroponics and a national afforestation project. The combined cost of these projects stands at $194 million.
Another key focus of the plan is the transport sector, where the total project cost is envisioned at $167 million. The projects in this domain include the rollout of smart transport systems, the establishment of a transport excellence center and the introduction of environmentally-friendly transport solutions in Irbid, Zarqa and Madaba.
As for tourism, the plan contains a set of ambitious projects, which include the establishment of an excellence center aimed at developing the tourism industry and maximizing ecotourism in protected areas, as well as a project for resource rationalization in the tourism and hospitality sectors for a total cost of $173 million.
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