Rohit Talwar Presentation to twofour54 - Abu dDabi - 20 09 11 v2


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Presentation on the future of creative and media sectors in the Middle East. Highlights economic trends, emerging technologies, business opportunities and execution strategies to enable local industry players to survive and thrive in turbulent times.

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Rohit Talwar Presentation to twofour54 - Abu dDabi - 20 09 11 v2

  1. 1. Competing for the Future Abu Dhabi June 10th 2011 Rohit Talwar CEO - Fast
  2. 2. Contents• Presentation p 3• Background Notes p 54• About Fast Future p164• List of Image Sources p173
  3. 3. Growth is not Guaranteed…
  4. 4. …Thinking is Back in Fashion
  5. 5. Transformational Change? It’s Only Just Begun
  6. 6. Demographic Destinies 2 billion more people in 40 years –Demographics is Driving Economics 448 739 691 5231 344 1998 4157 729 1030 585 2010 2050 Source : United Nations
  7. 7. Life Redefined – Lifespans are IncreasingUnder 50’s have 90%chance of living to 100.Aubrey de Grey suggestswe could live to 500 or 1000What are the health,housing, consumption andresource implications?What kind of opportunitieswill be created?
  8. 8. Global Competitiveness Index (WEF) GCI 2010 - 2011 rank Country/Economy GCI 2009 - 2010 rank 1 Switzerland 1 2 Sweden 4 3 Singapore 3 2 United States 4 5 Germany 7 12 United Kingdom 13 15 France 16 17 Qatar 22 21 Saudi Arabia 28 25 UAE 23 42 Spain 33 48 Italy 48 54 South Africa 45 61 Turkey 61 81 Egypt 70
  9. 9. The New Frontier Markets
  10. 10. The New PoliticsThe situation in the Middle East will shape geo-politics, institutionalbehaviour and global security concerns for the next decade – we envisagefive possible scenarios…
  11. 11. The Deloitte Technology Fast 500 EMEA 2010
  12. 12. The Deloitte Technology Fast 500EMEA 2010 – Key Growth Factors 68% 47% 45% Strong Starting from Quality of Top Product a Small Management Line Revenue Base
  13. 13. The Deloitte Technology Fast 500 EMEA 2010 – Next 12 Months68% 66% 65% Hiring Launching Entering New New New Staff Products Geographic Markets
  14. 14. The Deloitte Technology Fast 500 EMEA 2010 – Funding Sources87% 39% 18% Cash Flow Founders’ Commercial form Personal Debt Operations Investment
  15. 15. Period of Media Growth for EMEA8.6% annual advertising growth forecast for MENA 2010-2014
  16. 16. Technology Penetration in MENA
  17. 17. Arab Social Media
  18. 18. Social Media Brands Index
  19. 19. TMT – Convergence and ImmersionTelephony Connectivity• Voice • Cellular• Messaging • Up to 14 bands• SIM card • WLAN/BT• Phonebook • GPS• Ring Tones • NFC• Security • FMData/ MultimediaEnterprise • Camera 8-16M• 100Mbps • Camcorder• Email • 24M Color Display• IMS • Memory (160GB)• Browsing • Multiformat A/V • HD Video/TV out• VPN • Games• PIM• Ecommerce Software (50-100M Tps) • Protocols • DRM• Payments • Middleware • Applications • User Interface • Minimize fragmentation
  20. 20. What I Want – When I Want
  21. 21. Tablet Boom
  22. 22. Augmented Reality / Heads UpImage sources L-R: /
  23. 23. Haptics / Holograms / Interactive SurfacesImage sources L-R: / / blogspot. com
  24. 24. Holographic LaptopsImage source:
  25. 25. Wearable DisplaysImage source:
  26. 26. Immersive Web
  27. 27. Cloud Computing
  28. 28. New Analytics and a New Knowledge Infrastructure
  29. 29. Internet of Things
  30. 30. Cybersecurity
  31. 31. Consumer Responses are still Evolving
  32. 32. 2015 Media Consumption Scenarios (Unilever) Fragmented Media Buffet Tons of Consumer Limited Media Access Open Attention Traditional Portal of Me New Media Narrow
  33. 33. Business Model Evolution
  34. 34. Oracle 2010 ‘State of Readiness’ Survey - 5 Priorities for Media Companies Information security (76%) Fostering deeper levels of trust with consumers (72%) Providing a compelling user experience (68%) Tailoring offerings to customers’ needs (66%) Building value-added services around content (62%)
  35. 35. Service Development / Capability Gaps Personalised content (84%) Location based services (68%)But… Monitor customers’ interactions with the organisation across all channels (48%) Provide insight into individual customer behaviour (16%) Automatically analyse customer behaviour to spot trends (18%) Offer recommendations based on customer interactions across digital channels (20%) Multiple customer management systems (30%)
  36. 36. Key PartnershipsIT / internet companies (86%), web portals (96%) and other media and entertainment companies (96%)Social media (90%)Mobile apps developers (80%)Content aggregators (70%)Creative consumers or ‘pro ams’ (56%)
  37. 37. Show me the Money• Multi-channel content orchestration• Payment options – micro- payment, subscription, one- off• Partner charging – advertising, affiliate commissions, click throughs• Business model flexibility
  38. 38. Lead or Follow?
  39. 39. Embedding Future Thinking
  40. 40. Make Time and Space for Change
  41. 41. Create Tolerance of Uncertainty
  42. 42. Encourage Curiosity
  43. 43. Scanning the Horizon –Become Experts in What’s Next
  44. 44. Be Magnetic
  45. 45. Visibility – Web, Networks,Associations and Awards
  46. 46. Broad Scans and Deep Dives
  47. 47. What does the timeline ofdevelopments and challenges look like for your markets?
  48. 48. Conclusions - Growth Strategy• Think ‘end customer’• Map the competitive landscape• Be visible• Service is the ‘killer app’
  49. 49. Background Notes
  50. 50. HSBC: World in 2050
  51. 51. The new frontier markets Source: Economist, December 2010
  52. 52. Outlook 2011-2030 Growth of real Growth of real Labour productivity GDP per head GDP growth (% change annual (% change annual avg.) (% change annual avg.) avg.)Germany 1.6 1.5 1.9UK 1.2 1.8 1.4France 1.5 1.8 1.6Qatar 1.7 5.7 2.8Saudi Arabia 3.0 5.4 3.2UAE 2.6 4.9 1.5Spain 1.2 1.7 1.1Italy 1.2 1.0 1.4South Africa 3.9 3.9 2.9Turkey 3.6 4.3 3.2Egypt 4.2 5.6 3.0
  53. 53. Size in 2010Source: Standard Chartered, reprinted in Business Insider, January 2011
  54. 54. Size in 2030Source: Standard Chartered, reprinted in Business Insider, January 2011
  55. 55. Population Change 2010-2030Source: Standard Chartered, reprinted in Business Insider, January 2011
  56. 56. Scenario 1 - People Power
  57. 57. Background Note People power • Five Scenarios for the Future • Fast Future suggests five possible scenarios for how the situation in the Middle East could play out over the next 12-24 months. • 1. People power - Popular revolutions unseat more Middle Eastern governments and internal pressure leads to increasing governmental transparency. Broadly democratic and open governance models are adopted and despite inevitable teething troubles, the prospects are encouraging. Relative stability acts as a catalyst for economic growth and encourages foreign investment.
  58. 58. Scenario 2 –Revenge of the Despot
  59. 59. Background Note Revenge of the Despot • 2. Revenge of the despot - Stalemate in Libya gives encouragement to other embattled strongmen, leading to a mixture of regional repression, guerilla movements and in some cases civil war. In this scenario, economic opportunity declines overall and gives rise to more forms of extremism. Foreign businesses start to withdraw from all but the most stable of Middle East economies.
  60. 60. Scenario 3 - Ignition
  61. 61. Background Note Ignition • 3. Ignition - Popular revolutions succeed in removing the current leadership in several states. In many cases we see the installation of Islamist governments either via ballot box or through force. Domestic tension and conflict continues in many of these states. • Several economies suffer from continuing domestic tension and the exit of foreign capital. Fears rise over the prospects of a war involving Israel and Iran and / or other regional agents.
  62. 62. Scenario 4 –Volatility as Standard
  63. 63. Background Note Volatility as Standard • 4. Volatility as standard - The divergent outcomes from 2011 failed to stem the real issue afflicting most MENA economies - the lack of enough small to mid sized companies to accommodate excess youth labour. This leads to a prolonged period of uncertainty where some weaker governments fail in the face of civil unrest and an uneasy and awkward geopolitical framework envelops the region.
  64. 64. Scenario 5 - As you Were
  65. 65. Background Note As you Were • 5. As you were - A failure to sustain foreign intervention results in eventual victory for the Gaddafi regime over the rebel forces. The outcome gives courage to more oppressive leaderships across the region and unrest from Bahrain to Yemen dies out gradually. • A number of leaders across the region make serious efforts to create more jobs, encourage business start-ups and tackle underlying social issues. Social tensions remain with occasional flare-ups but the changes in Tunisia and Egypt are seen as exceptions rather than the norm. Foreign investment is largely targeted at the most stable and open economies and an uneasy relationship with the international community persists for a decade or more.
  66. 66. European Impacts:Migration, Aid, Politics
  67. 67. Background Note European Impacts: Migration • According to a World Bank report, 46.9 percent of immigrants from North Africa and the Middle East in Europe are considered to have “low skills.” • Some 25,000 Tunisians alone have landed in Italy since the fall of the countrys government (2). Source: NPR, March 2011 Source (2): Public Radio, April 2011
  68. 68. Background Note European Impacts: More Humanitarian Aid Cross border movements from Libya up to April 8th 2011 1922 815 41688 Italy Malta 233526 Niger,Chad,Sudan Egypt 192089 Tunisia Source: Hein De Haas blog, April 2011
  69. 69. Background Note European Impacts: Politics • “What we’ve seen in Libya is hugely significant,” said Lord Hutton, a former defence secretary in the last Labour government. “The US has been saying for 10 or 15 years that it wants the Europeans to share more of the security burden and we have to heed that lesson. We should be doing much more in Europe. We cannot go on expecting the US to take the leading role.” • The crisis also opens up questions on European collaboration. On one side is the close partnership forged by London and Paris. But Germany decided to abstain in the UN vote – and to play no part in the operation in spite of Berlin’s significant fixed wing capability. Source: FT, 2011
  70. 70. EMEA Media Trends• December 2010 research from Avaya, a global leader in enterprise communications systems, software and services, suggests that nearly 43% of channel partners across EMEA expect Unified Communications (UC) to offer the most opportunity for sales growth in the coming year. 2011 may also be the year that virtualisation starts making a strong play in EMEA businesses, as nearly 15% expect to see sales rise in that area.• The results were announced as part of Avaya’s annual survey of its EMEA- wide partner base. Nearly 500 partners provided responses to key questions on factors necessary for channel expansion and growth. Unsurprisingly, the expectation of a strong return on investment is driving adaptation of these key trends – 56% of those surveyed find total cost of ownership (TCO) to be the most important consideration for customers when making a purchase decision. In addition, over one-quarter (28%) expect that reducing operational expenses will be a key strategy.Source: Vartips, December 2010
  71. 71. EMEA Media Trends• Other considerations for customers included resilience (12%), maximising the legacy network (11%), management (11%) and bandwidth needs (10%).• The survey also revealed that the stage is set for growth in 2011 – 84% of those questioned expect sales to increase, even if modestly, by approximately 5 – 10%. However, the channel has not fully recovered from the downturn.Source: Vartips, December 2010
  72. 72. Tablet Boom• According to the International Data Corporation (IDC) EMEA Quarterly Media Tablet and eReader Tracker, media tablets reached a shipment volume of close to 6 million units in EMEA in 2010, representing one third of worldwide sales.• "IDC forecasts the EMEA media tablet market to more than triple in 2011 to reach 22 million units," said Eszter Morvay, research manager in IDCs EMEA Personal Computing group.• While not expected in any way to replace traditional notebooks or smartphones, media tablets clearly offer a strong value proposition for more consumption-oriented usage. Instant access to the Internet and hundreds of apps, effective touch screen, and sleek design offer an enriched user experience and open new usage scenarios that will lead to their adoption as a strong secondary or tertiary device.• The consumer segment is expected to remain the primary target market for media tablets, but there is increasing interest from businesses. Source: International Data Corporation, March 2011
  73. 73. Tablet Boom• Some companies already see the potential of tablets as productivity and promotion tools for their sales force, and others could be looking at adopting tablets to address specific vertical needs.• From a channel perspective, broader product offerings and increasing customer uptake will also drive expansion in terms of route to markets. The retail channel accounted for the majority of sales in 2010, and will remain a key channel in 2011, but IDC expects the telco channel to increase its footprint in this category in the coming quarters.• Media tablets clearly represent a major new opportunity and IDC expects the market to reach close to 60 million units by 2015 in the EMEA region. Driving new usage scenarios, tablets represent a third major value proposition between smartphones and portable PCs, and will help boost further overall device adoption and multi-equipment. Source: International Data Corporation, March 2011
  74. 74. Period of Media Growth for EMEA • The June 2010 edition of the PricewaterhouseCoopers(PwC) Global Entertainment and Media Outlook predicts the industry to be on the brink of a period of growth, with the Middle East advertising market tipped for particularly strong growth between 2010 and 2014. • According to PwC the TV advertising market in the pan-Arab region will experience a compound annual growth rate of nine percent between 2010 and 2014, double that of North America and outperforming the EMEA region as a whole (3.8 percent). • During the next five years, Middle East and Africa will continue to be the fastest-growing area in EMEA, with an 8.6 percent compound annual increase to US $5.4 billion in 2014 from $3.6 billion in 2009. Growth will be driven by high-single-digit increases in the pan Arab regions and South Africa. • Spending on subscription TV will also experience healthy expansion during this period rising from $2.3 billion in 2009 to $3.3 billion in 2014. Source: Digital Production Middle East, June 2010
  75. 75. Period of Media Growth for EMEA • Following a year of decline in 2009, the global Entertainment and Media market, as a whole, will grow by five percent compounded annually for the entire forecast period to 2014 reaching $1.7 trillion, up from $1.3 trillion in 2009. Source: Digital Production Middle East, January 2010
  76. 76. The Deloitte Technology Fast 500 EMEA 2010 • The Deloitte Technology Fast 500 EMEA 2010 winners consist of the 500 public and private technology, media and telecommunications companies headquartered in Europe, the Middle East and Africa (EMEA) that have achieved the highest rates of revenue growth over the past five years. Source: Deloitte 2010 Netherlands/Local%20Assets/Documents/NL/Branches/TMT/Fast50/nl_nl_Fast500_Report_2010.pdf
  77. 77. The Deloitte Technology Fast 500 EMEA 2010 Source: Deloitte 2010 Netherlands/Local%20Assets/Documents/NL/Branches/TMT/Fast50/nl_nl_Fast500_Report_2010.pdf
  78. 78. The Deloitte Technology Fast 500 EMEA 2010Source: Deloitte 2010
  79. 79. The Deloitte Technology Fast 500 EMEA 2010Source: Deloitte 2010
  80. 80. The Deloitte Technology Fast 500 EMEA 2010Source: Deloitte 2010
  81. 81. The Deloitte Technology Fast 500 EMEA 2010 Source: Deloitte 2010 Netherlands/Local%20Assets/Documents/NL/Branches/TMT/Fast50/nl_nl_Fast500_Report_2010.pdf
  82. 82. The Deloitte Technology Fast 500 EMEA 2010 Source: Deloitte 2010 Netherlands/Local%20Assets/Documents/NL/Bran ches/TMT/Fast50/nl_nl_Fast500_Report_2010.pdf
  83. 83. Source: Deloitte 2010
  84. 84. Source: Deloitte 2010
  85. 85. Fast Growing Media Companies: 2009
  86. 86. Fast Growing Media Companies: 2009 • Netlog ranked 4th in the Deloitte Fast500 EMEA technology companies in 2009. • Netlog is an online community aimed at 14- to 24-year olds who make friends by building a digital identity, sharing experiences and playing games. It is the leading online youth community in Continental Europe and the Middle East, with 56 million members from all over the world – 50 percent male and 50 percent female. • The website is available in 38 languages, receives over 250 million visits from 55 million unique visitors per month, and records an average of 2 million game plays per day. Currently, the community is growing by half a million new members every week. • Recently, Netlog unveiled a new look and new structure to the site, developed to appeal to its young target audience. The company is also introducing a new gaming platform called Gatcha!. Source: Deloitte 2009
  87. 87. Fast Growing Media Companies: 2009 Source: Deloitte 2009
  88. 88. Fast Growing Media Companies: 2010
  89. 89. Fast Growing Media Companies: 2010 • TranslateMedia announced in October 2010 that it has been ranked 4th in 2010’s UK Deloitte Technology Fast 50. • The Technology Fast 50 is a ranking of the fastest growing technology companies in the UK based on percent growth in fiscal year revenue over five years. • "We are delighted to be the only language services provider selected in the UK Deloitte Technology Fast 50 for 2010 and proud of our growth rate of 5409% over the period.” said Patrick Eve, CEO. • "TranslateMedia services a prestigious list of clients across the media, marketing, life sciences, research and financial services sectors and we continue to develop a comprehensive suite of technology tools to best serve this broad range of clients and their differing needs and priorities.” added Rupert Evans, Managing Director. Source: Deloitte, reported by Greenbook, October 2010
  90. 90. Fast Growing Media Companies: 2010 • “Achieving sustained revenue growth of 5409% over five years is a tremendous accomplishment during challenging times for the technology sector,” said Peter O’Donoghue, Deloitte Technology partner for London. “TranslateMedia’s exceptional growth puts it in select company.” Source: Deloitte, reported by Greenbook, October 2010
  91. 91. EMEA Media Companies • A September 2010 Oracle study, entitled State of Readiness, follows on from an Oracle report in 2009 in which a panel of global experts looked at how media firms could prosper in the digital age amidst rapidly changing consumer behaviour. The strategies recommended included building and maintaining consumer trust, getting closer to the consumer and preparing for new revenue models. • The research revealed that media companies have on the whole started to focus on the strategic measures identified in the previous report. The top five priorities for media firms all revolved around providing a reassuring and compelling customer experience: • Information security was highlighted as a major focus by 76% of respondents • Fostering deeper levels of trust with consumers (72%) • Providing a compelling user experience (68%) • Tailoring offerings to customers’ needs (66%) • Building value-added services around content (62%)Source: Oracle, Sept, 2010
  92. 92. EMEA Media Companies • Media firms were also ambitious in the types of services they were looking to provide with 84% planning on the development of content personalised to each individual and 68% planning location based services. • However, the survey revealed that media firms’ customer management systems currently lack the insight to effectively deliver these services and foster deeper relationships with customers. • Fewer than half the firms (48%) surveyed were able to monitor customers’ interactions with the organisation across all channels. When it came to providing the more advanced level of intelligence needed to provide customers with a tailored service, the systems also fell short:Source: Oracle, Sept, 2010
  93. 93. EMEA Media Companies • 16% of media firms is able to provide insight into individual customer behaviour • 18% are able to automatically run analyses of customer behaviour to spot trends • 20% is able to provide recommendations to customers based on their interactions across all digital channels • Moreover, the findings also indicated that media firms were wasting resources through combining information from separate systems – 30% of firms stated that they had a number of customer management systems in place with information integrated across them manually.Source: Oracle, Sept, 2010
  94. 94. EMEA Media Companies • State of Readiness confirmed a huge appetite among media firms for providing customers with richer content through partnerships and what it termed ‘neo-specialism’ – 72% of media companies are currently developing new areas of content around their core specialism. • The vast majority of media firms had existing partnerships with IT and internet companies (70%), web portals (78%) and other media and entertainment companies (78%) with these numbers increasing to 86%, 96% and 96% when asked about what they had planned. The survey also highlighted the major growth areas for content partnerships: • Social media – rising from 64% currently to 90% planning these partnerships • Mobile apps developers – from 42% to 80% • Content aggregators – from 42% to 70% • Creative consumers or ‘pro ams’ – from 24% to 56%Source: Oracle, Sept, 2010
  95. 95. EMEA Media Companies • The report also revealed ambitions to become the ‘orchestrator of the dance’ with 72% planning on services to support consumers in navigating the vast range of content. • Media organisations acknowledged the importance of being able to deliver this content across multiple channels with 78% currently taking steps to do this. • The research revealed that a large number of media firms lacked the capability to bill customers for content and value-added services when the opportunity arose - 46% of media firms were unable to process micropayments, 26% couldn’t cater for subscriptions and 18% couldn’t handle one-off payments. • Payment aside, a quarter of media firms (26%) fully lacked the agility to respond to rapid change in business models and accommodate new revenue streams, although 12% had in place plans to overhaul their systems to give them this flexibility.Source: Oracle, Sept, 2010
  96. 96. Technology Penetration in MENA • Africa accounted for 12 percent of global mobile net additions in 1Q 2010, adding 20.1 million new subscribers to the world population of mobile users, and giving Africa a total of 480.2 million subscribers. This is a rather neat 10.0 percent of the some 4.82 billion mobile subscribers estimated to exist at the end of March 2010. • By comparison the Middle East accounted for 5 percent of global mobile net additions, clocking up some 8.1 million in the first quarter. Together Africa & the Middle East therefore accounted for 17 percent of global net additions. • According to research by The Mobile World, 1Q 2010 saw net additions of 168 million, taking the total to 4.82 billion. Source: Africa & Middle East Telecom News, July 2010
  97. 97. Technology Penetration in MENA • Internet users in the MENA region spend more time surfing the web than they do watching television, prompting analysts to predict a rise in spending on online advertising. • Between 1 and 2 per cent of total advertising spending in the region goes to digital media; a tiny amount compared with TV, the dominant medium. • But with the region’s youth starting to turn their backs on TV in favour of the internet, this could soon change, analysts say. • An online survey of media consumption habits found 88 per cent of respondents browse the internet daily, while only 70 per cent of those questioned said they watched TV every day of the week. • Just 25 per cent of the respondents said they watched TV for more than three hours a day, compared with the 51 per cent who said they spent more than three hours a day surfing the web. Source: Middle East Online, July 2010
  98. 98. Technology Penetration in MENA • Saudi Arabia, the most populous country in the Gulf, had an internet penetration rate of 38.1 per cent at the end of last year, figures from the International Telecommunications Union (ITU) show. The ITU also found Egypt had a penetration rate of just 20 per cent. • By comparison, developed countries such as the UK and Canada have internet penetration rates of 83.5 per cent and 78.1 per cent respectively. • Mazen Hayek, the director of public relations and commercial for MBC Group, said TV would remain the dominant medium in the region for “the foreseeable future”. • “TV penetration is 95 per cent across the MENA region,” Hayek said. “What about PC penetration, or the literacy rates? TV remains the primary and dominant source of entertainment in the Middle East and North Africa by far.” • But he added MBC Group was “increasingly thinking of multiple touchpoints” for the delivery of its content, including online and mobile. Source: Middle East Online, July 2010
  99. 99. MENA Internet Usage (2011) INTERNET USAGE STATISTICS FOR AFRICA Population Internet Users Internet Users Penetration User Growth % Users AFRICA (2011 Est.) Dec/2000 Latest Data (% Population) (2000-2011) in Africa Algeria 34,994,937 50,000 4,700,000 13.4 % 9,300.0 % 4.0 % Egypt 80,471,869 450,000 17,060,000 21.2 % 3,691.1 % 15.4 % Libya 6,461,454 10,000 353,900 5.5 % 3,439.0 % 0.3 % Morocco 31,627,428 100,000 10,442,500 33.0 % 10,342.5 % 9.4 % South Africa 49,109,107 2,400,000 5,300,000 10.8 % 120.8 % 4.8 % Tunisia 10,589,025 100,000 3,600,000 34.0 % 3,500.0 % 3.2 %TOTAL AFRICA 1,037,524,058 4,514,400 118,609,620 11.4 % 2,527.4 % 100.0 % Source: Internet World Stats 2011
  100. 100. Middle East Internet Usage and Population StatisticsMIDDLE EAST (%) of Population Usage, in Internet Usage, % Population User Growth Total Middle ( 2010 Est. ) Dec/2000 Latest Data (Penetration) (2000-2010) EastBahrain 738,004 40,000 649,300 88.0 % 1,523.3 % 1.0 %Iran 76,923,300 250,000 33,200,000 43.2 % 13,180.0 % 52.5 %Iraq 29,671,605 12,500 325,000 1.1 % 2,500.0 % 0.5 %Israel 7,353,985 1,270,000 5,263,146 71.6 % 314.4 % 8.3 %Jordan 6,407,085 127,300 1,741,900 27.2 % 1,268.3 % 2.8 %Kuwait 2,789,132 150,000 1,100,000 39.4 % 633.3 % 1.7 %Lebanon 4,125,247 300,000 1,000,000 24.2 % 233.3 % 1.6 %Oman 2,967,717 90,000 1,236,700 41.7 % 1,274.1 % 2.0 %Qatar 840,926 30,000 436,000 51.8 % 1,353.3 % 0.7 %Saudi Arabia 25,731,776 200,000 9,800,000 38.1 % 4,800.0 % 15.5 %Syria 22,198,110 30,000 3,935,000 17.7 % 13,016.7 % 6.2 %United Arab 4,975,593 735,000 3,777,900 75.9 % 414.0 % 6.0 %EmiratesYemen 23,495,361 15,000 420,000 1.8 % 2,700.0 % 0.7 %TOTAL Middle 212,336,924 3,284,800 63,240,946 29.8 % 1,825.3 % 100.0 %East Source: Internet World Stats 2011
  101. 101. Smartphone Penetration
  102. 102. Smartphone Penetration• Smartphone penetration in the Arab world remains low compared to western markets. Penetration rates are eleven and fifteen percent in the UAE and Saudi Arabia, respectively, compared to 50 percent in the US and Western Europe, according to research from Booz & Company research.• Like internet penetration, smartphone adoption is fast and is expected to grow eleven percent over the next three years in both the UAE and Saudi Arabia, according to Booz & Company.• The speed at which Twitter is being adopted is just as relevant for companies. The micro blogging site has experienced exponential growth in this part of the world since the start of the political unrest in the region. In 2009-2010, Twitter users in the region were estimated to be around 15,000- 40,000. Today, those users are thought to have grown to around 5.5 million, a 136.5 percent growth rate, according to a report from Socialbakers and IQPC. Source: Arabian Business, May 2011
  103. 103. Arab Social Media• The Dubai School of Government has released its second issue on Arab Social Media, shedding light on some much needed statistics when it comes to Arab users on Twitter. The latest study looks at the impact of Facebook and Twitter on civil movements in the region.• Egypt’s penetration level on Facebook is very low, with only just 5% of the population on Facebook.• That 5% does however translate into almost 7 million users, which accounts for almost a quarter of all Facebook users in the region.• It’s interesting to see that the number of women on Facebook has increased slightly as 2011 has progressed, but still in comparison to the rest of the world, the Middle East lags behind, with women accounting only 33.5% of users, compared with 61% around the world.Source: The Next Web, June 2011
  104. 104. Arab Social Media• There isn’t a single Middle Eastern country where women outnumber men on Facebook. The closest women come is in Lebanon with 45% of users being women. Further down the spectrum, Somalia and Yemen are trailing with less than 20% each. This is in stark comparison to the rest of the world where women are pretty much at a 1:1 ratio with men as Facebook users.• Most of the Facebook statistics featured in the report mirror January’s report. In Somalia, Palestine and Morocco, most Facebook users’ ages range from 15 to 29, whereas UAE and Qatar have a much more balanced ration between the 15-29 age group and those over 30.• The latest report also features some new interesting facts on which language Facebook users prefer to use. In Yemen, the overwhelming majority prefer Arabic, Egypt sits in the middle with an almost equal ratio for English and Arabic, while in Tunisia 92% prefer French.Source: The Next Web, June 2011
  105. 105. Arab Social Media• The Middle East’s Twitter usage is small in comparison to Facebook, with only just over 130,000 Egyptians tweeting, which is a far cry from the millions on Facebook. Turkey, the UAE and Qatar come out at the top of the Twitter list, but even then, the highest figure is only just over 200,000 people. The total number of Twitter users in the Middle East is estimated to be about 6.5 million people, a figure lower than Egypt’s Facebook users alone. As far as penetration is concerned, Qatar is at the top of the list with 7.8% of the population on Twitter.Source: The Next Web, June 2011
  106. 106. Social Media Brands Index• Grafdom, the UAE’s fastest growing digital media agency, has released results for the region’s first ever Social Media Brands Index. The study comprises a listing of the UAE’s 100 most influential corporate brands and individuals on social networks.• The report’s methodology of ranking is determined based on a brand’s number of followers on Facebook, Twitter or Youtube, and to qualify a brand needs to maintain a position within the top five of its category and be on at least two social networks.Source: Grafdom, April 2011
  107. 107. Source: Grafdom, April 2011
  108. 108. Source: Grafdom, April 2011
  109. 109. Source: Grafdom, April 2011
  110. 110. State of Media Co’s in MENASource The State of Digital in the Middle East and North Africa , April 2011
  111. 111. State of Media Co’s in MENASource The State of Digital in the Middle East and North Africa , April 2011
  112. 112. State of Media Co’s in MENA• Digital budgets are expected to increase by 28% on average.• Some 41% of companies are planning to increase investment in CRM channels.• Just over half of companies (53%) are planning to increase their budget for mobile marketing, while 51% are increasing their video advertising budgets.• Some 28% of respondents say that reliance on traditional marketing is preventing their company from investing more money in digital marketing.• Print media dominates traditional marketing, with 69% of companies using newspapers and magazines. Source The State of Digital in the Middle East and North Africa , April 2011
  113. 113. Source The State of Digital in the Middle East and North Africa , April 2011
  114. 114. Dotmena• Gulf Marketing Review Regional media and entertainment company Mediaquest Corp. launched Dotmena in Dubai (2010), an online network of more than 40 websites with over 300 million impressions per month and 14 million unique users (as of February 2011).• With operations in the Middle East and North Africa (MENA) covering business, marketing, communications, sports, women’s interests, lifestyle and entertainment, Dotmena is positioned to become one of the leading Ad networks in the region.• The launch of Dotmena forms part of Mediaquest’s organic growth and will complement its existing product lines in both the print and online segments. Source: Outhere Group, February 2011
  115. 115. Dotmena• Mediaquest Corp was established in 1997 and is now one of the leading publishing houses in the MENA region, with more than 17 consumer and trade titles covering business, marketing, communications, lifestyle, entertainment and women’s interest.• Boasting over 500 million impressions, 20 million affluent unique visitors and 100 million page views per month, Dotmena is already a leading digital network in the MENA region, and is growing stronger every day. Source: Dotmena, June 2011
  116. 116. Kantar Media
  117. 117. Kantar Media• Kantar Media, the leading provider of media research and insights, has been selected (December 2010) to provide the first ever PeopleMeter audience measurement service to the United Arab Emirates (UAE) media industry.• Kantar Media’s latest TV measurement technology, the 5000 series PeopleMeter will be deployed to automatically record accurate minute-by- minute data on TV viewing habits. This PeopleMeter uses enhanced Audio Matching as the channel identification technique. Kantar Media will also implement its world leading analysis software for the TV industry, InfoSys+.• The National Media Council, the UAE’s official media regulatory authority overseeing this service, said, “This project represents a milestone for the media industry in the UAE. Audience information will represent a crucial key indicator to the broadcasters as well as the advertising community. Source: Jazarah, December 2010
  118. 118. Kantar Media• Advertising revenues are driven by audience estimates and major investment decisions in programmes, which forms an information foundation for decision making on advertising campaigns. Providing audience measurement geared to meeting the highest quality standards will enable the UAE TV industry to make its best business decisions.”• ‘The consortium involved in this project joins a growing number of media owners, broadcasters and organisations around the world that choose Kantar Media’s television audience measurement technology to gain advanced insights from audience viewing data. The intelligence they gain can be used for broadcast schedule planning and provides essential information to help advertisers optimise campaign planning,’ said Keld Nielsen, Global Business Development Director at Kantar Media.• Kantar Media has installed more than 80,000 People Meters attached to television sets in homes around the world since it pioneered the technology nearly 30 years ago. Source: Jazarah, December 2010
  119. 119. Socialize
  120. 120. Socialize• Socialize, a Dubai-based social media agency, helped build a social networking strategy for Mashreq Bank. In just two months the lender had almost 18,000 fans on Facebook generated through its MashreqMillionaire competition in which contestants submitted reasons why they should win AED5m. The lender now has the ideal database to communicate with its customers.• “If Mashreq wants to introduce new ATM machines, all they have to do is ask a question on its Facebook page and let the community suggest where the next ATM machine should be,” says Akanksha Goel of Socialize. Source: Arabian Business, May 2011
  121. 121. Etisalat• Etisalat (Abu Dhabi) has embarked (June 2011) on the final phase of trials on the long-term evolution, or LTE, network it aims to launch in the third- quarter.• The enhanced network will provide higher speeds of as much as 150 megabits per second bandwidth, from 42 megabits at present, Etisalat’s chief corporate communication officer Ali Al Ahmed said in a statement.• The change will cover the UAE through 800 base stations, the company said, adding that the UAE would be the first country in the Middle East to implement LTE.• LTE is a mobile broadband technology that allows for faster data transmission, better voice quality and new mobile phone applications.• Al Ahmed said Etisalats long-term investment strategy was to continue providing the UAE with "competitive advantage on a global level and propelling the nations ICT sector, making it one of the most technologically advanced countries in the world".Source: Arabian Business, June 2011
  122. 122. Etisalat• Etisalat has recently completed the fibre-optic network deployment covering Abu Dhabi, the first capital city in the world to be fully covered by such an advanced network.• On Tuesday, ratings agency Moodys said the outlook for the telecommunications industry in the GCC was stable and would see a moderate revenue growth.• Annual profits at four of the Gulfs six former monopolies - UAEs Etisalat, Saudi Telecom Co (STC), Omantel and Bahrains Batelco - fell by more than 10 percent last year and first-quarter earnings were also downbeat.• Mobile penetration rates in the Gulf are among the highest in the world, ranging from 130 percent in Kuwait to more than 230 percent in the UAE.Source: Arabian Business, June 2011
  123. 123. E&M Outlook: the Global Story• Following a year of decline in 2009, the global E&M market, as a whole, will grow by 5% compounded annually for the entire forecast period to 2014 reaching US$1.7 trillion up from US$1.3 trillion in 2009.• Fastest growing region throughout the forecast period is Latin America growing at 8.8% compound annual rate (CAR) during the next five years to US$77 billion (about R577.5 billion) in 2014.• Asia Pacific is next at 6.4% CAR through to 2014 to US$475 billion.• Europe, Middle East and Africa (EMEA) follow at 4.6% to US$581 billion in 2014.• The largest, but slowest growing market is North America growing at 3.9% CAR taking it from US$460 billion in 2009 to US$558 billion in 2014. Source: PwC, reprinted in BizCommunity, June 2010
  124. 124. 2015 Media Consumption Scenarios• By 2015, consumers will have morphed their media use into four scenarios that align with their attention spans, personal tastes, information needs and technological savvy, according to a 2009 report commissioned by Unilever, Mindshare and ESPN.• This look into the future finds a splintering of media use and explores how marketers and agencies must evolve and redefine marketing strategies to meet these new segments and understand the role media could play in consumer’s lives five years from now. Source: Unilever 2009
  125. 125. Tons of Twitter• The four scenarios are:• Tons of Twitter is a future where media access is unbridled and consumer attention is highly fragmented. Consumers frequently access information and entertainment, communicate with others and express themselves, and they do this across a wide range of sources and applications seamlessly from multiple locations. Because of the always-on nature of this scenario, there is an expectation that services, promotions and communications from brands will be tailored to time and place. Source: Unilever 2009
  126. 126. Portal of Me
  127. 127. Portal of Me• Portal of Me is a scenario in which media access always remains on, but consumer attention is narrowed and focused. While media is a constant companion for consumers, it is customized and filtered by third parties that tailor the information based on preferences stated and learned. Although privacy and control are trade-offs in this scenario, consumers know the value of their data, and trust and loyalty run strong. Brands are challenged by being on the outside of consumer media bubbles, but there is great opportunity for those that are permitted access. Source: Unilever 2009
  128. 128. Traditional New Media
  129. 129. Traditional New Media• Traditional New Media is the most passive of the scenarios in which consumer attention and media access are limited. Media consumption is habitual and linear, existing among few sources and in its designated time and place. Consumers care about utility and entertainment more than connectivity and engagement, and they expect brand messages to fit into their world. Source: Unilever 2009
  130. 130. Media Buffet
  131. 131. Media Buffet• Media Buffet is a future of highly fragmented consumer attention and restrained media access as consumers dip in and out of media, taking whatever catches their eye. They use multiple devices to sample multiple sources, but their appetites are limited, possibly due to a lack of trust in media and marketers. Though consumers are careful about whom they trust; they will draw on media industry and user-developed content even- handedly if it helps them get the information or entertainment they need. Brand marketers are challenged to deliver spot-on information via multiple channels. Source: Unilever 2009
  132. 132. Business Model Evolution• Traditionally media business models have been based on selling copies of content: A printed newspaper, a book, a DVD, a music record, even a digital copy of a song.• That model is about to disappear, claims Leonhard. He compares Internet to a giant copy machine. Selling “copies” is a model of the past. Instead the entire world shifts to a world of access.• “If you are in the media industry you better get used to this. It is a whole new industry.” Gerd Leonhard• We must review our assumptions, says Gerd Leonhard. Like what is a copy in this new world? How do you define “a copy” when you have unlimited music streamed to you like in Spotify? If we cannot even define a copy, how can we speak of copyright?• Gerd Leonhard’s answer: Access (to the cloud) is the new copy!• In the past the media made money through control and scarcity.• “The future of the media is not a fight for distribution, it is a fight for attention.”
  133. 133. New Era of CRM?
  134. 134. New Era of CRM?• Accenture’s Global Content Study (May 2010) found that a large majority of media & entertainment companies surveyed (62 percent) rank the creation of direct-to-consumer relationships as one of their top three priorities.• More than a third of them (38 percent) already have such relationships while 46 percent have both direct and indirect models.• In fact, only 16 percent still have a pure indirect consumer model, and most of them are already trying to break free from it. Source: Accenture, May 2010 82A337C2F970/0/Accenture_Driving_Growth_through_Innovation_in_Media_Entertainment.pdf
  135. 135. New Hybrid Business Models• Uncertainty and volatility have created a situation in which many different digital business models co-exist in the media and entertainment industry, with no single model yet emerging as dominant.• This situation was confirmed by the Accenture Global Content Study. No single business model was chosen as dominant, strongly implying that companies will need to pursue hybrid models, mixing different revenue sources. Just over a third of the executives in the survey predicted that advertising-funded models will predominate in three years’ time; 21 percent favor a hybrid mix of ads and various other revenues; 18 percent point toward a “freemium” model, blending a basic “free,” or ad-funded offering with a premium ad-free version; and 22 percent cite paid-for models.• The hybridization of business models combining multiple revenue sources likely reflects the general downturn in advertising spend, which has increased the pressure for companies to move toward hybrid approaches drawing on several simultaneous revenue streams. Source: Accenture, May 2010 82A337C2F970/0/Accenture_Driving_Growth_through_Innovation_in_Media_Entertainment.pdf
  136. 136. New, Hybrid Business Models• Overall, the responses from the executives in the study suggest that the choice of model will be determined on a case-by case basis, depending on the specific characteristics of the offering and target consumers.• Going forward, it will be critical for companies to have the flexibility and commitment to innovation that enables them to operate a combination of models, and to move between them as consumers’ requirements change Source: Accenture, May 2010 82A337C2F970/0/Accenture_Driving_Growth_through_Innovation_in_Media_Entertainment.pdf
  137. 137. Supply Chain Digitization
  138. 138. Supply Chain Digitization• Another important dimension of operational excellence is the continued digitization of the supply chain. According to the Global Content Study findings, the digital supply chain is now a must-have capability for competing in the industry. Despite tough economic conditions, investments in the digital supply chain are continuing to rise, with 69 percent of executives saying their businesses’ investments in digital transformation increased by at least 10 percent in 2009.• And 90 percent of executives whose companies have “fully digital” operations still have an ongoing program to improve their digital capabilities— evidence that digital supply chain capabilities will continue to be an essential means to create, manage and distribute content.• Digitizing a companys supply chain can produce dramatic results. Media and entertainment companies can potentially save up to 40 percent of their operational costs by migrating to a fully digital environment. Source: Accenture, May 2010 82A337C2F970/0/Accenture_Driving_Growth_through_Innovation_in_Media_Entertainment.pdf
  139. 139. New Business Models: Co- Creation
  140. 140. New Business Models: Co- Creation • Distributed co-creation moves into the mainstream • Facebook has marshaled its community for product development. The leading social network recently recruited 300,000 users to translate its site into 70 languages—the translation for its French-language site took just one day. The community continues to translate updates and new modules. • Yet for every success in tapping communities to create value, there are still many failures. Some companies neglect the up-front research needed to identify potential participants who have the right skill sets and will be motivated to participate over the longer term. Since cocreation is a two-way process, companies must also provide feedback to stimulate continuing participation and commitment. Getting incentives right is important as well: cocreators often value reputation more than money. Finally, an organization must gain a high level of trust within a Web community to earn the engagement of top participants.Source: McKinsey, August 2010
  141. 141. New Business Models:Networked Organization
  142. 142. • Making the network the organization • Dow Chemical set up its own social network to help managers identify the talent they need to execute projects across different business units and functions. To broaden the pool of talent, Dow has even extended the network to include former employees, such as retirees. Other companies are using networks to tap external talent pools. These networks include online labor markets (such as’s Mechanical Turk) and contest services (such as Innocentive and Zooppa) that help solve business problems. • Management orthodoxies still prevent most companies from leveraging talent beyond full-time employees who are tied to existing organizational structures. But adhering to these orthodoxies limits a company’s ability to tackle increasingly complex challenges. Pilot programs that connect individuals across organizational boundaries are a good way to experiment with new models, but incentive structures must be overhauled and role models established to make these programs succeed. In the longer term, networked organizations will focus on the orchestration of tasks rather than the “ownership” of workers.Source: McKinsey, August 2010
  143. 143. New Business Models: Collaboration
  144. 144. • Collaboration at scale • Across many economies, the number of people who undertake knowledge work has grown much more quickly than the number of production or transactions workers. While the body of knowledge around the best use of such technologies is still developing, a number of companies have conducted experiments, as we see in the rapid growth rates of video and Web conferencing, expected to top 20 percent annually during the next few years. • Many companies err in the belief that technology by itself will foster increased collaboration. For technology to be effective, organizations first need a better understanding of how knowledge work actually takes place. A good starting point is to map the informal pathways through which information travels, how employees interact, and where wasteful bottlenecks lie. • In the longer term, collaboration will be a vital component of what has been termed “organizational capital.” The next leap forward in the productivity of knowledge workers will come from interactive technologies combined with complementary investments in process innovations and training. Strategic choices, such as whether to extend collaboration networks to customers and suppliers, will be important.Source: McKinsey, August 2010
  145. 145. New Business Models: Internet of Things
  146. 146. New Business Models • The growing ‘Internet of Things’ • The adoption of RFID (radio-frequency identification) and related technologies was the basis of a trend we first recognized as “expanding the frontiers of automation.” But these methods are rudimentary compared with what emerges when assets themselves become elements of an information system, with the ability to capture, compute, communicate, and collaborate around information—something that has come to be known as the “Internet of Things.” Embedded with sensors, actuators, and communications capabilities, such objects will soon be able to absorb and transmit information on a massive scale and, in some cases, to adapt and react to changes in the environment automatically. These “smart” assets can make processes more efficient, give products new capabilities, and spark novel business models.Source: McKinsey, August 2010
  147. 147. New Business Models: Big Data
  148. 148. • Experimentation and big data• Could the enterprise become a full-time laboratory? What if you could analyze every transaction, capture insights from every customer interaction, and didn’t have to wait for months to get data from the field? What if . . . ? Data are flooding in at rates never seen before—doubling every 18 months—as a result of greater access to customer data from public, proprietary, and purchased sources, as well as new information gathered from Web communities and newly deployed smart assets. These trends are broadly known as “big data.” Technology for capturing and analyzing information is widely available at ever-lower price points. But many companies are taking data use to new levels, using IT to support rigorous, constant business experimentation that guides decisions and to test new products, business models, and innovations in customer experience. In some cases, the new approaches help companies make decisions in real time. This trend has the potential to drive a radical transformation in research, innovation, and marketing.• Other companies too are mining data from social networks in real time. Ford Motor, PepsiCo, and Southwest Airlines, for instance, analyze consumer postings about them on social-media sites such as Facebook and Twitter to gauge the immediate impact of their marketing campaigns and to understand how consumer sentiment about their brands is changing.Source: McKinsey, August 2010
  149. 149. New Business Models: Multisided Models
  150. 150. New Business Models: Multisided Models • The age of the multisided business model • Multisided business models create value through interactions among multiple players rather than traditional one-on-one transactions or information exchanges. • In the media industry, advertising is a classic example of how these models work. Newspapers, magazines, and television stations offer content to their audiences while generating a significant portion of their revenues from third parties: advertisers. • Other revenue, often through subscriptions, comes directly from consumers. More recently, this advertising-supported model has proliferated on the Internet, underwriting Web content sites, as well as services such as search and e-mail. • It is now spreading to new markets, such as enterprise software: Spiceworks offers IT-management applications to 950,000 users at no cost, while it collects advertising from B2B companies that want access to IT professionals.Source: McKinsey, August 2010
  151. 151. New Business Models:Innovation from the Bottom Up
  152. 152. • Innovating from the bottom of the pyramid • The adoption of technology is a global phenomenon, and the intensity of its usage is particularly impressive in emerging markets. McKinsey research has shown that disruptive business models arise when technology combines with extreme market conditions, such as customer demand for very low price points, poor infrastructure, hard-to-access suppliers, and low cost curves for talent. • Hundreds of companies are now appearing on the global scene from emerging markets, with offerings ranging from a low-cost bespoke tutoring service to the remote monitoring of sophisticated air-conditioning systems around the world. For most global incumbents, these represent a new type of competitor: they are not only challenging the dominant players’ growth plans in developing markets but also exporting their extreme models to developed ones. To respond, global players must plug into the local networks of entrepreneurs, fast-growing businesses, suppliers, investors, and influencers spawning such disruptions. Some global companies, such as GE, are locating research centers in these cauldrons of creativity to spur their own innovations there. Others, such as Philips and SAP, are now investing in local companies to nurture new, innovative products for export that complement their core businesses.Source: McKinsey, August 2010
  153. 153. Consumer Responses are still Evolving• New platforms are boosting consumption of old content: Far from undermining existing and traditional content, advances in digital technology can actually re-establish and restore content’s value for consumers. For example, consumers who are early adopters of tablets have told PricewaterhouseCoopers that these devices are prompting them to read more and to access more content, thereby suggesting that tablets could prompt a revival in book reading. Similarly, HDTV is supporting television revenues, 3-D is boosting film, and authorized music sites are steadily restoring the value of recorded music that was lost to illegal peer-to-peer downloading. In each case, digital innovation in devices and applications is enhancing the experience of the consumption of content.Source: PwC Outlook 2010
  154. 154. Consumer responses are still evolving• Willingness to pay: Similarly, many users of previously free ad-funded online content services have proved ready and willing to switch to paying for an ad-free variant under “freemium”—a business model that works by offering basic services for free while charging a premium for advanced or special features. Pioneered by the likes of Flickr, freemium is now used by such online music services as Pandora. The success of Zynga’s well-known social games such as Farmville and Mafia Wars lies in Zynga’s ability to create consumer stickiness by offering the games for free while earning revenue from microtransactions for virtual goods. The rise of freemium confirms that high-quality, licensed services can be more attractive to consumers than unlicensed peer-to-peer alternatives are.• Digital consumption extends across generations: More mature demographics are becoming increasingly enthusiastic adopters of new modes of digital consumption. Recent industry figures show that people over 45 years old account for 42 percent of users on Facebook. The rise of the older digital community is taking the revenue and market potential of new services into new demographic and content areas Source: PwC Outlook 2010
  155. 155. Revenues Migrating to DigitalSource: PwC Outlook 2010
  156. 156. Fast Future• Research, consulting, speaking, leadership• 5-20 year horizon - focus on ideas, developments, people, trends and forces shaping the future• Clients – Industry Associations – ICCA, ASAE, PCMA, MPI – Corporates - GE, Nokia, Pepsi, IBM, Intel, Samsung, GSK, SAP, Orange, O2, E&Y, KPMG, Amadeus, Sabre, Travelport, Travelex, ING, Santander, Barclays, Citibank, DeutscheBank – Governments - Dubai, Finland, Nigeria, Singapore, UK, US – Convention Bureaus – Seoul, Sydney, London, San Francisco, Toronto, Abu Dhabi, Durban, Athens, Slovenia, Copenhagen – Convention Centres – Melbourne, Adelaide, Qatar, QEIICC – Hotels - Accor Group, Preferred, – Intercontinental – Congrex, Kenes – Aeroports de Paris / Schiphol Group
  157. 157. Designing Your Future Key Trends, Challenges and Choices Facing Association and Nonprofit Leaders• 50 key trends• 100 emerging trends• 10 major patterns of change• Key challenges and choices for leaders• Strategic decision making framework• Scenarios for 2012• Key futures tools and techniques• Published August 2008• Price £49.95 / €54.95/ $69.95• Email invoice request to
  158. 158. Rohit Talwar• Global futurist and founder of Fast Future Research.• Award winning speaker on future insights and strategic innovation – addressing leadership audiences in 40 countries on 5 continents• Author of Designing Your Future – Published 08/2008• Profiled by UK’s Independent Newspaper as one of the Top 10 Global Future Thinkers• Led futures research, scenario planning and strategic consultancy projects for clients in telecommunications, technology, pharmaceuticals, banking, travel and tourism, environment, food and government sectors• Clients include 3M, BBC, BT, BAe, Bayer, Chloride, DTC De Beers, DHL, EADS, Electrolux, E&Y, GE, Hoover, Hyundai, IBM, ING, Intel, KPMG, M&S, Nakheel, Nokia, Nomura, Novartis, OECD, Orange, Panasonic, Pfizer, PwC, Samsung, Shell, Siemens, Symbian, Yell , numerous international associations and governments agencies in the US, UK, Finland, Dubai, Nigeria, Saudi Arabia and Singapore.• To receive Fast Future’s newsletters please email
  159. 159. Example Projects• Public and private client research e.g. : – Convention 2020 – the Future of Business Events – Future Convention Cities Initiative – Maximising Long-term Economic Impact of Events – One Step Beyond – Future trends and challenges for the events industry – Hotels 2020: Beyond Segmentation – Future Hotel Strategies – The Future of Travel and Tourism in the Middle East – a Vision to 2020 – Future of Travel and Tourism Investment in Saudi Arabia – Aviation and Airports e.g. Aviation 2030 – Scenario Projects – Migration 2030, Future of Narcotics, Chemical Sector, Family 2030 – Scenarios for the global economy for 2030 and the implications for migration – Designing Your Future (Published August 2008) – book written for the American Society of Association Executives & The Center for Association Leadership – Global Economies – e.g. The Future of China – the Path to 2020 – The Shape of Jobs to Come – Emerging Science and Technology Sectors and Careers – Winning in India and China• Strategic advice to industry players• Confidential advisory and coaching services to CEOs and top teams• Public speaking at public conferences and in-company events• Future thinking workshops and retreats
  160. 160. Our Services Bespoke research; Identification & Analysis of Future Trends, Drivers & Shocks Public Speaking, In- Company Briefings, Accelerated Scenario Seminars and Planning, Timelining & Workshops Future MappingPersonal Futuring forLeaders and Leadership Expert Consultations &Teams Futures Think Tanks Identification of Design & Facilitation of Opportunities for Innovation, Incubation Innovation and Strategic & Venturing Programmes Strategy Creation & Investment Development of Implementation Roadmaps
  161. 161. Example Clients
  162. 162. Convention 2020• Global strategic foresight study to help the meetings industry prepare for the decade ahead - Industry-wide sponsors• Multiple outputs Nov 2009 – December 2011• Current studies on future strategies for venues and destinations
  163. 163. Future Convention Cities Initiative• Cities that want to be at the leading edge of delivering business events• Focus on maximising long term economic benefit of events• Research, sharing of expertise and best practices• Meet four time a year• Initiated and co-ordinated by Fast Future
  164. 164. Hotels 2020 – Objectives• Identify key drivers of change for the globally branded hotel sector over the next decade• Examine the implications for:  Hotel strategy  Brand portfolio  Business models  Customer targeting  Innovation
  165. 165. Image Sources• Slide 1• 3 -• 4 -• 5-• 9 -• 10 - From left to right - Netherlands/Local%20Assets/Documents/NL/Branches/TMT/Fast50/nl_nl_Fast500_Report_2010.pdf• 12 - From left to right -• 13 - From left to right - Netherlands/Local%20Assets/Documents/NL/Branches/TMT/Fast50/nl_nl_Fast500_Report_2010.pdf• 14 - From left to right• 15 -• 16 -• 17 -• 18 -
  166. 166. Image Sources• 19 -• 20 - of-top-100-brands/• 21 - Clockwise - 749b463f3581407d4c51c854e6760b& %2Fdotmena_fb_like.png Cek/s1600/LOGO_kantar_media.JPG• 22 -• 23 -• 24 -• 25 -• 26 - Clockwise• 27 - Clockwise - putImg1.jpg
  167. 167. Image Sources• 28 -• 29 -• 30 -• 31 -• 32 -• 33 -• 34 -• 35 -• 36 -• 37 -• 38 -• 39 -• 40 -• 42 – EJhAZaiyA8E/TfRRHfKzDMI/AAAAAAAAAGo/JmTQLz1z0xc/s320/6a00d8341c65c453ef010536d4981b970c- 800wi.jpg• 43 -• 44 - history_big.jpg• 45 - tainty88.jpg
  168. 168. Image Sources• 46 -• 47 - 1CDC409D3C57%7D• 48 -• 49 -• 50 – Left to Right -• 53 -• 61 -• 63 - 007.jpg• 65 - US/0312-YEMEN_full_600.jpg• 67 - e7a5c30c9b9d8d9f.jpg• 69 -• 90 -• 93 -• 106 -• 121 - Cek/s1600/LOGO_kantar_media.JPG• 124 -
  169. 169. Image Sources• 126 -• 133 -• 135 -• 137 -• 140 -• 142 - nPo/s1600/sample+lab.jpg• 145 -• 147 -• 149 -• 151 -• 153 -• 155 -• 157 -• 159 -• 172 -