This presentation focuses on varied marketing concepts as far as Emaar PJSC is concerned. It includes Porter's five forces model, PESTEL Analysis, SWOT Analysis, Customer Development Steps, Marketing Strategy. To add more value to the project, a comparative study is done between Emaar and Damac on the basis of their segmentation, positioning and targeting. And also a customer satisfaction research for emaar's residential properties and customer awareness research for emaar's dubai mall is also done here.

1. Emaar Properties PJSC SWOT Analysis
Section A, Group 5
Dhiraj Agarwal, Soumitra Dubey, Akshay Sharma, Harish Vijayan, Hiteswara Sai Girish,
Shreyas Gupta, Kapil Khattar
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2. Introduction
Emaar was founded in 1997 by
Mohamed Alabbar.
It is a Dubai-based Public Joint Stock Company,
whose 32% stakes are with the government.
Main projects of Emaar are Burj Khalifa,
Dubai Mall, Dubai Fountain and many
others.
Internationally Emaar has its presence in
countries like India, Syria, Turkey, Egypt,
Morocco, Pakistan and so on.
Emaar is the first builder to offer
freehold property in Dubai.
It has delivered more than
37,350 residential units till date
globally, including apartments
and villas.
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3. Product Level Assessment
What are potential
target markets?
How do buyers
make choices?
Why do buyers
buy?
Who Buys?
Emaar is an up-scale real estate
developer and builds homes for
premium lifestyle. Thus, its primary
focus is on upper middle class and rich
sections of the population who can
afford to buy such luxury.
Emaar delivers their projects to the
highest standards and provide superior
customer service. Whereas its
competitors focus more on budget
homes.
Because of this business model, their
homes are pocket friendly but not
modernized with the latest amenities
available. Thus, Emaar is preferred
when a heavy sum of money is to be
invested in real estate.
Off lately, people have started giving more
importance to quality and enhanced
satisfaction as compared to money. This
basically means that if the product is worth the
price, people wouldn’t refrain from buying it.
Emaar could very well foresight that depending
solely on Dubai Market would hamper its
existence in the long run, which was the sole
reason why they started entering the
neighbouring markets.
Emaar targeted the countries where they could
see the scope of profits. They obviously had to
change their business models for the same,
because of the varying demands of different
target population of different regions.
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4. Business Strategies
Create value through integrated
master planned communities
Increase our Land Reserves in
strategic locations
Adopt international
benchmarking and follow best
practices in development and
customer service
Invest in human capital and
recognition as an employer of choice
Capitalise on strategic
alliances with domain leaders
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5. • Government Backing
• Foreign Expansion &
Diversification
• Business Model
• Strong Regional
Partnership
• Justice to the Vision
• Strong focus on team
management
• Labour Problems
• Over exposure to Dubai
• Varying demands in
neighbouring economies
• Declining oil prices
• Quality Issues
• Vulnerable to risks of
various local economies
• Operation & funding
strategy
• Consolidate Position in the
Domestic Market
• International Expansion and
Acceptance
• Diversification of Revenues
• World Expo 2020
• Investor Law would make
investment more attractive in
Dubai
• New target market – low
price customers
• Economic Protectionism
• Global Economic Downturn
• Pool of Competitors
• Growing risks of 2020
Crisis
• Not compromising the
vision
• Economic & Environmental
• Factors of UAE
• Delays & cancellations
STRENGTH WEAKNESS OPPORTUNITY THREAT
01 02 03 04
SWOT Analysis
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6. • It heavily relies on
the industry for its
profits.
• The company
would incur very
low cost for
switching
suppliers.
• The product being
offered by the
suppliers are
homogeneous.
• The number of
buyers is not
limited and the
buyer doesn't
purchase large
quantity relative of
the product.
• The products in the
industry are unique
and can be
differentiated.
• The cost of
switching is
comparatively high
• Product
differentiation is
easy.
• Capital
requirements are
very high.
• Cost advantages
are high..
• Price limitations
are high.
• Ability of
upgradation due
to development in
technology is low.
• Substitutability is
high.
• Performance and
quality is low for
low cost carriers.
• Industry growth is
moderate.
• Product
differentiation can
be readily done.
• Fixed cost or
capital
requirement is
very high.
• Exiting the
industry is easy.
Porter’s Five Forces Analysis
Low
Bargaining Power
of Suppliers
Low
Bargaining Power
of Buyers
Moderate
Threat of New
Entrants
Moderate
Competitive Rivalry
within the industry
Moderate
Threat of substitute
Products
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7. Increase
Market
Share
Competitive
Market Share
Best
Quality
Performance
Reliability
Emaar Strategy
Current Strategy Factors
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8. PESTEL Analysis
Political &
Technological
Legal
Socio-Cultural
Economic &
Environmental
Involves laws and regulations which might
have an effect on the business operations of
the company. It also includes current
legislation that tends to impact the industry in
areas including competition, employment,
safety and health.
Interest rates, inflation, and growth of
economy, standard of living and exchange
rates.
Environmental factors involve awareness of the
seasonal change and resources available. The
analysis of the environment elements is vital for
organization since it impacts their performance.
Social factors include safety and health
consciousness, various demographics,
population growth rates and cultural
aspects.
Political factors involve Environment regulations,
employment laws, tariffs, tax policy, trade
restrictions, political stability and reforms.
Emaar’s technology is one of the most important
way of being competitive in the highly
competitive market arena.
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9. Offering customer
service and support
in multiple languages
Implementing and
utilizing the latest
technologies and
smart services
Conducting
trainings for
their customer
service staff and
areas of focus
you focus on
Feedback
processes to
measure customer
satisfaction
Customer Development Steps
Using social
media to engage
the audience and
strengthen brand
image
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10. Segmentation
Damac Emaar
Behavioural Segmentation
Customer behaviour include the luxury and relaxed life
style, need of housing style. A combination of both
complex and dissonance reducing buying behaviour.
Much alike Damac, clients are inclined towards the
extravagance and loosened up way of life. A
combination of both complex and dissonance reducing
buying behaviour.
Usage Based Segmentation
Has a significant pool of first time buyers. Medium
Users who avail the services on rare-personal occasions.
Includes both first time and repeat buyers. Medium
Users who avail the services on rare-personal as well
as Universal occasions.
Geographic Segmentation
DAMAC has eyed upon the regions of premium and
worthy lands which can create a desire in people who
want a standard and premium lifestyle.
Real Estate segment Emaar got a strong hold in UAE
Real Estate market by delivering some of the high
profile properties
Psychographic segmentation
Mostly caters to individuals who prefer to spend some
time either alone or with their families, back at home.
Caters to the young generation with energy and fun
element as well, seeking for spending time with high
enduring tastes and values depending upon social
class.
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11. Targeting
Damac Emaar
Market Share 8% ; 869.9 million AED 40% ; 4309.5 million AED
Valuation
Total revenue stood at AED6.1
billion last year, while booked
sales for the same period were
reported at AED4.3 billion, and
total assets stood at AED25.2
billion
According to Brand Finance, the
Dubai-based firm's value has jumped
by 39 percent to $2.7 billion.
Competition Nakheel, Meydan, Emaar Nakheel, Meydan, Damac
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12. Positioning
Damac Emaar
Tagline and its relevance
Live the luxury - Damac targeted at its clients by saying
that their products are for the ones who value luxury.
Quality lifestyle across the globe – Emaar aimed at
equalizing the brand with the term quality, and also
stressed upon their strong hold in the varied
economies.
USP
Major USP of Damac Properties is its exclusivity – with
this the company tells the world that no one can be in
their shoes ever.
Innovative and high quality real estate development –
The company focuses on the fact that their
competitors copying them isn’t their concern, but they
be the first mover is their concern.
Product line
DAMAC has kept itself inclined towards building luxury
homes such as villas, residential and service
apartments. Apart from this Damac also has a few
hotels under its name.
Emaar has been always in the talks because of wide
range of properties it offers to the city. Emaar has a
number of residential properties, followed by malls
and entertainment properties as well.
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13. Survey 1
Customer
Satisfaction
Customer
Service
Accessibility
Hygiene factors
Additional
Services
For Residential Properties
91
81 83
93
8.5 11 11
5
0.5
8
4 2
0
10
20
30
40
50
60
70
80
90
100
Customer Support Accessibility Hygeine Factors Additional Services
Satisfaction level in Percentage
Satisfied Moderate Not Satisfied
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14. Consumer
Awareness
In-mall chauffeur
services
Mobile Application
Sleeping pods
Parking facilities
Survey 2
For Dubai Mall and its services
0
10
20
30
40
50
60
70
80
90
100
Promotional
Services
In-Mall chauffeur
services
Mobile Application Sleeping pods Parking facilities
Consumer Awareness
Aware Not Aware
Promotional
services
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15. Our Recommendations
Emaar needs to focus on
the market penetration
strategies while making
expansion in Asia and
other parts of world.
Marketing is a key to
great business and
success.
Emaar properties is planning to
start its operations in London
and France by developing
hotels and restaurants there.
This is a great opportunity for
the global expansion and
reduce its exposure on Dubai’s
economy.
China is an emerging country which
is making huge investments in the
infrastructural development. Emaar
properties can enter in China
through joint ventures or
subsidiaries like it has in other Asian
countries. China is visited by
tourists from the globe which is an
excellent opportunity for Emaar
properties. Especially its hospitality
subsidiary will be of great worth in
China.
To keep up with the competition,
Emaar Properties should do
continuous improvement and
quality management in its
projects. Technological integration
and innovation is the success
factor for the most of the
companies. Through technology
and innovation, Emaar properties
can have a competitive advantage
always on its side which will help it
in sustaining competitive
advantage.
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16. THANK YOU