The document discusses omni-channel as a market entry strategy in the GCC region. It was prepared by Millennial Partners & Co in November 2016. The document provides an overview of retail and consumer products trends globally and in the GCC. It analyzes different market entry strategies, including direct selling, licensing, franchising, investing, and greenfield approaches. It also discusses omni-channel retail and evaluates countries in the GCC based on their strategic growth potential as retail markets. The UAE is identified as the top strategic growth market in the GCC.
Amazon and Future Group: Rethinking the Alliance StrategyShashank Mishra
The case analysis is based on the conundrum of discounts that Future Group faced during their alliance with Amazon during 2016.
The PowerPoint was used as a case analysis presentation during the academic session of MDI Gurgaon and contains secondary research and analysis.
We have recommended Future Group to take either of the following three alternatives:
a) Nurture the partnership with Amazon and carry on
b) Look for alternate ways of continuing the partnership by altering terms and conditions
c) Break from the alliance
The presentation includes the concepts of Alliance, Market share vs Product contribution, Discounts, Cannibalization and related terms,
Amazon and Future Group: Rethinking the Alliance StrategyShashank Mishra
The case analysis is based on the conundrum of discounts that Future Group faced during their alliance with Amazon during 2016.
The PowerPoint was used as a case analysis presentation during the academic session of MDI Gurgaon and contains secondary research and analysis.
We have recommended Future Group to take either of the following three alternatives:
a) Nurture the partnership with Amazon and carry on
b) Look for alternate ways of continuing the partnership by altering terms and conditions
c) Break from the alliance
The presentation includes the concepts of Alliance, Market share vs Product contribution, Discounts, Cannibalization and related terms,
Duff & Phelps and the Financial Executives Research Foundation (“FERF”) first published the results of their comprehensive Goodwill Impairment Study in 2009. This inaugural study examined U.S. publicly-traded companies’ recognition of goodwill impairment at the height of the financial crisis (the end of 2008 and the beginning of 2009), and featured a comparative analysis of the goodwill impairments of over 5,000 companies (by industry), as well as the findings of a survey of Financial Executives International (“FEI”) members.
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Outlook for the global sports market to 2015
Welcome 4
Emerging trends in the global sports market 6
Global revenue outlook by region 10
Gate revenues 14
Sponsorship 18
Media rights 22
Merchandising 26
Appendix 28
Glossary 36
Contacts 40
The Boston Consulting Group via @BCGPerspectives
Despite the current worldwide lull in mergers and acquisitions, there’s not much argument that emerging markets will remain a hotbed of M&A activity for some time to come.
#COVID19's #Digitization of the #Economy and How C19 Winners Lap the Period. #eCommerce forecasts for '20 - '23 and how those influence digital advertising growth.
Duff & Phelps and the Financial Executives Research Foundation (“FERF”) first published the results of their comprehensive Goodwill Impairment Study in 2009. This inaugural study examined U.S. publicly-traded companies’ recognition of goodwill impairment at the height of the financial crisis (the end of 2008 and the beginning of 2009), and featured a comparative analysis of the goodwill impairments of over 5,000 companies (by industry), as well as the findings of a survey of Financial Executives International (“FEI”) members.
How domain owners, web developers and businesses can increase revenue by owning a portfolio of domain names. This program examines the various strategies for domain traffic monetization.
Outlook for the global sports market to 2015
Welcome 4
Emerging trends in the global sports market 6
Global revenue outlook by region 10
Gate revenues 14
Sponsorship 18
Media rights 22
Merchandising 26
Appendix 28
Glossary 36
Contacts 40
The Boston Consulting Group via @BCGPerspectives
Despite the current worldwide lull in mergers and acquisitions, there’s not much argument that emerging markets will remain a hotbed of M&A activity for some time to come.
#COVID19's #Digitization of the #Economy and How C19 Winners Lap the Period. #eCommerce forecasts for '20 - '23 and how those influence digital advertising growth.
apidays LIVE Hong Kong - Digital Banking Survey in HK and How it Relates to O...apidays
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This report explores the power of mobile technology in providing low income consumers with access to a wide range of financial products that go beyond simple mobile payments. This work, sponsored by the Bill and Melinda Gates Foundation, aimed to look at distribution strategies and second generation mobile microfinance products via pilots in West Africa and South-East Asia. The number of unbanked or underbanked mobile subscribers around the world is projected to reach ~2 billion by 2012. Today, only around 50 million subscribers use mobile money services. Most of these deployments have been focusing on 1st generation mobile money products such as remittances, airtime top-up, bill payments and loan repayment. The transformational impact of mobile money is expected to come from 2nd generation financial services such as micro-savings, micro-credit and micro-insurance, especially in countries with less than 10% retail banking penetration. Both telcos and financial institutions should benefit from the take-up of these products, as they reap expertise from complementary skills and deliver more value to customers. However, the formula for success is not straightforward. Drawing on their on-site experiences in pilots conducted in West Africa and in South-East Asia in the course of 2010, PlaNet Finance and Oliver Wyman explain the challenges in deploying mobile microfinance and offer strategic and operational solutions.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Kyiv PMDay 2024 Summer
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
3. Confidential — All Rights Reserved MPC
3
Abbreviations
Item Description
Bn Billion
CAGR Compounded annual growth rate
JV Joint venture
GCC Gulf cooperation countries
GDP Gross domestic product
GLA Gross leasable area
Gross Before discounts or promotions
KPI Key performance indicators
LLC Limited liability company
M Million
MAF Majid Al Futtaim
Item Description
MENA Middle East and North Africa
MPC Millennial Partners & Co
P&L Profit and loss statement
RCP Retail and consumer products
ROI Return on investment
SKU Stock keeping unit
UAE United Arab Emirates
UK United Kingdom
USA United States of America
Y-o-Y Year on year
4. 4
Confidential — All Rights Reserved Millennial Partners & Co
Summary of key sector insights
Retail and consumer products (“RCP”) remains a high growth sector globally supported by the rising middle
class in emerging markets, the millennial consumer group and a digitally connected society. MPC’s strategic
market research aims to suggest market entry options for international retailers looking to expand in the Gulf
Cooperation Countries (“GCC”).
Traditionally, retailers entered new markets via a multitude of methods including direct selling, licensing,
franchising, investing and greenfield. A key consideration in selecting an appropriate market entry mode is to
asses the level of growth and maturity in targeted foreign markets. For example in GCC, international retailers
have relied on the franchise and JV model by developing traditional trade relationships with regional retailers
including MAF, Al Tayer and Fawaz Al Hokhair.
Globally, e-tailers and e-commerce players are outperforming the store based retailers by reporting double digit
sales growth. Hence, the omni-channel modus operandi is emerging as a successful market entry strategy and
allows digitally savvy consumers to quickly asses retail offerings. Omni-channel is becoming the operating
model of choice due to key drivers including internet infrastructure, consumer behavior and degree of
digitization.
The Middle East (including GCC) has been ranked by Strategy& amongst the top 10 global omni-channel
growth markets. Despite the fact that internet retailing in GCC remains low as compared to store retailing at
only 1% (as opposed to the global average of 7%), their growth factors include internet penetration of c. 59%,
mobile penetration of 150%, a high disposable income of c. USD 33,000 and a young population with c. 30% of
the GCC below the age of 14 years old.
The RCP sector in GCC is equal to USD 110 million with UAE and Saudi being the largest retail geographies
with a total retail sales value of USD 33 bn and 59 bn. This is expected to grow at a 6% CAGR by 2020. The
GCC region is one of the most attractive retail destinations globally with three territories ranked in the top 10
global retail growth markets, specifically:
• UAE - The most established retail market which remains the regional hub for new brands to enter the region
and is ranked 7th position by A.T. Kearney Global Retail Development Index.
• Saudi Arabia - The 8th most attractive global retail destination, renowned for its high growth rate in the retail
market in the GCC with an expected 8% CAGR by 2020.
• Qatar - Despite being a small retail market in terms of volume, it remains attractive mainly due to the high
disposable income per capital and the lack of brand penetration (compared to the other GCC retail markets).
We hope you enjoy our thought leadership and find it insightful!
Rajan Gill
Investment Analyst
Millennial Partners & Co LLC
Andreea Danila
Founder & Managing Director
Millennial Partners & Co LLC
5. 5
Confidential — All Rights Reserved Millennial Partners & Co
Global RCP sector themes
▪ Retail and consumer products in emerging markets reported a staggering growth of c. 350% since 2009.
Currently, 50% of the total global retail sales are derived from emerging markets.
▪ Wealth drives consumption supported by modern organized retail and global brand awareness for branded
products. As a result, international retailers are relying on emerging markets to fuel geographical growth and
expansion. In addition, digital strategies are implemented in order to boost omni-channel revenue growth.
▪ Brand entrants are focused on niches
supported by social media and digital
marketing campaigns
▪ Digital brands like Billion Dollar Shave
Club have capitalized via “out of the box”
social media campaigns and guerilla
advertising
▪ Stores for global retail giants are
shrinking due to lack of customer visits
(a 100% decline in visits since 2009)
▪ Retailers need to adapt their store
presence by including digital screens in line
with mobile and desktop interfaces to
which consumers are connected to
▪ E-commerce remains a key segment of
double digit growth globally where its
expected to achieve c. 15% y-o-y growth
by 2020
▪ USA is the #1 e-commerce market followed
by China and UK - supported by their online
retail infrastructure, increasing consumer
confidence and discretionary spending
▪ Omni-channel strategies are set to
transform the retail industry due to
increasing internet penetration and
constant change in consumer behavior
▪ Traditional retailers (including Neiman
Marcus) are adapt omni-channel
operations by integrating merchandising,
planning and marketing for offline and
online stores
▪ Giants need to personalize and localize
to succeed in international markets in an
effort to streamline omni-channel
presence
▪ Millennials and high income shoppers are
drawn in interactive shops which include
video displays, touch screens and
personalized fitting room among others
1
2
3
4
5
Source: A.K. Keartney Report, Euromonitor, MPC Analysis
6. 6
Confidential — All Rights Reserved Millennial Partners & Co
Opening Peaking Maturing Closing
Market
classification
▪ Rising middle class
▪ Organized retail
format
▪ Relaxed regulatory
framework
• Demand for global
brands
• Retail infrastructure
being developed
• Real estate is
affordable and
available
• Consumer spending
expanded significantly
• Desirable real estate is
difficult to secure
• Local competition is
sophisticated
• Modern retail
infrastructure
• Discretionary spending
is higher
• Real estate is
expensive
Mode of entry
▪ Minority investment
in local retailer
• Organic through
directly operated
stores
• Organic but focused on
tier 2 to 3 cities
• Acquisitions
Labor
approach
▪ Local skilled labor
for management
roles
• Hire and train local
talent and balance
expatriate mix
• Change balance from
expatriate to local staff
• Use mostly local staff
Market entry strategies
Source: A.K. Keartney Report, Oliver Wayne, MPC Analysis
Market entry strategies depend on the lifecycle of the local retail market. The chart below, developed by MPC
using the general guidelines of A.T. Kearney classification, defines the retail market growth stages and
appropriate mode of entries in terms of labor, investment type and economic and demographic constraints.
Direct exporting
Licensing
Franchising
Joint ventures
Investing
Greenfield
Means selling products through distributors or agents in a new country with a minimal
investment requirement
Is a relatively sophisticated arrangement where a firm transfers the rights to the use of
a product or service to another firm
Typical North American process used to rapidly gain market expansion is popular and
suited for repeatable business models
Arrangement of two companies that agree to work together in a particular market,
either geographic or product, and create a third company
The most costly of all market entry strategies. It involves buying a company that either
has substantial market share, a direct competitor or is the only option to enter the
market
Refers to a capital project in which one party provides capital and the other party
provides the operating experience in a foreign market
1
2
3
4
5
6
7. 7
Confidential — All Rights Reserved Millennial Partners & Co
Retail omni-channel overview
Omni-channel mode is expected to fuel retail growth due to the fact that millennial and high income consumers are
looking for a multitude of shopping channels in line with their digital connectivity. According to Strategy&, global
retailers are enhancing customer relationships with the use of digital, physical store presence and social media
marketing strategies in key markets. They are then ranked in terms of omni-channel attractiveness based on the
following criteria:
Source: Bloomberg, PWC Retail TOP 100 report 2015
Consumer
behavior
Degree of
digitization
Omni-channel
potential
Internet
infrastructure
1 2 3 4
According to market research conducted during 2014 and 2015, the global omni-channel markets are ranked in
terms of attractiveness on a scale of 1-100. Middle East is situated in the top 10 globally most attractive omni-
channel retail market with an overall score of 39.
Key retail categories for retail omni-channel purchases are ranked in terms of attractiveness on a scale of 1-100
(100 = most attractive).
Electronics51 Media products49
Apparel &
footwear
43
Home décor &
furniture
42
Toys & games40
Home
improvements
39
Accessories &
eyewear
37
Beauty &
personal care
35
Consumer
healthcare
35 Grocery31
8. 8
Confidential — All Rights Reserved Millennial Partners & Co
Omni-channel operating model
▪ Global brands develop market entry strategies which are customized to local operations in order to cater to
customer preferences. The table below illustrates key customer preferences analyzed in terms of online vs. off-
line levels of consumer engagement across the selected retail categories:
Omni-channelpreference
Discover Explore Buy Receive Service Interact
Stores
Online
Electronics
and
accessories
Jewellery
and high end
products
Ease of
testing
products
Testing
online
cumbersom
e
High end
value items
such as
beauty and
care
Mid end
value items
such as
personal
care
Instant
receipt of
perishable
products
such as food
Non-
perishable
products
Service at
the highest
level
Medium
service and
returns
option
Items such
as home
appliances
Fast moving
consumer
goods such
as
electronics
Source: A.K. Keartney Report, MPC Analysis, Kurt Salmon
Channel development Omni-channel
integration
Advertising and
promotions
E-commerce
Store
Store
E-commerce Advertising and
promotions
1 2
▪ While the traditional metrics are essential, the omni-channel approach is designed to support growth for
brands looking to enter new markets whilst maximizing ROI
▪ The omni-channel retail value creation strategy enhances customer experience by offering a variety of
purchasing methods
▪ New KPI’s such as: omni-channel sales growth, customer conversion, traffic per store, traffic per site,
returns and deliveries, basket price and average customer spend - aims to support revenue growth and
market share expansion
9. 9
Confidential — All Rights Reserved Millennial Partners & Co
Appendix: Strategic growth
Markets matrix for GCC
10. 10
Confidential — All Rights Reserved Millennial Partners & Co
GCC strategic growth markets matrix
▪ MPC has developed a strategic retail growth matrix by analyzing and ranking GCC territories in terms of
economic & sector growth and easiness of doing business. Based on preliminary analysis, MPC suggests the
following segmentation:
▪ Tier #1 or strategic growth market - Stable economic outlook and business friendly environment
▪ Tier #2 or large market - Potential with a high market attractiveness
▪ Tier #3 or regional retail market
▪ UAE is ranked in Tier 1 category mainly due to the projected GDP growth and retail market attractiveness.
Saudi Arabia is positioned in Tier 2 category with a lower market saturation which results in a higher than
expected sector growth but at a higher risk of doing business. Kuwait and Qatar are grouped in Tier 3
category.
Source: A.T. Keartney Report, IMF, World Bank, BMI
Investment
geography
GDP per capita
(USD "000")
GDP growth (%)
Consumer prices
(y-o-y)
Doing business
easiness
Country risk
UAE 66.1 4.0 4.1 27 84
Qatar 114 3.7 3.1 74 89.4
Saudi Arabia 25.9 3.5 2.0 96 64.4
Kuwait 34.3 1.1 3.8 98 68.1
Investment
geography
Market
attractiveness
Market saturation Time pressure
Retail sector
size (USD bn)
Retail sector
growth (%)
UAE 97.6 16.5 33.9 33 8.0
Qatar 100.0 34.2 12.8 12.1 6.0
Saudi Arabia 78.6 30.4 27 59 9.0
Kuwait 81 33.2 0 15.4 4.0
Note: (1) scale of 0 to 100 with the highest being the most attractive
(2) based on A.T. Kearney 2015 report for market attractiveness, market saturation and time pressure criteria
▪ Retail and consumer sector in the GCC region is estimated at c. USD 110 bn and expected to grow at a CAGR
of 6% by 2020
▪ Key categories such as footwear, electronics, beauty and personal care are expected to grow at double digit
rates whilst e-commerce ranks as #1 top performing sub sector with an expected 20% y-o-y growth rate by
2020
▪ Continuous government investment in retail infrastructure along with young population and high disposable
income are key drivers of sector growth in GCC. A.T. Kearney Global Development Retail Index ranked five of
all six GCC countries in the top 30 most attractive retail geographies worldwide with Qatar on the 4th position
and UAE on the 7th position for 2015.
11. 11
Confidential — All Rights Reserved Millennial Partners & Co
Retailing in UAE at a glance
Retail and consumer products key insights
▪ UAE’s retail and consumer products sector is equal to USD 33 bn and is expected to reach USD 46 bn by
2020 - driven by non oil sector growth and healthy indicators in tourism, financial services and Dubai Expo
2020
▪ UAE’s consumer confidence index indicated a 5 year average of 108, with an all time high of 115 during
2015. The consumer confidence index measures the level of optimism that consumers have about job
prospects, personal finances and spending intentions (above 100 figures signal a strong interest in spending)
▪ UAE ranks among the highest in the world in terms of smartphone penetration with a 62% rate; the high level
of connectivity leads to a sustained m-commerce activity, which accounted for 28% of all online purchases
▪ Non-grocery retailers continue to dominate the retail value chain thanks to inbound tourists, high fashion
consciousness and high disposable income per capita, while grocery retailers face growth challenges due to
government price controls
Retail sector growth categories
Electronics
Beauty and personal care
Apparel & footwear
Beverages
Sector value, expected growth and distribution channels
Grocery retailers
31%
Non-grocery retailers
63%
Mixed retailers
4%
Luxury retailers
2%
Top players by market share (% of total sales value)
Source: A.T. Keartney Report, Euromonitor, Alpen Capital Retail Report, MPC Analysis
Bubble size represents market size
CAGR
6.8%
12. 12
Confidential — All Rights Reserved Millennial Partners & Co
Retailing in Saudi Arabia at a glance
Retail and consumer products key insights
▪ The retail and consumer products sector in Saudi Arabia is valued at USD 59 billion and expected to grow at
a CAGR of 9% by 2020 to reach USD 90 billion with strong spending on apparel and footwear, beauty &
personal care and electronics categories
▪ The digitally connected society in Saudi Arabia is re-shaping the retailing sector, mainly due to strong
internet penetration of c. 60% and massive social media subscriptions that lead to growth in internet retailing
▪ Store based retailers are also adapting marketing campaigns by using social media channels to understand
and connect with local consumer. Using social media channels increases the variety of data metrics
available of individuals, thus enabling retailers to create unique customer profiling
▪ Non-grocery retailers outperformed grocery retailers, supported by key drivers such as high disposable
income and a young population age
▪ Local players emerge as the leaders in a highly fragmented market with key players including Fawaz Al
Hokhair, Aziz Panda, Al Bandar Trading and Abdulla Al Othaim, on leading positions mainly due to quality
products, aggressive marketing and sales campaigns, promotions and strong distribution networks
Sector value, expected growth and distribution channels
Top players by market share (% of total sales value)
CAGR
9%
Grocery retailers
30%
Non-grocery retailers
62%
Mixed retailers
5%
Luxury retailers
3%
Apparel &
footwear
Beverages
Homecare
Tobacco
Electronics
Beauty and personal
care
Retail sector growth categories
Source: A.T. Keartney Report, Euromonitor, Alpen Capital Retail Report, MPC Analysis
Bubble size represents market size
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