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Switzerland has one of the strongest and most advanced free market economies in the world. Not only that, it also regularly appears on the top of indexes such as ‘global innovation’ and ‘global competitiveness’. Industry leaders in virtually every sector have Switzerland as their home base. Switzerland has a strong competitive positioning and enjoys political stability with favourable structural conditions. Major banks as well as healthcare, consumer and luxury goods and services companies are just a few examples.

What are the strengths of the Swiss economy?

Innovation and technology

Three of Switzerland’s strengths are especially prominent:

  • High degree of innovation,
  • Supremely educated workforce
  • First-class scientific research organizations, and cutting-edge technologies.

Research and Development Hub: World-Class Universities and research

  • R&D: Switzerland invests almost 3.4% of its GDP in research and development, one of the highest percentages in the world. More than 60 universities help to ensure the highest level of professional work.
  • International innovation hub: Organizations and companies from Switzerland and abroad value the country’s excellent research platform and its role as an international innovation hub.
  • Many companies are based in Switzerland, from biopharmaceutical giants Bristol-Myers Squibb and Roivant Sciences to the research centers of Disney and Google.
  • Almost half of Swiss workers are employed in knowledge-intensive industries. High-tech products form an important pillar of the country’s economic success and excellent reputation.
  • Intellectual property is effectively protected through patent, trademark, design, and copyright law. In 2019, more than 8,000 patent applications were filed in Switzerland. This is the seventh highest figure in the world and it is the highest figure worldwide per capita.
  • Nobel Prize: Switzerland’s international leadership in research is also apparent in the number of Nobel Prize laureates per capita: Switzerland has the highest figure worldwide in this area as well.

Cross-Border Cooperation

As an important center of research, Switzerland attracts highly qualified foreign researchers.

- Several internationally important institutions are based in Switzerland. For example, the European Organization for Nuclear Research CERN, the Swiss Center for Electronics and Microtechnology CSEM and the Paul Scherrer Institute (PSI).

- CERN is considered to be one of the most important centers in the world for basic research in physics. It was here, in the late 1980s, that the World Wide Web was developed.

- The Swiss research community actively participates in the cross-border exchange of knowledge. It is well integrated in the cooperation networks of major European nations and covers a wide spectrum of research fields.

Leading Industries and Technologies: A strong location for strong business

Significant international companies choose to locate their headquarters in Switzerland.

  • The excellent collaboration between academia and industry in Switzerland ensures the rapid transfer of technology in the field of research and development.
  • Three Swiss groups, Roche, Nestle, and Novartis, are among the 40 most valuable companies in the world.
  • More than 850 multinational companies have their regional or global headquarters in Switzerland, including giants like Johnson & Johnson, Google, Japan Tobacco, Medtronic, and Adidas.

A unique combination of industry clusters

Switzerland has world-renowned universities and research institutes in the field of artificial intelligence (AI).

  • Thanks to legislation favorable to data protection and the proximity to top research, prestigious major tech corporations like Google, IBM, and Microsoft conduct their AI research from Switzerland.
  • Thanks to outstandingly educated ICT specialists, Switzerland has an excellent base for further growth and innovation in the field of digitization technologies.
  • Based on a long tradition in the machine, electrical engineering, metalworking, and watchmaking industries, a highly industrialized precision cluster has developed in Switzerland and is taking up a leading position in the area of robotics and advanced manufacturing in the digital shift era. Various international companies such as ABB, Oerlikon, Schindler, and Hamilton are optimizing their existing production processes in Switzerland with digital solutions.
  • Switzerland has one of the most well-established life sciences clusters in the world. As a leading neutral location for global company headquarters, it is extremely attractive for global chemical and pharmaceutical companies such as BeiGene, Takeda, and Biogen, which have located their headquarters and production in Switzerland.
  • Switzerland is optimally equipped for the new era of personalized health, in which data is integrated into the healthcare system.
  • Switzerland has also developed into an innovation hub for blockchain. Crypto Valley, originating in Zug, has now become a global hub for international development in blockchain technology. Blockchain technology is used in the fields of supply chain management, the insurance industry, energy provision, and logistics.

 

Successful dual education system: Swiss professionals are among the best in the world

The Swiss education system enjoys an excellent reputation worldwide. In the World Economic Forum’s Global Competitiveness Report, the Swiss education system has ranked first for many years.

The young Swiss professionals are among the world’s best. This is due to Switzerland’s dual education system, which allows everybody to have career opportunities and to succeed at work.

Switzerland’s dual education system combines an internationally highly regarded academic education with direct, practice-oriented vocational training. Together, the university degree courses and apprenticeships ensure an ideal mix of talent spanning both theory and practice.

Investment and trade

Switzerland is an attractive location for foreign investors. At the end of 2018, foreign direct investments amounted to approximately 1’300 billion Swiss francs.

Switzerland is an important player in world trade. Exports make up around 33% of the gross domestic product. As a result, Switzerland has taken a leading role among the important exporters in world trade, with regard to both goods and services.

Automobile and aviation industry:

The classic example of a successful export-oriented branch of industry is what is known as Switzerland’s “secret automobile and aviation industry” – a little-known network of highly specialized manufacturing companies and problem-solvers providing components for a range of areas, from precision and micromechanics to materials technology, plastics, and textiles.

 

Innovation Focus Areas in Switzerland

With 242 funding rounds in 2018, Switzerland ranked fifth behind Sweden. Its funding volume of €1.3 million even puts it at number four, after France, Germany and the UK. Switzerland as a whole is also far out in front in Europe, a report from EY reveals.

Switzerland Innovation focuses on five innovation focus areas:

  • Health and life sciences,
  • Mobility and transportation,
  • Energy, environment and natural resources,
  • Manufacturing and production,
  • and computer and computational science.

Each of these fields is a breeding ground for the development of a broad range of innovations that benefit society in areas such as robotics, artificial intelligence, space, nanotechnology, materials research, additive manufacturing, diagnostics, cancer treatments, or renewable energy.

List of projects/properties open to investors

  • Complete management (private bank with all VIP services included)
    • Dynamic investment funds (modifiable at any time according to the client's wishes)
    • Tax optimization included
    • Mandates due to incapacity
    • Management of extra-mandatory LPP assets
    • Many other services making life easier for investors, etc.
  • Investment funds
    • Different types according to nature/form/sector/region/etc.
  • Swiss start-up in the field of medical innovation
  • Hotels, restaurants, bars & casinos (Switzerland, Tunisia)
  • Real estate - Purchase/Sale (Switzerland, France, Tunisia, Sicily, Mauritius, Greece, Croatia, Dubai, Bahrain, etc.)
  • Discotheques and private clubs (Geneva)
  • Alternative products with high plus value (Rum, Balsamic, Whiskey, etc.)
    • Gain taxed as an increase in wealth and not as tax-attractive income ð fiscally attractive
  • Plantations to obtain products with high economic potential
    • Patented systems
  • Economic development of South Asia
    • Different products: management account, investment funds, bonds, stocks, etc.
  • Aircraft engine rental business
  • Buying company with Luxury renovation and Resale of real estate (Germany)
    • Only property protected by the german State for reasons of cultural heritage
  • Luxury rentals in urban Switzerland
  • Manufacture of LEDs in Tunisia (distributed to the 4 corners of the globe)
  • Works of art (paintings, jewelry, etc.)
    • Buying & reselling
  • 3rd pillars A/B
    • 3A: Tax savings (only for people working in Switzerland)
    • 3B: Freedom of designation of the beneficiary (inheritance law) - Also for foreigners
  • Life insurance
    • A/B, guaranteed/linked to a fund, with/without pensions of disability, with/without death benefit, etc.
  • Life annuity
    • Immediate/deferred, with/without restitution, on one/more heads, etc. - Fiscal advantages
  • Dismantling & resale in aircraft parts (between Switzerland and Togo)
  • Investments in resource extraction and/or development in Africa
  • Acquisition and secure custody of physical gold in Switzerland
  • Acquisition and transfer of all types of cryptocurrencies (BTC, ETH, USDT, BNB, etc.)
  • Release of blocked bank funds/accounts

If you are interested in one of these projects, please contact us at:

This email address is being protected from spambots. You need JavaScript enabled to view it.

We will put you in touch with partners specializing in these different projects/sectors.

Translated by: Hayat Hernández

Although palm trees are considered beautiful decorative plants and very suitable for sunny days, they have a very significant role in nutrition being a rich source of vitamins and important minerals.

As said in the Quran “For it is He who has brought into being gardens-[both] the cultivated ones and those growing wild -and the date-palm, and fields bearing multiform produce, and the olive tree, and the pomegranate: [all] resembling one another and yet so different! Eat of their fruit when it comes to fruition, and give [unto the poor] their due on harvest day. And do not waste [God's bounties]: verily, He does not love the wasteful”, Al Ana‘am (6: 141)

It’s thought that the first place where palm trees were cultivated was the Arabian island “Harkan” in Bahrain in the Arabian Gulf, and later spread through Iraq into the other parts of the world according to “Ibn Wahshyah”, one of the oldest writers in terms of agriculture. Confirmed by “Al Subai’I” 1933.

 

Palm trees and different cultures

This tree was a symbol of warship amongst Chaldea, Assyrians and Phoenicians, in fact, many ministries in Arab countries relate palm trees with culture, religion and history. According to the official website of the ministry of agriculture in Jordan, palm tree was mentioned in the Jewish scripts, as well as dates which were one of the seven sacred fruits. It was mentioned in the bible also that Crist was born under a palm tree, and his followers paved the ground with palm leaves along his way when he entered Jerusalem. As for Islam, dates have a very special quality when it comes to Ramadan (the month that Muslims fast during), where it is desirable for the fasting person to break his fast on dates. This was proven by the actions of the Prophet, may God bless him and grant him peace.

Many civilizations have cherished palm trees since the beginning of their rise by decorating their palaces and monuments, their trunks were also used as columns. Cultivating palm trees was the first type of farming that certain laws were made for to follow, as it was in Hammurabi’s Code.

 

The Economic value

Some of the oil supplying countries are having a drop off in the oil production, while in the meantime there is another kind of oil in the pipeline that requires different climate conditions, and that is palms oil.

Nowadays, 30 countries around the world cultivate palm trees, almost 600 thousand hectares of farmed land, 422 thousand of them belong to Arab lands. The economic worth of this plant is tremendous that it’s in the vein of oil growing on trees. The Arab world has come in the lead in the dates production by 70% of international production, out of 100 million trees that are planted in the world, almost 80 million are planted in Arab countries. Although palm trees cultivation isn’t the easiest, the outcomes of this kind of investment are noteworthy considering 80 to 100 Kg of dates come from just one tree after 7 years of planting.

Obviously the date fruit production represents a very significant sector in the economy, and it’s rising constantly. For example, Turkey consumes almost 10 thousand tons of dates in Ramadan according to the Jordan newspaper “Al-Raya”, and this sector is considered to be in the lead in terms of hiring a tremendous number of workers, which reduces the average number of unemployed people in the Arab world.

Regarding the types of dates that exist, they passed 2000 types, in Iraq only there are over 600 types, 400 in Iran, and almost 400 in Libya according to the “Iraqi Network of Palm Tree”, plus over 400 type of dates in Saudi Arabia, in addition to the varieties that are cultivated in all Africa excluding Libya, they would reach more than 2000 varieties, every type having a different name which illustrates the importance of this agroindustry.

 

Population growth

The number of human population on earth will reach 9 billion people in 2050, which will cause the need of more food to increase, and consequently, MENA resources to decrease especially palm trees and dates due to many factors, but it will remain the best region to grow palms regarding the climate and soils.

 

Healthy benefits of date fruit

Balah (a type of dates) contains most basic nutrients for the human body, and they are considered a good source for vitamins. This fruit is like a mine containing a lot of basic minerals like phosphorus, calcium, iron, magnesium, sodium, sulfur, and chloride. It has also numerous benefits on the health being consumed as food, a fruit, a drink, dessert, and also a medicine. It contains 21% of water and many vitamins such as vitamin A, B1, B2, D, 1.2% protein, 18% fat, 73% sugar, and 3% fibers. 1 Kg of dates provides your body with the same amount of calories that a kilogram of meat does, and three times the calories that 1 Kg of fish provides.

Date fruits contain monosaccharaides (glucose and fructose) such as Al-Barhi, Al-Sayer, Al-Zuhdi, Al-Sidi, and Halawi, and disaccharides (sucrose) such as Dajla Noor and Dajla Baida.

 

All parts of the palm tree can be useful, such as:

The kernel: suitable as fodder for livestock and increases its production of meat and milk. And enters in the yeast industry as well.

Leaves and fronds: to make tools, furniture, antiques, cages, ropes and baskets.

Logs: to make house roofs, doors and seats in addition to bridges, archways and pulp.

Parts of the stems can be used as fuel or tanks for planting ornamental plants.

Some types of dates are used to extract natural incense from, such as Dagla, which is bred in Morocco.

The fruit (Rutab and Dates): has a high nutritive value, as well as being a source for oil, sugar, and syrup, besides its role in the cosmetic industry.

Pollen: used in pharmaceutical manufacture.

Roots: to keep the soil consistent.


Palms and the surrounding environment

Date palm tree has a significant role in maintaining a balanced environment and preventing the desert invasion, due to its ability to adapt to it, the extension of its roots vertically and horizontally permits the plant to reach humid areas in order to get to the sources of water. As for the leaves, they are attached to the wickers and covered with a waxy layer and folded into V shape along their branch, forming a canoe-like shape, with its bottom facing upward to reduce water loss. Palm trees are also used to ward off the wind around farms, as they prevent and slow desertification. They also protect the trees and plants grown around them. The palm also tolerates high temperatures, salinity and drought.

Arab countries that most produce this unique fruit:

Saudi Arabia

The Kingdom owns more than 23 million palm trees, with a production exceeding one million tons, according to Food and Agriculture Organization "FAO", equivalent to 16% of the total global production, and increasing by about 3% annually. The Kingdom supports palm farmers by about 50 riyals per palm, and this market also provides thousands of job opportunities. There are dozens of factories to manufacture palm products. Nevertheless, the kingdom does not export more than 5% of its annual output.

The most famous area in which date palm is cultivated is the Qassim region, where the "City of Dates" was established. It is famous for containing almost eight million palm trees, of which there are six million productive trees, more than 205 thousand tons of various types of dates are also grown in Saudi Arabia and more than 400 species, seventy of them have a high economic value.


United Arab Emirates

There are about 40 million palm trees in the UAE, 8.5% of them are planted in “Al Ain” region where there is a gene pool that includes almost 120 species, and high quality varieties were added recently imported from Saudi Arabia, Iraq, Iran and the Sultanate of Oman.

 

Palestine

Cultivated date palms have existed in Palestine for thousands of years. Being a tree of great economic value, and a great religious status, being a perennial tree, and its ability to withstand many climatic conditions, in addition to its ability to grow in saline soils, palm tree has gained the attention of the Palestinian farmer.

The Mediterranean climate conditions dominant in the area provide optimal conditions for growth and development of date palm.

Date palm cultivation is widespread in Palestine in the Jericho area, the Jordan Valley, and the Gaza Strip, especially in the cities of Deir al-Balah and Khan Yunis. Historically, the city of Jericho was called the "City of Palms". Because of the large number of palm plantations in it.

Date palm cultivation is the least labor-intensive crops, and the least labor-intensive crops. The tree needs three years to bear fruit, and after six years it reaches its peak. This sector, which was on the top of the Palestinian agricultural sector in the Jordan Valley, in terms of areas, water consumption, and agricultural labor absorption.


After 1967, considerable areas of the Jordan Valley were cultivated by Israeli farmers with new high-quality date palm cultivars including Medjool. The adaptability of the new cultivars and the use of advanced techniques for propagation and cultivation of dates produced crop of excellent quality and yield to supply local and international markets.

According to the Palestinian Ministry of Agriculture the cultivated area in the Palestinian valleys with palm trees is estimated at about 24 thousand dunums at the end of 2020 out of a total of 55 thousand dunums of land that Palestinians exploit in the Jordan Valley. This is a small fraction of 300 thousand dunums suitable for cultivation, but still unexploited. According to the statistics of the Palestinian Ministry of Agriculture, the number of palm trees by the end of 2020 was estimated at about 330 thousand trees, and the quantity of production of pure Palestinian dates until at about 12,800 thousand tons. The Palestinian local market in the West Bank and Gaza Strip consumes about 6,000 tons of dates annually. It was estimated that 60% of the Palestinian production of dates goes to the local market, and only 40% of the production is exported from the Palestinian Majool (Medjool) variety, where the per capita consumption is estimated annually at about 900 grams of dates.

The most important palm varieties cultivated in Palestine are Medjool, Al-Barhi, Elhayani. Medjool dates are one of the finest dates produced in the Palestinian, at the regional and international levels. Because it is grown in areas below sea level; It increases the percentage of oxygen, which gives it a distinct flavor and color.

According to Abu-Qaoud several constraints face date cultivation and development, including high investment costs, poor marketing, and inequitable competition with Israeli products, limited water, pests, and diseases. However, there is a trend by formal governmental agencies as well as by national NGOs to support the cultivation of date palms in Palestine. The Palestinian Ministry of Agriculture has initiated several programs to support date palm cultivation in the Jordan Valley since 2000 with local NGO participation.

Egypt

According to the Egyptian Ministry of Agriculture, date palms cultivation extends in most governorates of the country where there are about 20 million palm trees, representing 73,653 acres, or about 6.32% of the total fruit cultivated land, as it currently reaches approximately 14% of the total fruit production. This increase is attributed to the expansion of the areas planted with palm trees in the governorates of Matrouh, New Valley, North Sinai, South Sinai, the Red Sea, Nubaria, Toshka, Al Uwaynat, and modern reclaimed lands.

Due to the varied climatic conditions in Egypt, the wet and semi-dry varieties have spread in the Delta and Middle Egypt regions, while the Upper Egypt region, especially Aswan, is known to uniquely contain dry varieties.

Palm trees need relatively high temperatures and low amount of humidity during the summer to produce fruits with good quality and high yield, specific thermal conditions that differ for different varieties are required.

A team of scientists consisting of researchers from the Genetic Engineering Research Institute, and the Central Laboratory for Palm Research and Development of the Agricultural Research Center, as well as the Bioinformatics Department of Nile University succeeded in determining the initial version of the genetic map for some varieties of date palms. Therefore, this accurate information about the commercially desirable species can be used to predict the type and gender of palm trees planted, and to contribute with reveling ways to increase Egypt's production of palm trees as well, thus enhancing its reproduction developing programs to protect the plants from diseases and pests.

Some indicators of the growing interest in palm cultivation:

Date palm tissue culture laboratory

Many countries rely on traditional agricultural methods such as seed and seedling planting, so in order to make a change by developing palm cultivation to increase its production, the Palm Tissue Cultivation Laboratory was established in 1989 at the UAE University, which intended to produce hundreds of thousands of palm seedlings. Consequently, the laboratory gained a prominent scientific position commercially as one of the largest laboratories for palm trees propagation.

Palm tissue cultivation has many advantages compared to the traditional methods, such as:

  • Increasing the cultivation of female seedlings that are free of diseases and pests and resilient seedlings, or best pollen producing male seedlings.
  • Cultivation of offshoots in sustainable lands directly without waiting for the incubation phase (2-3 years), the offspring then have an entire root system (offspring with whole cells) and are planted during the propagation season (August – September) or (March – April).
  • Increasing the production of selected types of dates. One of the most significant advantages of this method is the homogeneity of the produced shoots, which guarantees the homogeneity and velocity of plant growth, as the crop can be harvested after only 4 years of planting.
  • Palm seedlings can be propagated from known varieties or from cultivars with a seed origin.
  • Ensuring an easy and rapid exchange of plant materials between different regions of the country, or between countries, without risking the spread of diseases or pests.
  • Obtaining offsets from palm trees that have lost their ability to produce offspring.
  • Considered to be an economic aspect as a result of increasing production in large quantities without causing any type of diseases.

In addition to that, the Dates International Council was established in Saudi Arabia, a large number of conferences and exhibitions were also held in MENA to enhance trade exchange between producing and consuming countries and also to encourage the exchange of expertise among them.

Popular date festivals such as the Palm Carnival in Saudi Arabia were organized, as well as the Emirates International Palm and Date Festival, which was arranged by Abu Dhabi Food Control Authority.

Causes of the decline in date palm production in the Arab region

Agricultural pesticides: Palm trees in Egypt are exposed to many insect pests that reduce the harvest or damage it when stored, and as a result of infection with these pests, the loss in the crop may reach 52%. In fact, some of these pests, such as the red palm weevil, may lead to the death of the palm within a year or two, which limits the spread of palm cultivation in many areas. In addition, these pests don’t just affect the fruit, but also the fronds, branches, roots and the stems.

Lack of the farmers awareness on how to fight agricultural pests.

Using traditional agricultural methods instead of modern technologies for irrigation and fertilization; increasing their rates leads to an increase in the rates of productivity of date palms and thus causing the economic outcome to rise.

Palm trees aging, which leads to a lack of production as is the case in Algeria and Tunisia, where 35% of their palms suffer from a lack of production due to their aging process.

Poor marketing as a result of lack of experience internally and externally.

Weak technical expertise that allows raising the level of the product to fit the international standards of foreign markets, as is the case in some small producing countries.

The high cost of production in the case of poor infrastructure such as roads, high transportation costs, pollen prices, fertilizers and pesticides, as is the case in Palestine where Israel controls palm pollen and pesticides for this type of tree.

Wars and political instability, as happened in Iraq, which toped the list of dates producing countries with more than six hundred species, and it is the place where man began planting palm trees four thousand years ago according to the head of the Date Palm Center at Basra University, Dr. Kazem Jasam Hammadi, who stated for “Deutsche Welle” channel the decline causes in the number of date palms in Basra, which he attributed to the war and high levels of salinity due to the rise in Gulf waters, in addition to the population invasion at the expense of palm groves.

 

Countries that have made qualitative progress

Palestine

Despite what may seem a small market compared to the other major markets, date producers in Palestine have made a quantum leap in the cultivation of palm trees in terms of quantity and quality within a short period not exceeding six years. The Palestinian farmer was able to plant 59,000 thousand palm seedlings; an area of ​​4,249 acres during the period (2006 - 2012).

A study issued by the Chamber of Commerce, Agriculture and Industry in Jericho city and the Jordan valley (Al Aghwar) in 2014 indicated that date palm cultivation is one of the most promising investments, as the production of dates doubled between 2012 and 2014 by 100%, bringing the production amount to about 4000 tons. There are other types of dates in Palestine such as Al-Barhi, Al-Hayani and Medjool.

According to the study carried out by the Jericho Chamber of Commerce and Agriculture, dates exports reached 50% of the total agricultural exports during 2011 - 2014, because Palestinian dates fit the international quality standards, which have competed with Israeli dates on the international market. The total number of employees and workers during the harvest season was estimated at 3200 persons.

Rare dates: pass under the sea

Medjool dates are considered one of the finest types of dates produced in the Palestinian, Jordanian territory, on regional and international levels. Due to its growth in areas below sea level, the percentage of oxygen increases, which gives it a distinct flavor and color. As for the expected output of "Majhoul or Medjool" dates for the year 2015, it reached 4 to 5 thousand tons, and this figure may double ten times within one decade, according to the officials of Nakheel, which is owned by PADICO Holding Company, whose annual production of this type reached 400 tons out of 26,000 date palm trees. The Palestinian market is small, but it is a promising market. "This rare date is grown in the Palestinian valleys and parts of Mexico and California, but the" Medjool "dates grown under the sea remain the most distinctive and highest quality, as stated by Engineer Tariq Al-Qawasmi, General Manager of the Arab Agricultural Company in Jericho.

Moamen Mazen Sinokrot, General Manager of Pal Garden in Jericho, which produces 600 tons of dates per year, said that he expects significant growth in the coming period that may reach 30% annually, as a result of high demand and high return on investment.

Palestine won first place (for the fourth category) in the Khalifa International Award for Date Palm in its seventh congregation as the best development project in the field of date palm development, in which 34 Arab and foreign countries participated with 137 research. Dr. Nasser Al-Jaghoub, head of the Agricultural Risks and Insurance Fund, and Ahmed Fares, Director of Jericho Directorate at the Ministry of Agriculture, won the award.

The characteristics of the Medjool or Majool palm tree

The origin of this variety is from the Kingdom of Morocco, but it disappeared from there due to agricultural pests that affected it, so its seedlings were transferred to California and then to the Jordan Valley areas in Palestine and Jordan. This variety is characterized by a medium-sized stem, and short fronds of medium bending, and the bases of the fronds are of medium width, starting with a dark green and then yellowing, and showing lines or brown spots in the middle, the number of thorns on a single frond ranges from 30 to 38, although the fruit is considered amongst the soft varieties, other type of dates fruit can be softer than meat in comparison. The fruits of this variety may suffer damage from rain and high humidity, but to a small degree. The date palm yield ranges from 80 - 100 kg per year.

Jordan

In Jordan there are about a quarter of a million trees, and the Jordan Valley region is the most famous for its palm cultivation and some areas of the northeastern desert (Al-Azraq), and Jordan is making great efforts to develop this cultivation appropriate to the nature of a large part of its lands. Where agricultural reserves for this purpose were being established, as the United Arab Emirates supplied the Kingdom with fifty thousand seedlings of tissues originating from different varieties to study their suitability for agriculture, they included Barhi, Maktoumi, Khalas, Sandy Gish, Khadrawi, Razeer, Zuhdi, Namishi. As for the interest in Medjool dates, it began in Jordan some twenty-five years ago.

Dates are the future sustenance

Engineer Muhammad Batayneh, General Manager of AgriJordan (which grows approximately 4,500 trees), stated that the date palm is the future cultivar, due to the uniqueness of this tree in its ability to purify the water it absorbs from the soil so that the plant does not secret any heavy metals or unwanted elements to the fruit. Because normally, palm trees are irrigated with recycled sewage water, which is a source for many palm farms due to the severe water shortage in the area. As a result to the unique quality of the fibers of the long stem of the palm, it purifies the water as a natural water filter. Batayneh, who is proud of the Jordan Valley dates, especially Medjool dates which are among the best in the world, carries on saying that the future of fruit and vegetables cultivation is endangered because of clean water shortage. However, palm cultivation remains feasible and profitable, and thus the cost of repeated water for irrigation purposes can be borne."

تخيل أن يصلك مغلف ورقي يحتوي على الرسالة الآتية "لديك مبلغ 5 دولارات سوف تستخدمه كتمويل بذري (رأس مال أولي) كم يمكنك أن تربح من وراء هذا المبلغ خلال ساعتين؟!" قبل أن تبدأ التفكير بما يمكن فعله دعنا نلقي نظرة على ما فعله طلاب جامعة ستانفورد الأمريكية، الذين خاضوا بالفعل هذه التجربة! لنستخلص بعد ذلك الدروس المستفادة من تجربتهم، وتحدد العناصر المؤثرة في عملية الابتكار والابداع في ريادة الأعمال.

عن تجربة جامعة ستانفورد

هذه التجربة هي مهمة اعطتها المحاضرة والمدربة الامريكية في ريادة الأعمال، تينا سيليغ لطلابها في أحد فصول جامعة ستانفورد، كجزء من برنامج " Stanford Technology Ventures " حيث تلقى كل فريق من الفرق الـ14 مظروفاً بخمسة دولارات من "التمويل الأولي" وقيل لهم إن بإمكانهم قضاء الكثير من الوقت إن أرادوا في عملية التخطيط، لكن بمجرد فتح المغلف، سيكون امامهم ساعتين فقط لتوليد أكبر قدر ممكن من الأموال.

ماذا ستفعل إذا تم إعطاؤك هذا التحدي؟

تصف الأستاذة تينا سيليغ بعضاً من الأجوبة التي غالباً ما تسمعها عندما تطرح هذا السؤال، الإجابات التي يمكن قسمها ما بين نوعين من طرق التفكير، النوع الأول يذهب إلى ما يمكن وصفه بالمقامرة "شترِ ورقة يا نصيب" اما النوع الثاني فهو أكثر محافظة وتقليديةً فيكون خيارهم استخدام الخمسة دولارات لشراء المواد الكافية لبيع عصير الليمون مثلاً، أو لشراء مواد لغسل السيارات، تقول سيليغ "هذا خيار جيد للراغبين في كسب بضعة دولارات إضافية من إنفاق الأموال (الـ5 دولارات) في غضون ساعتين".

الابتكار في ريادة الأعمال

بخلاف الإجابات الشائعة لمثل هكذا تحدي، فإن عدداً من الفرق المشاركة في هذه التجربة كشفت عن وجود عدد كبير من الاحتمالات، غير التقليدية، لما يمكن فعله خلال ساعتين و5 دولارات، أو حتى بدونهما! إليك ما فعلته الفرق الثلاث التي حققت أفضل النتائج في نهاية الاختبار، علماً الفرق الثلاثة تلك حققت أكثر من 600 دولار ولم تستخدم الدولارات الخمسة على الإطلاق!

الفريق الأول: بيع حجوزات المطاعم

حدد هذا الفريق مشكلة من المشكلات الشائعة التي تواجه الكثير من طلاب المدن الجامعية، وهي الطوابير الطويلة امام المطاعم الشعبية في يوم السبت، قرر الفريق حل هذه المشكلة من خلال الحجز في العديد من المطاعم، ومن ثم بيع هذه الحجوزات للأشخاص غير الراغبين في الانتظار في الطابور الطويل، باع الفريق كل حجز بما يصل إلى 20 دولاراً.

لا تتمثل أهمية ما فعله الفريق الذي باع حجوزات المطاعم في الفكرة المبتكرة التي استغلوا خلالها الوقت المتاح فقط، بل من المرونة في التخطيط واستغلال الموارد البشرية، فبعد أن لاحظ الفريق بأن أن الطالبات أفضل في بيع الحجوزات من الطلاب، الذي قد يعزا إلى شعور الطلاب/ات بالارتياح أكثر لفكرة الاقتراب من طالبات لا يعرفوهن لشراء حجز بالمطعم منهن، وبناءً على هذه الملاحظة قاموا بتعديل خطتهم بحيث تولى الطلاب مهمة الحجز في المطاعم، بينما باعت الطالبات تلك الحجوزات في الطابور.

كذلك لاحظوا بأن العملاء كانوا يشعرون بارتياح أكبر عند الدفع مقابل الحجوزات، في المطاعم التي تستخدم أجهزة النداء لتنبيه العملاء عندما تكون طاولتهم جاهزة.

الفريق الثاني: ملئ إطارات الدراجات الهوائية

لاحظ الفريق الثاني أن أكثر وسائل المواصلات استخداماً في الحرم الجامعي لم تكن السيارات بل الدّراجات الهوائية، ولأن سائقي الدّراجات الهوائية يحتاجون دائماً لمن يقيس لهم درجة ضغط إطارات الدّراجة الهوائية وإعادة ملئها بالهواء إن لزم الامر، عمل هذا الفريق على بناء منصة امام الحرم الجامعي عرضوا من خلالها خدمة "قياس الهواء لإطارات الدراجة" مجاناً، وفي حالة كانت الإطارات بحاجة لأن تملأ بالهواء، فإن على صاحب الدراجة أن يدفع دولاراً واحداً في حال رغب بهذه بملء إطارات دّراجته.

بالرغم من أنه يمكن للطلاب أن يعيدوا ملء إطارات دراجاتهم بالهواء من أي أقرب مكان خارج الحرم الجامعي، وبالمجان، إلا أنهم أقبلوا على الخدمة المقدمة من هذا الفريق، فالخدمة مريحة وقيمة، ولا تتطلب إنفاق مبلغ كبير، دولار واحد لملء إطارات الدّراجة الهوائية ليس بالكثير، لاسما أنهم سيقيسون ضغط الإطارات قبل ذلك، وإن لم تكن بحاجة لإعادة ملئها بالهواء، فإن خدمة قياس الضغط مجانية.

في منتصف فترة الساعتين، توقف الفريق عن طلب دولار لملء لقاء خدمتهم، وبدلاً من ذلك طلبوا من الطلاب التبرع بالأموال إذا أحبوا الخدمة، المثير للاهتمام أنهم قد حققوا أرباحاً أكثر عندما كان عملاؤهم يقومون بالتبرع بدلاً من دفع مبلغ محدد مسبقاً.

كما في حالة الفريق الأول، تأتي الاستفادة من نتائج التقاط ملاحظة من سير العملية التشغيلية وتسخيرها في إجراء تغييرات تجلب المزيد من المكاسب.

الفريق الثالث: إعلان تجاري

الفريق الثالث هو الفريق الذي حقق أكبر ربح من بين جميع الفرق المشاركة، حقق 650 دولاراً، المفاجئة ليس بأنه لم يستخدم الـخمسة الدولارات كما فعلة الفرقتين السابقتين، بل أنه لم يستخدم الساعتين المتاحتين لتحقيق الربح أيضاً!

هذا الفريق نظر إلى الموارد التي يملكها من منظور مختلف عن جميع الفرق الأخرى، حيث وجد بأن أثمن مورد لديه هو الدقائق الثلاث التي سيعرضون من خلالها فكرة مشروعهم أمام الطلاب، ووجدوا بأن افضل وسيلة لاستغلال هذه الدقائق كانت بيع إعلان للشركات التي تريد توظيف طلاب الجامعات كمتدربين لديها، وهذا ما حصل أنشأ الفريق إعلاناً تجارياً مدته ثلاث دقائق لإحدى الشركات مقابل 650 دولاراً، عرضو من خلاله تعريفاً بالشركة وبالمزايا والشروط للراغبين بالانضمام إليه كمتدربين.

ما هي محركات الابتكار؟

يأتي الدور الآن على السؤال حول الكيفية التي توصل بها طلبة الدكتورة سيليغ لتلك الأفكار المبتكرة، وإذا اردنا تعميم هذا السؤال على جميع الأفكار المبتكرة، فيمكن طرح السؤال بطريقة مختلفة؛ ما هي العوامل التي تخلق الابتكار؟ في الحقيقة لا يوجد وصفة جاهزة، لكن سيليغ تقدم مجموعة من 6 عوامل داخلية وخارجة تؤثر على الابداع.

العناصر الداخلية هي:

أولاً: المعرفة

المعرفة أو كما تسميها سيليغ "صندوق الأدوات الخاصة بك، كلما زادت معرفتك بمجال ما، كلما زادت احتمالية اخراج جوانب جديدة إلى الضوء. إذا أردنا اسقاط هذا العامل على تجربة الفرق الفائزة في التجربة، فسنلاحظ أن جميعها استغلوا معرفتهم بالطلاب ومشاكلهم واحتياجاتهم ومدى أهمية الجامعة نفسها، فالفريق الذي عرض اعلاناً تجارياً أدرك أهمية تقديمهم لعرض امام طلاب جامعة عريقة كجامعة ستانفورد، كذلك أدركوا حاجة الشركات لتوظيف الطلاب كمتدربين، أي أنهم استغلوا معرفتهم العميقة للطلاب وللعلاقة التبادلية التي يمكن أن تنشأ بين الطلاب والشركات.

ثانياً: الخيال

الجميع يمتلك العديد من الأفكار حول موضوعات ومجالات مختلفة عن بعضها البعض، الإبداع يكمن في نسج روابط بين تلك الأفكار، لإبداع ما هو جديد. يمكنك ملاحظة أن الفرق الثلاث الفائزة لم تقم ببيع خدمة جديدة في الحقيقة، بل ما فعلته هو ربط فكرة بيع هذه الخدمات بالظرف والموارد المحيطة بهم.

ثالثاً: السلوك

الأفكار الريادية كثيرة، ويمكن للكثير منها أن يبقى حبيس العقول، ما يجعلها مجسده على أرض الواقع، هو توفر الدافع للبدء بها.

العوامل الخارجية الثلاث المؤثرة في الابتكار:

أولاً: الموارد

ربما أفضل ما يمكن تعلمه من تجربة الطلاب الفائزين في تجربة ستانفورد هو في إعادة النظر بالموارد المتاحة التي غالباً ما يكون بعضها مجرد مشتت للانتباه عن موارد أخرى نوليها اهتماماً أقل. إذا عدنا للتجربة فسنرى بان الفرق الفائزة تجاهلت الـدولارات الخمسة، التي من المفترض أن تكون رأس مالهم الأولي لتوليد الأرباح، أما الفريق الذي حقق أعلى ربح، فقد تجاهل حتى الساعتين المتاحتين للعمل على توليد الربح، ونظر إلى مورد كان قد تجاهله الجميع، وهو الدقائق الثلاث التي سيعرضون فيها مشروعهم امام زملائهم في الفصل.

إن إعادة التفكير في هذه التجربة في سياق حياتنا المهنية قد تمكننا من اكتشاف الموارد التي تعمينا عما يمكن لنا إنجازه عند الاستغناء عنها، والتفكير في الموارد الأخرى الأكثر أهمية، الموارد التي تقع خارج صندوق الأفكار التقليدية.

ثانياً: البيئة المحيطة

البيئة الحاضنة للأبداع، من حيث المكان الذي تتم فيه عملية ابتكار الأفكار، والمكان الذي ستطبق فيه، ومفهوم البيئة المحيطة يتجاوز، بطبيعة الأحوال، مفهوم المكان، إلى كل ما هو محيط بالعملية الإبداعية، من فريق العمل إلى السوق، وليس انتهاءً بالموارد والإمكانيات التي توفرها البيئة المحيطة.

ثالثاً: الثقافة

تصف سيليغ ثقافة الشركة أو فريق العمل "بالموسيقى الخلفية" للشركة، التي تؤثر على عواطف الموظفين من حيث قدرتها على دفعهم وتحفيزهم حيال عملهم، وبالتالي تنعكس على إنتاجهم.

واخيراً، يبقى القول بان العناصر التي حددتها سيليغ ليست عناصر مجردة ومنفصلة عن بعضها البعض، بالقدر الذي تظهر به، على العكس من ذلك هي عناصر تتفاعل مع بعضها البعض، وتكون نتيجة تفاعلها إما محرك دافع نحو الابتكار والابداع أو محبط للعملية الإبداعية.

الهوامش:

Psychology Today

Ivyexec

Medium

 

 

 

 

 

Translated by: Hayat Hernández

 

The principles of innovation in the world of entrepreneurship

Imagine receiving an envelope with the following letter: “you have 5 dollars in your account, you are going to use it as an investment (initial capital), how much money can you gain from it in 2 hours?”

Before you start thinking about your options let’s have a look on what American Stanford University students did regarding this experiment in order to draw a lesson from it and determine the significant factors which drive the entrepreneurial innovation.

About the Stanford experiment

This mission was assigned by the American lecturer and coach, Tina Seelig to her students in one of Stanford University classes as part of “Stanford Technology Ventures” program, each team of the 14th participating received an envelope with 5 dollars as an initial venture, and they had been told that they could take a lot of time planning their investment if needed, but as soon as the envelope was open they would have only 2 hours to earn the largest amount of money possible.

What would you do if you accept this challenge?

Professor Tina Seelig describes the most common answers you hear when this kind of questions is asked, answers can be divided into 2 types, the first one can be referred to as gambling “buy a lottery ticket”. And the second one is more traditional, like buying the basic materials for lemon selling business, or washing cars for instance. Selig stated “this plan is suitable for those who seek to gain few extra dollars out of the 5 in a 2 hour period”

Entrepreunial innovation

In contrast with most common answers to this kind of challenge, a few number of participating teams illustrated many nontraditional possibilities of what you can do with 5 dollars in 2 hours, or even without them!. Here’s what these three winning groups accomplished at the end of the experiment, knowing that they gained more than 600$ and never even used the 5$ at all!

The first team: selling restaurants reservations

This group determined the most common obstacles that most students face, such as the endless queues at popular restaurants on Saturday. They decided to solve this problem by making reservations at many restaurants and then selling them to student who don’t want to wait in line for a long time, this group sold each reservation for 20 dollars.

The importance of what this team accomplished doesn’t just shows the creativity in time management to earn a lot of money but also the flexibility in arranging plans and taking all the resources in consideration. As they noticed that female students are more skillful at selling the reservations than males, considering most student normally would trust more a female stranger to buy restaurant reservations from.

So based on this thought, they adjusted the plan so male students would buy the reservations and the females would sell them to student waiting in line.

The second team: inflating bike tires

The second group noticed that the most popular means of transportation at campus are bikes instead of cars, and because bikers always need to check their tiers pressure and fill them up with air, this group built a platform in front of the college campus and offered to check the bikers tires for free, so in case they needed to be filled up then the service would cost one dollar if the biker wanted this service.

Although students can inflate their tires for free at the nearest place outside campus, they accepted the service this group was offering, since it is effortless, worthy, and doesn’t require spending a lot of money on, one dollar for pumping a tire isn’t a high cost, especially that they would check their pressure first, if they didn’t need to be inflated then the checking service was for free.

After an hour had passed the team stopped asking for a dollar for the service, instead they asked the students to donate some money if they were pleased by the service. Interestingly, they made a lot of profit with the donations than when they were asking for the cost of the service.

Similarly to the first group, the benefit comes from the outcomes of the operational process, and harnessing it to learn how to make changes in order to gain more profit.

The third team: releasing a commercial

This team made the biggest profit amongst all participants, making 650$. The surprise was that this group didn’t use the 5$ and neither the 2 hours of the experiment. They looked at their resources from a completely different aspect. They realized that the most valuable resource they had was the first 3 minutes they needed to do their presentation in front the other students. And they found that the best way to harness these three minutes is to sell an advertisement for 650$ to companies that would like to hire college student as interns, they illustrated a preview of the company with its characteristics and requirements for those who would want to join it.

What are the innovation enablers?

The important question now is how did Seelig’s students came up with those ingenious ideas? And if we want to generalize this question, we may ask it in a different way, “what are the significant factors that drive innovation?” Actually there isn’t an only answer for this question, but Seelig presented six internal and external factors that shape creativity and the innovative process.

The internal factors

  • Knowledge

Or as Seelig calls it “your special toolbox”. The more you know about something, the more you are capable of creating new aspects of it.

If we want to measure this factor on the winner groups experiment, we will realize that all of them tapped their knowledge of the students and the problems they face constantly, in addition to the value of the university itself, as the team that announced the commercial knew the importance of their presentation in front of the other students in a university as considerable as Stanford.

Furthermore, they acknowledged the companies need to hire their interns, which states that they had a deep acquaintance of the students and the mutual relationship between them and the company.

  • Imagination

Everybody owns a lot of ideas on different topics and domains. The ingenuity lies in merging these ideas into creating something completely new and unique. We can see that these groups didn’t sell a new type of service, but what they accomplished is combining the idea of selling it with the conditions that were available then.

  • Attitude

There are plenty of entrepreneur ideas we can think of, and a lot of them can remain sealed in one’s mind unless there was a motive for them to be executed.

The three external factors that shape the innovation process

  • Resources

Maybe the best thing someone can learn from the Stanford experiment is reconsidering the available resources which are mostly distracting from others that we don’t think of as important but may result very useful to us.

If we go back to the experiment we will see that the winning teams ignored the 5 dollars that were counted as initial capital to make profit. Seeing that the team with the highest profit ignored the 2 hours as well and cared only about the first 3 minutes of the presentation in front of their colleagues.

The merit of reconsidering new resources in this experiment applied on our labor life can help us acknowledge the resources that may prevent us from discovering even more suitable resources, the ones that are “outside the box”.

  • Habitat

The place were ground breaking ideas are being created isn’t represented by the square cubes surrounding you, but it’s broadly embodied by the team members, as well as the market, along with the resources and possibilities our habitat offers.

  • Culture

Seelig describes a company’s culture or the team workers as “the company’s background music”, which influences the employee’s emotions by its ability to motivate them to do their job perfectly, thus, reflecting them on their production.

Conclusively, it is stated that seelig’s factors are not extracted, in fact they are all related in a way that they interact with each other resulting either a motivational engine for creativity, or a deterrence of the innovation process.

After centuries of analog technology ruling the roost, the modern business world has begun to embrace—after some initial reluctance—the power and potential of digital transformation. The promise of technologies such as artificial intelligence, data analytics, the Internet of Things (IoT), process automation, and others lies in their ability to give businesses greater productivity and profitability than ever before. But to get the most out of these technologies and achieve true digital transformation success, you need a well-developed strategy that goes far beyond downloading the latest apps.

Replacing old technologies and processes with digital solutions takes care, planning, and persistence. But with the right approach and tools, you can build and implement a winning plan for successful digital transformation in your business.

The Rich Promise of Digital Transformation


Empowered and defined by a broad range of technologies, digital transformation is the comprehensive adoption of these same technologies to improve productivity, competitive advantage, operational efficiency, profitability, and innovative strength. It’s a high priority for companies from all industries and of all sizes, from small businesses to mega-conglomerates. A 2018 survey from the Economist Intelligence Unit found that industry leaders were enticed by the significant gains in both efficiency and innovation offered by digital transformation technology, with nearly half of respondents focused on operational (48%) and cost (47%) efficiency improvements as well as new business models (45%) and markets (44%).

Procurement is an area of especially strong potential for savings and value; a 2018 study by research firm The Hackett Group found that world-class organizations who effectively implemented automation and artificial intelligence into their procurement system achieved up to 70% savings per order, and cut process costs by 22% through better decision making, machine learning, and process improvement. The potential savings from a successful digital transformation effort were even greater for mid-range organizations, whose process costs dropped by up to 30% with digital technologies.

Yet despite their promise, digital transformation efforts can be a danger to any company approaching them without a clear-eyed understanding of the work required to transform not just processes and procedures, but corporate culture as a whole. Digital technologies are powerful tools, but they require human intelligence—and enthusiasm—to be used effectively. Without informed and engaged team members across the organization and a long-term digital roadmap built on supporting company ambitions in the digital world, even the most ambitious digital transformation strategy will fail.

Just how difficult can it be? Research firm Mckinsey & Co. found in 2017 that fewer than 30% of companies attempting to implement digital transformation efforts succeed.

Shifting into an “information-centric” business model can take time and considerable effort, especially for companies with a long tradition of analog workflows. In optimizing processes and introducing new technologies across business units, companies inevitably transform their customer experience as well, making a cohesive, comprehensive, and consistent approach to digital transformation even more important.

Achieving Digital Transformation Success


Companies like Hasbro, Best Buy, and Microsoft have all leveraged the power of digital technologies to transform their market position, boost their bottom lines, and enhance their customer experiences. Some, like Amazon, were founded on digital transformation and have built on that base to become titans of eCommerce in the digital age.

While the approaches, and goals, of these companies all vary, their digital initiatives share a certain investment—both figurative and literal—in consistent, complete implementation across their organizations as a whole.

A successful digital transformation strategy is built on, and supported in the long term, by a few simple steps:

1. Build a Digital Transformation Strategy Focused on “The Three Cs”
While specific goals and benchmarks will differ from company to company, achieving and sustaining digital transformation within an organization is much easier with a focus on “The Three Cs”: communication, change management, and continuity.

Communication: From its inception, any digital transformation project, big or small, should be founded on clear and constant communication between the project team, management at all levels, and the organization as a whole. This ensures everyone is in the loop on the focus of the project, their specific roles within it, and the availability of resources to help them perform those roles. In addition, continuous communication helps build a spirit of shared endeavor and ensures everyone has the information they need to address any frustrations, roadblocks, or other challenges that may occur as time passes.


Change Management: The role of change management within digital business transformation is twofold. Firstly, it allows you to track, measure, and analyze the changes being made and produces useful data for further process and production optimization. Secondly, it can be used to implement updates to existing workflows, digitization efforts (e.g., conversion of all documentation, communication, etc. to digital formats to eliminate paper-based delays, expense, and errors) and digital tools in stages. This gives you finer control and allows for a longer adjustment period if staff, management, vendors, customers, etc. need training and additional information to engage fully in the new technologies being used.


Continuity: Like water working a channel into stone, enduring (and effective) digital transformation initiatives require time and patience. Taking the long view in planning, with a clear and consistent approach to achieving long-term goals through incremental change, can often carry you across the finish line more successfully than emphasizing speed or short-term gains.


2. Evaluate Your Existing Situation with Honesty and Clarity


While it can be tempting to deal with the business world’s challenges by throwing money and bleeding-edge tech at them, it’s unlikely the accounting team, senior management, the IT department or your customers will support such a casual digital strategy. Before you can apply digital tools to the problems your company wants to solve, you need a clear and uncompromised view of just how extensive those problems really are.

Depending on the scope of your digital transformation project, it may be necessary to evaluate all of the workflows, procedures, policies, and practices that support the function, business unit, or division you’re looking to transform. A similar evaluation of your entire organization is next, as you’ll need to contextualize project goals within the overarching ambitions of your company—and, if you are taking a continuity-minded approach, having a clear view of your organization’s challenges can help you implement later stages of digital transformation more easily within the framework you build after evaluation.

For example, let’s say your current project is to update your purchasing software in order to achieve deeper savings, reduce risk, and build business value through process improvement. Developing a plan to expand the benefits of automation, cloud-based document storage, and real-time data analysis to the rest of your company will be much easier down the road, including integration with existing accounting or enterprise resource planning (ERP) solutions as a stepping-stone to a complete, centralized digital solution connecting all parts of your company and supporting company-wide goals.

Knowing where your company is, and what it needs to do to reach the place it would like to be, is essential to building a roadmap that will get you there.

3. Sell Your Vision to the C-Suite


Digital innovation can be a hard sell to upper management, particularly in companies with a very financially conservative approach and general suspicion toward “the latest and greatest.” But because the C-Suite plays a pivotal role in defining company culture and goals, it’s crucial to bring them up to speed and ensure they have the digital savvy necessary to understand both the immediate and long-term benefits of technologies such as process automation, machine learning, and advanced data analytics. Once they’re sold, they can be a powerful ally in communicating the role of digital transformation in setting and reaching organizational goals.

4. But Don’t Overlook Your Front-Line Staff


The right people in the right place, doing the right thing. It’s possible, with digital transformation. But just as your CIO and other C-level management provide inspiration and leadership, your team members and management provide the day-to-day work “in the trenches.” Getting buy-in from all team members is essential, because they’re the people who will be using the new software, mobile apps, and other digital tools that drive the transformation you seek.

Your staff can be an invaluable source of feedback, too, improving decision-making as you tweak your long-term implementation efforts to ensure everyone has access, information, and complete understanding of their obligations within the new system.

5. Build a Project Team That Can Stay the Course


Connect the C-suite, management, staff, and project personnel, as well as any third parties such as consultants and vendors, to form a project team. This group will take the inspiration and leadership provided by executive management, connect it to the goals of the digital transformation project, and engage the company as a whole.

It supports The Three Cs by consistently communicating with all stakeholders, managing change in line with project and company goals, culture, and capabilities, and ensuring the project’s long-term goals are never compromised by or lost to short-term adjustments.

6. Team up with the Right Technology Providers


With any digital transformation initiative, the technology partners you choose are much more than vendors, especially if—to return to the purchasing software example—the transformation your project supports is both broad and deep. The learning curve for moving from analog, pen-and-paper purchasing workflows to automated processes built around continuous improvement can be significant. That’s why it’s important to choose tech providers who can also give your staff and IT team the training and support they need to weather the digital transformation successfully.

Tech providers can also offer insights from their own experience to help guide you as you define your project’s goals, timeline, and scope, and thus become partners in shared success.

7. Develop and Communicate Your Short and Long-Term Schedule


Into every life, and project, a little rain must fall. But even the most torrential downpour is no match for a well-defined list of priorities, responsibilities, and benchmarks once they’ve been established.

Frequent communication of project goals, milestones, and timeframes helps maintain engagement and enthusiasm across the board.

Clear definition of responsibilities and roles, and the ways in which they support the project, help minimize delays, errors, and omissions.

A straightforward, but adjustable, timetable allows for breathing room while still establishing measurable and visible progress.

source: planergy

 

أعلنت شركتا فواز عبد العزيز الحكير والمراكز العربية السعوديتين عن استحواذهما على 51% منصة البيع الإلكتروني للأزياء "فوغا كولسيت" والتي تتخذ من لندن مركزاً لها.

الاستحواذ مقابل 36.8 مليون دولار

تمت عملية الاستحواذ مقابل 36.8 مليون دولار (حوالي 138 مليون ريال سعودي)، وتعد الصفقة مزيجاً من الاستحواذ وزيادة رأس المال، فبحسب ما جاء في البيان الصحفي للحكير فإن حصتها من شركة "فوغا كلوسيت" سوف تصبح بعد زيادة رأسمال الأخير 25.5% من خلال شراء أسهم بقيمة 18.4 مليون دولار (حوالي 68.9 مليون ريال سعودي).

بالمقابل فإن حصة شركة المراكز العربية من "فوغا كلوسيت" ستبلغ 25.5% بقيمة 18.4 مليون دولار منها 6.4 مليون دولار في شراء أسهم، و12 مليون دولار كزيادة في رأس مال "فوغا كلوسيت".

لتكون بذلك حصة شركتي الحكير والمراكز العربية بالمجموع هي 51% من أسهم شركة "فوغا كلوسيت".

مشروع مشترك

بحسب ما جاء في البيان الصحفي فإنه من المتوقع أن يتم دمج شركة "فوغا كلوسيت" في مشروع مشترك ("JV") أنشأه كُل من الحكير والمراكز العربية بهدف تطوير الفرص المستقبلية لغرض بناء تجربة "قنوات متعددة" لا مثيل لها لرائدي تجارة التجزئة في المملكة، تستهدف المستهلكين والتجار على حد سواء، وتشمل الخطط قيد الإعداد إطلاق برنامج "ولاء" إلى جانب عرض تمويل المستهلك. لا مثيل لها لرائدي تجارة التجزئة في السعودية

"فوغا كلوسيت" ستستمر في الإدارة

ستواصل "فوغا كلوسيت" العمل بقيادة فريقها الحالي، حيث ستستمر عملية إدارة وتشغيل منصتها على الإنترنت من خلال فريقها التنفيذي الحالي، بما فيهم المدير التنفيذي ومدير العمليات، لمدة 5 سنوات على الأقل، وسيتم تشكل مجلس إدارة للتوجيه العام والإشارة والإدارة لشركة "فوغا كلوسيت" مؤلفاً من سبعة أعضاء: أثنان ترشحهما شركة المراكز العربية، ومثلهما تشرحهما شركة الحكير، وثلاثة يرشحهم المساهمون التنفيذيون.

الهدف من الصفقة

تأتي الصفقة كجزء من مسار التحول الرقمي للشركات الشرق أوسطية بشكلٍ العام والشركات السعودية بشكلٍ خاص، فشركة الحكير، تعمل في تجارة الجملة والتجزئة للملابس الجاهزة والأثاث والمفروشات والمعدات وأجهزت الاتصالات، كذلك تعمل شركة المراكز العربية مشغلة ومالكة لأكبر المجمعات التجارية في المملكة السعودية.

وبهذه الصفقة سيكون من المتاح للشركتين إجراء عملية تحول رقمي واسعة النطاق من خلال الاستفادة من خبرة ومكانة شركة بحجم "فوغا كلوسيت" الرائدة في مجال الأزياء والموضة والبيع بالتجزئة عبر الانترنت.

وعن أهداف شركة "فوغا كلوسيت" فقد علقت حنين حمارنة "المديرة التنفيذية الإقليمية للشركة، "تعد الشراكة مع الحكير والمراكز العربية في المملكة العربية السعودية..قفزة استراتيجية لشركة "فوغا كلوسيت"..ستدعم هذه الشراكة، والاستثمار الجديد الذي ستجلبه، تسريع تنفيذ خطط النمو الطموحة للغاية في المملكة العربية السعودية والشرق الأوسط، وستساعدنا على التوسع السريع في سوق منتجات موردينا".

وأضافت "نحن متحمسون لإتاحة الفرصة لنا للحصول على الدعم والعمل عن كثب مع أثنين من القادة الإقليميين المعروفين لفتح أسواق كبيرة ومتنامية".

Translated by: Hayat Hernández

Fawaz Abdulaziz Alhokair Co. (“Alhokair”) and Arabian Centers Company (“ACC”) have announced that they will acquire a combined 51% stake in “Vogacloset”, a UK-based online fast fashion platform.

 

Acquisition for 36.8 million dollars 

This operation has been carried out for 36.8 USD (around 138 million SAR), the deal is considered a composition between acquisition and capital appreciation. As according to Alhokair’s press release, their share of “Vogacloset” will reach 25.5% after increasing its last capital by buying 18.4 million USD shares (about 86.9 million SAR).

On the other hand, ACC’s share of “Vogacloset” will reach up to 25.5% with an 18.4 USD value. In other words, 6.4 million USD were attributed to buying the stocks and 12 million USD as a capital rise in “Vogacloset”.

As a result, Alhokair and ACC’s combined share has reached 51% of Vogacloset’s.

 

Joint Venture 

According to the press release, it’s thought that “Vogacloset” will be incorporated in a joint venture “JV” established by both ACC and Alhokair in order to boost the development of future opportunities, and aiming to build the two leading Saudi retail players’ unprecedented “omnichannel” experience, regarding consumers and merchants alike. Unsettled plans include launching a “loyalty” program alongside a consumer finance offer.

 

“Vogacloset” will remain in the leadership

Vogacloset will still be operating, conducted by its executive team who will keep managing its online platform, alongside the CEO and COO for at least the next 5 years. A Board of Directors commanding Vogacloset’s overall direction, supervision, and management will be established comprising of seven members: two nominated by ACC, two nominated by Alhokair, and three nominated by the executive shareholders.

 

The Aim of the Deal

This transaction is part of the path of digital transformation in MENA corporations in general and the Saudi’s in particular. Alhokair operates in the retail and wholesale trade in fashion, household furniture, electronics equipment, and telecommunications. As well as ACC, owner and conductor of Saudi Arabia’s biggest shopping malls.

Both corporations will have the ability to undertake a large-scale digital transformation by leveraging the expertise of “Vogacloset” in online fashion retail business.

 

And as Hanin Hamarneh, CEO of “Vogacloset”, commented on the topic:

“Partnering with Alhokair and ACC in Saudi Arabia, our key market, is a strategic leap for Vogacloset. This partnership, and the new investment that it will bring, will support and accelerate the execution of our very ambitious growth plans in Saudi Arabia and the Middle East, and will help us to rapidly expand the market for our suppliers’ products. We are excited about the opportunity to have the support of, and work closely with, two recognized regional leaders to unlock a huge and growing market.” 

North African countries have made big strides in their plans to expand reliance on renewable energy and most of them are set to join the league of countries with an installed solar power of at least 1 GW.  

Egypt is the only North African country to have crossed this mark but Algeria and Morocco are on their way to join the club which currently groups 37 nations, according to the African Solar Industry Association (AFSIA).  

In its 2021 report released this week, AFSIA, based in Kigali, Rwanda, said that to date around 700 gigawatts (GW) of photovoltaic power have been installed worldwide.  

Overall, 37 countries across the world have already installed more than 1 GW of solar but only two African states - South Africa and Egypt - are among those countries.  

“This is very little, but it may soon change as different African countries have developed a growing appetite for solar recently,” the report said.  

It said that Algeria, with a 4 GW pipeline, is a major contender for the gigawatt club. 

With new institutions and officials in place, it is reasonable to expect that this plan or part of it will finally be moving forward and will see the gas-rich country move very quickly with massive projects, the report said.  

Neighboring Morocco, which has put in place a more transparent and efficient tender and development process over the years, has plans to add almost 2 GW of new projects in the coming years and has just entered a crucial stage of the Noor PV II – Phase 1 400 MW tender, the report added.  

Highlighting briefly renewable energy developments in other African nations, the report noted that Libya has launched a National Plan for Developing Solar Energy with the aim of achieving 10 percent renewable contribution to the electricity mix by 2025.  

In Mauritania, there is a government target to expand solar energy to 20 percent of the total energy sources by 2020 and 35 percent by 2030 while Tunisia aims to reach a production of 3.6 GW by 2030 under an ambitious solar strategy.  

The report said another ambitious plan in Morocco aims to boost renewable energy to 50 percent of the energy mix by 2030 and 100 percent by 2050.  

source: zawya

نظار بولاديان رائد أعمال سوري- كندي ولد ونشأ في مدينة حلب وبدأ أول أعماله الريادية كمنظم حفلات مستقل في عمر ال 18! في عام 2012 وبسبب الأحداث في سوريا انتقل بولاديان إلى لبنان ليكمل دراسته في جامعة Haigazian وتخرج منها لاحقا بعد سفره واستقراره في كندا! وفي عام 2019 حاز نظار على منحة Chevening من الحكومة البريطانية لينهي مسيرته الدراسية بشهادة ماستر في المدن الذكية من جامعة لندن.

أسس بولاديان في لبنان مشروعين رياديين الأول هو مشروع GEDON وهي وكالة تختص بتسويق أعمال الشركات وصناعة العلامة التجارية.. والثاني هو مشروع "بدايتي" وهي شركة ريادية- اجتماعية هدفها التحسين من مهارات وقدرات اللاجئين السوريين في لبنان.

إلى جانب الأعمال الريادية التي أسسها نظار بولاديان فإنه عمل لصالح شركات كبيرة منها digilite وRoyal Bank of Canada وهو يعمل منذ أكثر من 3 سنوات في شركة ديلويت Deloitte كمستشار إداري.

وأخيراً، أسس نظار نشرة يومي البريدية المختصة بالتطوير المهني وأخبار الأعمال، وهي النشرة التي حققت نجاحاً سريعا منذ تأسيسها في منتصف العام الماضي ولاقت رواجاً بين المهتمين بهذا المجال.

وهو ما دعانا للقاء السيد نظار بولاديان للحديث معه حول مسيرته كرائد أعمال ومشروعه الجديد "نشرة يومي".

منصة رواد الأعمال العرب السويسريين: بالرغم من أنك تعمل في شركة عالمية كشركة ديلويت Deloitte لكنك قمت بتأسيس شركة ناشئة، كيف تجد السبيل إلى التوازن بين العمل في شركة وتأسيس شركة ناشئة في الوقت نفسه؟

نظار بولاديان: من المؤكد من أن إيجاد التوازن بين العمل بدوام كامل ومتابعة أعمال شركة ناشئة أمر صعب ويضعني أمام تحدي كبير، منذ ستة أشهر على هذه الحالة، لأكون صريحاً يحدث أن أقصر في أحد الأمرين.. احاول ان اقسم وقتي ليس بين عملي في "يومي" وفي Deloitte بل أيضاً في حياتي الشخصية، أن ترك مساحة للتواصل مع العائلة والأصدقاء وأن أقضي وقتاً معهم.. بشكل عام ستجد الوقت لمتابعة عملك في شركتك الناشئة حتى لو كنت ملتزماً في عمل آخر إذا امتلكت شغفاً لفكرة شركتك الناشئة، لربما هذا أكثر ما يجعلني قادراً على إيجاد توازن مقبول. بالإضافة إلى الشغف، فإن خبرتي التي اكتسبتها من خلال عملي والشركات الناشئة تساعدني في النجاح في عملية تنظيم والوقت وتوزيع المهام والتواصل والتنسيق بين فريق العمل، الأمر الذي يسمح لي توفير الوقت والجهد، وبالتالي التوازن.

منصة رواد الأعمال العرب السويسريين: لنبدأ من فكرة النشرة البريدية، يعتقد الكثيرون بأن فكرة النشرات البريدية بحد ذاتها قد عفى عليها الزمن وأن وسائل أخرى كمنصات التواصل الاجتماعي، لديها قدرة أكبر على الوصول إلى الجمهور.. لماذا وقع اختيارك على تأسيس شركة ناشئة تقوم على النشرات البريدية؟

نظار بولاديان: قد يكون هذا في الظاهر فقط، لكن إذا تحدثنا بلغة الأرقام فسنجد بأن النشرات البريدية مازالت تقع في صدارة وسائل التواصل الأكثر قراءة! بل وهي الأكثر استخداماً، فحتى عام 2019 كان عدد مستخدمي البريد الإلكتروني يبلغ 3.9 مليار والتقديرات تشير إلى ارقام المستخدمين قد تصل إلى أكثر من 4.48 مليار مستخدم بحلول عام 2024، لذلك هي الوسيل الأكثر رواجاً في وقتنا الحالي، كما أن نسبة الأشخاص الذين يقرؤون محتوى النشرات البريدية أعلى من نسبة قراء المحتوى على الفيس بوك مثلاً، بالإضافة إلى مزايا أخرى لا يمكن الوصول إليها إلا عبر النشرات البريدية التي مازالت معتمدة لدى كبرى المؤسسات الإعلامية حول العالم.

 

منصة رواد الأعمال العرب السويسريين: هل يمكن لك أن تعطينا وصفا عن "نشرة يومي" ما الذي تقدمونه؟ وما هو الوضع الحالي للنشرة؟

نظار بولاديان: نشرة يومي في الوقت الحالي تتألف من 500 كلمة تقريباً وتتكون من ثلاثة أقسام، القسم الأول مخصص لمقالة نتناول فيها بالتحليل آخر مستجدات الاعمال والاقتصاد والتكنولوجيا. القسم الثاني يتضمن مقالة عن التطوير المهني والذاتي، أما القسم الأخير فيحتوي على فقرات قصير تتضمن روابط مفيدة متعلقة بوسائل كسب المال والتعليم المستمر ودورات مجانية وقصص تحفيزية وأخبار تهم قارئ "يومي" تصل نشرة يومي إلى البريد الإلكتروني لمشتركيها ثلاثة مرات في الأسبوع.

 كذلك قمنا مؤخراً بالتعاون مع "مهارات من Google" لتكون بذلك أول راعي رسمي لنشرة يومي.

ولربما أكثر ما يسعدنا فيما وصلنا إليه إلى اليوم هو مستوى التفاعل مع قراءّ "يومي"، في كل نشرة نرسلها نتلقى ردود وتعليقات إيجابية من متابعي النشرة، وهذا ما يعطينا الحافز على الاستمرار والتوسع.

 

منصة رواد الأعمال العرب السويسريين: ما هي خططكم المستقبلية لتطوير النشرة وتوسيع أعمالها؟

نظار بولاديان: لدينا طموحات كبيرة. نتطلع للوصول إلى مليون قارئ عربي! من جميع الأقطار العربية وأينما وجد متحدثي اللغة العربية حول العالم، لكن في المدى المنظور نتطلع إلى التوسع في مصر والمملكة العربية السعودية، كما نسعى للوصل إلى 10 آلاف قارئ خلال النصف الأول من العام الحالي.

كذلك لدينا توجه بأن نجعل من يومي المكان الذي يتواجد فيه المجتمع المهتم بأخبار الاقتصاد والتكنولوجيا والتطوير المهني، مجتمع لديه الرغبة في مشاركة المعرفة وتبادل الخبرات.

اعتقد بأن وجود مجتمع كهذا سيكون مكسباً للشباب العربي عموما وللخريجين الجدد بشكل خاص والعمل الحر Freelancing وهم الفئة التي نراها تتوسع يوماً بعد يوم في السوق العربية..الفئات الشابة التي تتطلع إلى الدخول في سوق العمل بحاجة إلى مصدر معلومات موثوقة وإلى المعرفة التي تمهد لهم الطريق لدخول سوق العمل بقدرة أكبر على استيعاب تطوراته واكتساب المهارات التي تمكنهم من رفع قدراتهم وزيادة حصيلتهم المعرفية، لاسيما في المجالات التي لا تدرس في جامعات كمهارات التواصل وإدارة الوقت والتعامل مع ضغوطات العمل واختيار المسار المهني..وغيرها.

لدينا الرغبة بأن يكون لدينا بث إذاعي "بودكاست" وان نتتقل من 3 نشرات في الأسبوع إلى 5 نشرات، وأن يكون لدينا نشرات خاصة في المنح والوظائف، وفي الوقت الحالي نعمل على إضافة قسم جديد على الموقع نقدم من خلاله طلبات التوظيف التي تهم الطلاب والخريجين الجدد بشكل خاص، كذلك لدينا خطط مستقبلية لإنشاء نسخة من يومي باللغة الإنكليزية.

 

منصة رواد الأعمال العرب السويسريين: "مجتمع مهتم بأخبار الأعمال والتطوير المهني.." تركز كثيراً على فكرة وجود مجتمع متخصص في هذا المجال، ما الذي يجعلك تركز على فكرة وجود مجتمع متخصص بالتطوير المهني؟ ما وراء هذه الفكرة؟

نظار بولاديان: اعتقد أن هذه الفكرة ولدت لدي أول مرة عندما كنت في لندن، هناك شاهدت ظاهرة لم يسبق لي أن رأيتها بهذه الصورة  في أي دولة أخرى من الدول الكثيرة التي زرتها أو عشت بها..وهي المجتمعات لدى البريطانيين اهتمام كبير بالمجتمعات، فبالكاد تجد موضوع ما ولا تجد له مجتمعه الخاص، مجتمعات قد تأخذ شكل أندية أو فعاليات تعقد بشكل دوري أو اشكال أخرى..المهم في ذلك هو أن هذه المجتمعات هي في جوهرها مكان لتبادل المعرفة والخبرات وتكوين شبكة أعمال..من هنا يمكن لي أن أقول بأن فكرة "نشرة يومي" ولدت من تقاطع فكرتين، الأولى هي الحاجة الحقيقية لوجود منصة تحتضن الشباب الراغب في تطوير مهاراته المهنية والشخصية وتساعده على الوصول إلى المكان الذي يطمح إليه، والفكرة الثانية هي أن الإطار العام "لنشرة يومي" يجب أن يكون اجتماعياً، أي أن يكون تفاعلياً بين اشخاص حقيقيين يتبادلون فيه الخبرات والمعرفة ويجدون فيه نظراء ومرشدين في المجال المهني الذي يعملون به.

منصة رواد الأعمال العرب السويسريين: في الوقت الحالي يوجد العديد من النشرات البريدية في المنطقة العربية، وبعضها يتناول موضوعات مشابهة لمحتوى نشرة يومي..هل يمكن أن تخبرنا عن السمات التي تجعل من نشرة يومي مميزة عن غيرها؟

نظار بولاديان: صحيح، لكن ما يميز نشرة يومي عن غيرها من النشرات، بأنها أول نشرة عربية مختصة بالتطوير المهني، كما أننا في "يومي" نعتمد على التكثيف والإيجاز في المحتوى الذي نقدمه فنشرة "يومي" تقرأ في 3 دقائق فقط! ونعتمد في كتابة المحتوى على مصادر موثوقة وعلى فريق عمل من كتاب محترفين وأصحاب خبرات وخلفيات اكاديمية عالية..وربما الأهم من ذلك كله هو التوازن بين الكتابة الرصينة والموثوقة ومنح القارئ المتعة عند قراءة مواد النشر من خلال استخدام لغة حوارية وعصرية ولا تخلوا من روح الفكاهة أحيانا.

منصة رواد الأعمال العرب السويسريين:  ما هو نموذج الأعمال الذي تعتمده لتحقيق الإيرادات من شركة "يومي"؟

لا نعمل وفق نموذج واحد لتحقيق الإيرادات لكن تركيزنا الأساسي هو على رعاية النشرة من قبل الشركات حيث سيكون بإمكانهم، من خلال نشرة يومي، التعريف بعلامتهم التجارية لشريحة واسعة من المشتركين التي تضم فئات متنوعة من طلاب ومهنين وأصحاب العمل الحر، كذلك نعمل على تقديم خدمة صناعة النشرات للشركات، وحالياً نحن في طور النقاشات الأولى مع شركتين في السعودية لمساعدتهم في صناعة علامتهم التجارية من خلال التسويق عبر النشرات البريدية، بالإضافة إلى ذلك نعمل على الحصول على برامج شراكة مع المنظمات الحكومية وغير الحكومية لتقديم المنح لقراء نشرتنا لنساعدهم بدورنا على دخول العمل الحر والعمل عن بعد وفي مجال الكتابة والنشرة. وأخيراً، لدينا توجه مستقبلي بتقديم محتوى حصري من خلال الاشتراك المدفوع.

منصة رواد الأعمال العرب السويسريين:  ما هي أبرز الصعوبات التي واجهتك عند إطلاق شركة يومي؟ وكيف تجاوزتها؟

الصعوبات كثيرة لكن أبرزها هو إيجاد الفريق المناسب للشركة..يجب أن تمتلك فريق تقني وكتاب من المحترفين و الشغوفين في عملهم ليس هذا فحسب بل أن يكونوا قادرين على التفاعل والتواصل فيما بينهم..وأن تجد الشريك الصحيح. من ناحية أخرى تكمن الصعوبة في إيجاد جمهور الشركة، فيومي فكرة جديدة في نهاية المطاف..كذلك كسب ثقة الشركات واقناعهم بفكرة يومي ونجاحها.

منصة رواد الأعمال العرب السويسريين: من خلال تجربتك في تأسيس الشركات الناشئة ماهي النصائح التي تقدمها للشباب الذين يطمحون بدخول عالم ريادة الأعمال؟

نظار بولاديان:

  • أهم شيء هو أن تفكر بريادة الأعمال كمسار، لن تكون تجربتك الأولى ناجحة بالكامل لأنك ببساطة لا تمتلك الخبرة والمعرفة الكاملة بالكيفية التي تجري فيها الأمور..كيف تبني علامتك التجارية وتصنع جمهورك وتقنع الشركات بفكرتك، هذا امر طبيعي ستكون بحاجة للتجربة والتعلم من أخطائك.
  •   ركز على شيء يمكن لك أن تفعله، الجميع يريد أن يعمل شركة مثل "تسلا" "Tesla"، وان يغير العالم، نعم أحلم، لكن في تجاربك الأولى ركز على ما تجيد فعله، فقد تصبح نشرة يومي في المستقبل نشرة بريدية تعمل بالذكاء الاصطناعي! لكن اليوم نفعلها بالطريقة التي نجيدها بالطريقة التي تسير بها أهم النشرات البريدية في العالم.
  •   كن لين ومرن، وصريحاً مع نفسك ومع فريقك، فسلوكك سيؤثر كثيراً على نجاحك.
  •   إذا كان لديك عمل بدوام كامل فلا تتخلى عنه فمن الصحيح أنك ستتعرض لضغوطات كبيرة، وهي حياة ريادة الأعمال بجميع الأحوال، لكن من الصحيح أيضاً ان تركك لعملك سوف يتركك في ضغط أكبر! ستتعرض لضغط نفسي كبير كما أنك ستخسر مصدراً للدخل وبالتالي تخسر فرصة دعم شركتك الناشئة مادياً من مدخراتك..بالطبع في وقت ما سيكون عليك ترك عملك لكن هذا الوقت يجب أن يأتي عندما تكون شركتك الناشئة أصبحت تقف على أرضية صلبة.
  •   وأخيراً، لا تخجل من الحديث عن فكرة شركتك الناشئة، تجنب التفكير بأنك إذا ناقشت سوف تسرق منك وينفذها غيرك.. ناقش الآخرين وسألهم على دوام في رأيهم بعملك.

Venture Capital in MENA

13 Feb 2021 Written by

Translated by: Hayat Hernández

The ramifications of Covid-19 epidemic has generally affected MENA countries economies, but the uncertainty along with other negative economic repercussions, had a significant impact on the venture capital financing sector in the MENAin particular.
In this article we will take a glance at the recently released report "Venture Capital in the MENA in 2020" by Magnitt foundation.


Venture Capital Investments


The VC investments volume broke a one billion dollar barrier in the MENA for the first time in 2020, reaching a growth rate of 13% in comparison with 2019. Although Covid-19 repercussions had a noticeable impact on the volume of VC investments, it was subsidized by the midterm growth of 2020 when the epidemic ramifications were less critical on the MENA economies.


Magnitt’s report data on the VC investments volume geographical distribution in the MENA were not surprising, as the UAE ranked first with 56% of total VC investments with a 4-point decline in its share of total VC investments in the Middle East. Meanwhile, Egypt ranked second with a 17% reaching a growth rate of 31% compared to 2019, and an increase of 2 points in the share.


While Saudi Arabia ranked third with a 15% ratio and an increase in the share of VC by 4 points, which is considered to be the highest increase regarding share distribution. Furthermore, it reached an annual rate of growth of more than 55% which is the second highest growth rate for venture capital investments compared to Bahrain as it attained 200% of growth, and with a ranking increase of one point in the MENA in terms of VC, ranking by that the seventh.


Venture Capital Deals


The number of VC deals decreased by 13% compared to 2019, as it reached 496 deals. This decrease subtended with also a 13% increase regarding the investments volume indicates an excess in the volume of a single deal in terms of the rate, as the size of a single deal in 2020 reached more than two million dollars on average, while it was about 1.6 million in 2019, indicating an increase of more than 400,000 dollars per deal. Consequently, the deal size average in 2020 is the highest in three years.


In contrast to the volume of VC investments which were concentrated in the UAE, Egypt and Saudi Arabia at an attribution of approximately 88%, VC deals in 2020 were less concentrated while maintaining their positions order in the first three places, as the UAE acquired 26% of the total number of deals, followed by Egypt with 24% and thirdly Saudi Arabia with 18%, which also witnessed the highest growth rate in the number of deals as it reached 35%, as well as Lebanon and Oman, both witnessed a rise in the number of deals reaching 23% and 18% respectively. While Lebanon witnessed a significant decline of nearly 64%, which led to eliminating it from the list of the top seven countries in terms of VC deals number in 2020.


Allocating Venture Capital Investments by sectors


Perhaps the most prominent impact of the Covid-19 epidemic was on the sectorial distribution of VC investments. This effect is indicated by the sectorial focus of investment deals on E-commerce, Financial Technology, Health Care, Delivery and Logistics Services, all of which witnessed an increase in demand in 2020 and received most of the VC transactions.
As for the sectors ranking regarding the share of total VC investments and the volume of invested capital in 2020, they came as the following:
E-commerce ranked first with a growth rate of 24%, and an increase in the participation share to total investments by one point. Followed by The Real Estate Sector with an increase of 54% and a growth of 4 points. Ranking third, The Financial Technology sector demonstrating a rise by 19% with an increase by one point.

Followed by The Food and Beverage Sector having a growth rate of 265% and an 8-point increase in its share.

As for The Health Care sector, it occupied the fifth place with a growth rate of 280% and an increase of 5 points. While The Transport Sector ranked sixth with a decline in growth by (-32%) and a decrease in the share by 4 points. Finally, came The Delivery and Logistics Sector with an increase in growth reaching 3%, with neither a decline nor a progress in the VC investments participation rate.


How would it be in 2021?


It is too early to talk about our expectations on what the situation will be in the following months of this year, but the last quarter data of 2020 indicate a remarkable improvement regarding the deals number and volume, as their number increased by 17.5% compared to the third quarter.
In addition to the improvement in the number and volume of VC transactions in the last year final quarter, the number and volume of the deals announced in the first month of this year also indicate a relative improvement in VC investments compared to how they were in the third quarter of the last year when the epidemic ramifications were significantly noticeable.


Some good examples of those deals might be the investment tour of AZOM foundation, as its value attained about 9 million dollars, as well as Foodex which was estimated at 20 million dollars, Tamara with 5.8 million dollars, and also Salasa with about 8.5 million dollars, accomplishing a total value of 43.3 million dollars.


 All of those deals have been conducted from the beginning of the year until the first week of February in this year. In addition to those investment rounds and many others that we did not mention, the number of undeclared deals constituted 17% of the total volume of VC investments, according to 2020 data.


Based on the above, an improvement in the venture capital investments in MENA can be anticipated in the foreseeable future.

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