The day that Steve Jobs died, Interbrand, one of the largest branding consultancies in the world, released its annual top-100 list. For the 12th consecutive year, Coca-Cola was the top brand.
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But the company whose value increased the most was Apple, Jobs's legacy. The company's brand value jumped 58 per cent to US$33.4 billion (Dh122.68bn) in this year's survey. That rise put Apple in the top 10 for the first time. A combination of marketing magic, innovative products and increased customer loyalty meant a fruitful year for the company.
But no brands from the Middle East were among the 100, an issue that Michael Benson, the regional director for Interbrand, says could be remedied in the next few years.
"Many businesses around the world have recognised that the brand is the original principle for any business," he says. "It's more than a logo."
Mr Benson points out that Middle Eastern companies need to understand that the brand "lives" in all parts of a company and that it affects not just sales and marketing, but also research and developments.
"Emirates and Jumeirah are internationally recognised brands, and they have been tremendous ambassadors for brands in the region," he says.
Tarek Sultani, the managing director of Siegel+Gale Middle East, a branding consultancy, says local brands have a long way to go to make the top 100.
"There are several high-profile region brands, that, due to [the] nature of their business, with high media exposure and frequent consumer interaction, are in a position to make the list of the world's top 100," he says.
"Emirates [Airline], Qatar Airways, Al Jazeera have put in the necessary effort to grab the attention of both global consumers and the media."
But Middle Eastern companies with global aspirations should provide more than products and services, concentrating on giving customers solutions to everyday problems, Mr Sultani says. This approach then builds brand loyalty.
"Powerful brands elicit strong emotions, they are statements of intent that drive focused action amongst employees and customers alike," he says.
Although Middle Eastern companies need to do more to build their brand globally, other obstacles are also preventing companies from making the top-100 list.
Emirates Airline, which consultants argue is the region's most promising contender for the global brands list, is likely to fall short because of the complicated methodology used in valuing the companies.
Interbrand uses an equation that takes into account three points. The first is the forecast profits of a the company. It then looks at how much of that money is due to the role of brands in a particular industry. Finally,it takes into account the strength of the individual brand.
No airlines appear in the top-100 list because the role of brands in that industry is small.
Air travellers tend to opt for the cheapest flights and the best schedules rather than remaining loyal to particular airlines.
"A lot of the brands in the Middle East are new, so it will take time," says Mr Benson. "There's nothing to stop Middle East brands entering the top 100. The reason these brands are in the list is because a lot of them have been around for a very long time."
The top-10 list is dominated by technology and electronics companies this year, with IBM, Microsoft, Google, Intel, Apple and Hewlett-Packard making the cut. Technology brands were also four of the top-five risers this year.
"A strong brand does not mean you have to be known by everybody," Mr Benson says. "Strong brands deliver something a consumer needs. It's really about being very clear what you do and deliver that in everything you do."
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Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”
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