A woman walks near an advertising poster in Kiev, Ukraine. Speak your customers’ language, be relevant and give back to the community, says Manar Al Hinai. Reuters
A woman walks near an advertising poster in Kiev, Ukraine. Speak your customers’ language, be relevant and give back to the community, says Manar Al Hinai. Reuters
A woman walks near an advertising poster in Kiev, Ukraine. Speak your customers’ language, be relevant and give back to the community, says Manar Al Hinai. Reuters
A woman walks near an advertising poster in Kiev, Ukraine. Speak your customers’ language, be relevant and give back to the community, says Manar Al Hinai. Reuters

Why marketing will never be the same after Covid-19


  • English
  • Arabic

The Covid-19 crisis has brought many changes to our lives. Steps that some business leaders requested for years, such as incorporating a remote-work option to enhance employees’ work-life balance, took effect without a trial period.

Overnight, our strategies and business leadership were put to the test. Over the past few months, we have seen some  businesses become innovation pioneers while others have been exposed for their lack of a proper crisis management plan.

Content marketing is a way to humanise your brand and share useful information without advertising directly.

One area of business affected heavily by the crisis has been marketing. We've had a rise in requests for new digital strategies from our clients, that want changes rolled out quickly. Those who were once sceptical of digital marketing now want to take advantage of the increasing amount of time consumers are spending online.

While digital marketing is now the king of the industry, it’s also changing the sector's future landscape. Here's what marketers need to prepare for next:

More time online is here to stay

Global social media usage increased 21 per cent this year, according to data from Statista. This includes a 14 per cent rise in audiobook consumption and a 36 per cent increase in news consumption. People are spending more time online, and I don’t believe these figures will drop after the crisis. Users are realising the potential of video, online events, and working remotely, and some elements of our quarantine behaviour will be carried forward.

Content is the future

With more people tuned in online, marketers are resorting to digital solutions to reach their customers, advertising on social media channels and through social media influencers. We are also seeing more content marketing, with companies sharing relevant information and building trust with their consumers.

A pharmacy chain in Saudi Arabia adopted a new advertisement approach during Ramadan which focused entirely on content marketing. During one-minute television advertisements, they shared tips on how to wash your hands properly and protect yourself against Covid-19. They didn’t advertise a single product throughout the Holy Month.

Content marketing is a way to humanise your brand and share useful information without advertising directly. If you are managing a bank, your content marketing strategy could discuss tips on how to save more money, or how to start your dream business. Content is produced by adopting your target audience’s voice and tone. By sharing content that is relevant to your clients, you can keep them interested so that they also tune in when you have a new product or service to promote.

Seventy per cent of consumers prefer to get to know a brand through content rather than advertisements, a 2015 white paper from Northeast Ohio Media Group found. This type of marketing can also boost social traffic to your pages organically, as clients share the conversation on your behalf. Think about what your brand could bring to the table.

It’s not just about you

Consumers are intelligent and support brands that care about their employees and their communities. When the Covid-19 crisis first hit, several social media users urged others to boycott an online retailer that wasn’t providing protective gear to their staff at the production factory.

The pandemic has shed more light on working conditions, how companies take of their teams and the importance of supporting businesses that give back to the community. This conversation is likely to carry on, and with the ease of exchanging information online, consumers can quickly find out which companies support a larger cause.

Make sure your customers know about your culture, how you take care of your employees and how you do your part to sustain the environment or support the community. Now is the time to implement a corporate social responsibility strategy for the long term.

Hopefully, our working lives will return to a 'new normal' soon. In the meantime, however, how brands market themselves will take a more indirect and native approach with content at its core. Speak your customers’ language, be relevant and give back to the community.

Manar Al Hinai is an award-winning Emirati journalist and entrepreneur, who manages her marketing and communications company in Abu Dhabi

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.”

SPEC%20SHEET%3A%20SAMSUNG%20GALAXY%20S24%20ULTRA
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The National selections

Al Ain

5pm: Bolereau
5.30pm: Rich And Famous
6pm: Duc De Faust
6.30pm: Al Thoura​​​​​​​
7pm: AF Arrab​​​​​​​
7.30pm: Al Jazi​​​​​​​
8pm: Futoon

Jebel Ali

1.45pm: AF Kal Noor​​​​​​​
2.15pm: Galaxy Road
2.45pm: Dark Thunder
3.15pm: Inverleigh​​​​​​​
3.45pm: Bawaasil​​​​​​​
4.15pm: Initial
4.45pm: Tafaakhor

Timeline

2012-2015

The company offers payments/bribes to win key contracts in the Middle East

May 2017

The UK SFO officially opens investigation into Petrofac’s use of agents, corruption, and potential bribery to secure contracts

September 2021

Petrofac pleads guilty to seven counts of failing to prevent bribery under the UK Bribery Act

October 2021

Court fines Petrofac £77 million for bribery. Former executive receives a two-year suspended sentence 

December 2024

Petrofac enters into comprehensive restructuring to strengthen the financial position of the group

May 2025

The High Court of England and Wales approves the company’s restructuring plan

July 2025

The Court of Appeal issues a judgment challenging parts of the restructuring plan

August 2025

Petrofac issues a business update to execute the restructuring and confirms it will appeal the Court of Appeal decision

October 2025

Petrofac loses a major TenneT offshore wind contract worth €13 billion. Holding company files for administration in the UK. Petrofac delisted from the London Stock Exchange

November 2025

180 Petrofac employees laid off in the UAE

COMPANY%20PROFILE
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Benefits of first-time home buyers' scheme
  • Priority access to new homes from participating developers
  • Discounts on sales price of off-plan units
  • Flexible payment plans from developers
  • Mortgages with better interest rates, faster approval times and reduced fees
  • DLD registration fee can be paid through banks or credit cards at zero interest rates
The specs

Engine: 6.2-litre V8

Transmission: ten-speed

Power: 420bhp

Torque: 624Nm

Price: Dh325,125

On sale: Now

Schedule
%3Cp%3E%3Cstrong%3ENovember%2013-14%3A%3C%2Fstrong%3E%20Abu%20Dhabi%20World%20Youth%20Jiu-Jitsu%20Championship%3Cbr%3E%3Cstrong%3ENovember%2015-16%3A%20%3C%2Fstrong%3EAbu%20Dhabi%20World%20Masters%20Jiu-Jitsu%20Championship%3Cbr%3E%3Cstrong%3ENovember%2017-19%3A%3C%2Fstrong%3E%20Abu%20Dhabi%20World%20Professional%20Jiu-Jitsu%20Championship%20followed%20by%20the%20Abu%20Dhabi%20World%20Jiu-Jitsu%20Awards%3C%2Fp%3E%0A
UAE currency: the story behind the money in your pockets
GROUPS AND FIXTURES

Group A
UAE, Italy, Japan, Spain

Group B
Egypt, Iran, Mexico, Russia

Tuesday
4.15pm
: Italy v Japan
5.30pm: Spain v UAE
6.45pm: Egypt v Russia
8pm: Iran v Mexico

UAE currency: the story behind the money in your pockets
Farage on Muslim Brotherhood

Nigel Farage told Reform's annual conference that the party will proscribe the Muslim Brotherhood if he becomes Prime Minister.
"We will stop dangerous organisations with links to terrorism operating in our country," he said. "Quite why we've been so gutless about this – both Labour and Conservative – I don't know.
“All across the Middle East, countries have banned and proscribed the Muslim Brotherhood as a dangerous organisation. We will do the very same.”
It is 10 years since a ground-breaking report into the Muslim Brotherhood by Sir John Jenkins.
Among the former diplomat's findings was an assessment that “the use of extreme violence in the pursuit of the perfect Islamic society” has “never been institutionally disowned” by the movement.
The prime minister at the time, David Cameron, who commissioned the report, said membership or association with the Muslim Brotherhood was a "possible indicator of extremism" but it would not be banned.

Company%20profile
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21 Lessons for the 21st Century

Yuval Noah Harari, Jonathan Cape