The delayed delivery of a Greek national team football jersey got Yorgos Kleivokiotis thinking.
Ordered a year ago, it was stuck in customs and when it finally arrived a few weeks later, it was the wrong size.
Sending it back to the online shop's address in the United Kingdom was an option but it increased the cost of the jersey so much as to make it unviable.
"The last couple of years we wanted to start a business, and after this incident we said 'let's look at e-commerce'," Mr Kleivokiotis says, referring to his friend and business partner Ghazi Ben Amor.
Keeping that in mind, the entrepreneurs started Koorabazar.com in June. Koora refers to a football in Arabic.
The e-commerce platform sells jerseys and other merchandise of football clubs from international and some local clubs, and customises these with the name and jersey numbers for the clients.
From a bare office space in Dubai with nothing but desks, computers and a T-shirt printing machine, the three-member team handles customer and supplier calls, prints customised T-shirts and thrashes out marketing campaigns.
"We have to be experts in every field," says Mr Kleivokiotis, 35, who has worked in real estate and marketing. "An MBA didn't teach me how to print T-shirts."
While football enjoys a loyal fan following in the UAE and across the Arabian Gulf, most of the clubs in the region do not rely on merchandise sales.
"Almost 20 to 30 per cent of the revenues of [European] clubs come from merchandise sales," Mr Amor, a 38-year-old French-Tunisian, says.
"But most clubs here do not even have their merchandise."
Koorabazar.com started by stocking jerseys and watches available from Dubai's Al Ahli Club and Iran's Persepolis Football Club.
While the entrepreneurs say demand for their products and service has met with expectations, there is not yet a high enough demand for the local memorabilia.
Clubs in the region are going through a professionalisation process and within this, commercially there are still steps to be made, says Mohammed Faraj, the deputy chief executive of Al Ahli Football Club.
"Fans are culturally not used to buying merchandise from their local team, as it has never been available or has been in a very limited capacity," he says.
"Another factor is communication to the fans and beyond, where [there were] restrictive information on availability of the merchandise, which is something we are working on and hence our partnership with Koorabazar.com."
The club has seen steady sales through the website, Mr Farajsays, and it also sells through its club store as well as in all Nike and Sun and Sand stores across the region.
As of now, Koorabazar.com sells goods from seven brands and 14 clubs. It takes two days for a delivery within the UAE and four days for Saudi Arabia.
To compete with the local e-commerce platforms the company has to keep its deliveries free of charge within the country. Its top three markets are the UAE, Saudi Arabia and Qatar.
To get the word out, the start-up is tapping online football blogs and websites, search-engine optimisation and partnerships with content providers on football besides event organisers and university sports clubs. It is also not ruling out websites covering cars and trucks.
The website hopes to generate US$2,000 to $3,000 in daily sales by end of the year which will enable the company to raise more money to the tune of $2 million to $3m in the second round of funding. While a third of the seed money came from the two entrepreneurs, the rest came from family, friends, online veterans and investors.
"E-commerce is a capital heavy enterprise," Mr Kleivokiotis says. "We invest in two things: buying stock and marketing."
There are plans for a blog to engage the fans whereby the company will review team jerseys and footwear. It is also in talks with two UAE clubs, and one each in Qatar and Saudi Arabia to stock their merchandise.
While Koorabazar.com lists national team jerseys from Brazil, Italy, England, Qatar and Saudi Arabia, it is yet to feature Mr Kleivokiotis' national team.
"The supplier of Greek national team jerseys is not bringing it to the region," he says. "If Greece makes it to the World Cup, it becomes more interesting for the fans here, and we will try to get it."
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Avatar: Fire and Ash
Director: James Cameron
Starring: Sam Worthington, Sigourney Weaver, Zoe Saldana
Rating: 4.5/5
The biog
Favourite film: Motorcycle Dairies, Monsieur Hulot’s Holiday, Kagemusha
Favourite book: One Hundred Years of Solitude
Holiday destination: Sri Lanka
First car: VW Golf
Proudest achievement: Building Robotics Labs at Khalifa University and King’s College London, Daughters
Driverless cars or drones: Driverless Cars
The biog
Prefers vegetables and fish to meat and would choose salad over pizza
Walks daily as part of regular exercise routine
France is her favourite country to visit
Has written books and manuals on women’s education, first aid and health for the family
Family: Husband, three sons and a daughter
Fathiya Nadhari's instructions to her children was to give back to the country
The children worked as young volunteers in social, education and health campaigns
Her motto is to never stop working for the country
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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.”
THE SPECS
Engine: 4.4-litre V8
Transmission: Automatic
Power: 530bhp
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Director: Chris Winterbauer
Stars: Lana Condor and Cole Sprouse
Rating: 3/5
The specs: 2019 Infiniti QX50
Price, base: Dh138,000 (estimate)
Engine: 2.0L, turbocharged, in-line four-cylinder
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Fuel economy: 6.7L / 100km (estimate)
The Case For Trump
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Tightening the screw on rogue recruiters
The UAE overhauled the procedure to recruit housemaids and domestic workers with a law in 2017 to protect low-income labour from being exploited.
Only recruitment companies authorised by the government are permitted as part of Tadbeer, a network of labour ministry-regulated centres.
A contract must be drawn up for domestic workers, the wages and job offer clearly stating the nature of work.
The contract stating the wages, work entailed and accommodation must be sent to the employee in their home country before they depart for the UAE.
The contract will be signed by the employer and employee when the domestic worker arrives in the UAE.
Only recruitment agencies registered with the ministry can undertake recruitment and employment applications for domestic workers.
Penalties for illegal recruitment in the UAE include fines of up to Dh100,000 and imprisonment
But agents not authorised by the government sidestep the law by illegally getting women into the country on visit visas.
The five pillars of Islam