Young Saudis getting creative on YouTube


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Turn on a Saudi television and you will usually get a diet of religious programming and bland imported fare. But there’s much more to a “night in” for the average Saudi – they are the world’s most avid watchers of YouTube.

The programmes of Jeddah-based UTURN, from drama to reality shows, are typical. 3al6ayer, or On the Fly, is a Saudi version of The Daily Show with Jon Stewart. Eysh Elly is a lighthearted weekly review of Arab online videos.

As of mid-September, UTURN had 286 million views on YouTube and 8 million followers on Facebook and Twitter, most of them Saudis, said Abdullah Mando, 27, who set up the company in 2010 with two university friends.

The secret of UTURN’s success is simple, but in a Saudi context, rather revolutionary: give the audience what it wants.

“These kinds of shows are useful and entertaining, and because they are made by young people, they are close to the heart,” said Maram Gaily, 16, a student in Riyadh.

Addressing serious social issues through humour made it easier to reach the audience, she said. “The public wants to watch what makes them laugh.”

The internet’s challenge to traditional media is not unique to Saudi Arabia. YouTube has helped fund around 100 new channels on its platform, and 25 attract more than 2 million views per week as of February.

But the restrictions on Saudi society, where morality police patrol public spaces to enforce approved modes of behaviour, has created a uniquely captive audience for web-based news and entertainment, media experts say.

With a population of 28.3 million, Saudi Arabia is now the biggest user of YouTube per capita in the world, and according to analysts Semiocast was the eighth most active country on Twitter as of April, accounting for 2.33 per cent of all tweets.

“Because of the way of life over there, the main entertainment is based online,” said Salam Saadeh, managing partner of Y+ Venture Partners, a Dubai venture capital firm that specialises in digital, mobile and new media.

Saudis have been ravenous for media outside the state’s purview since they started using the internet on a mass scale in the 1990s, said Joe Khalil, associate professor of communications at Northwestern University in Qatar.

“This included homemade videos and forums where people could exchange ideas,” he said. “The home-grown videos would be duplicated on DVDs or CDs and distributed among friends. This is a do-it-yourself type of media.”

The direct contact with the audience that the internet allows works to the advantage of low-budget productions, said Kaswara Al Khatib, owner of Saudi advertising agency Full Stop, who joined UTURN in 2010 and is now company chairman.

“You produce, you put online, you get feedback immediately, the number of likes or dislikes, number of views, comments. It’s not like we have to produce a whole season and then, ‘Ooops! It’s not doing well’,” he said.

About 90 per cent of UTURN’s revenue comes from advertising, of which four-fifths comes from product placement.

Neither UTURN nor C3 (Creative Culture Catalyst), which runs its rival Telfaz11, provided data for revenues.

C3’s programmes have claimed 222 million YouTube views as of mid-September.

Eighty-four per cent of its viewers are from Saudi Arabia, 5.6 per cent from the United States and 1.2 per cent from the UAE, C3 says.

La Yekthar, a satirical series launched in 2010, has 560,000 subscribers and 4.7 million monthly views. Its spin-off Temsa7LY, featuring a puppet alligator talking about popular YouTube videos and interviewing celebrities, claims 11 million monthly views.

Channels transmitting to the kingdom tend to rely on shows that present an idealised picture of Saudi life or foreign productions that are often remote from the experiences of most viewers in a country where nearly half the population is under 25.

“Traditional media companies ... create content that is disconnected from reality,” said UTURN’s Mr Mando.

The Saudi government has taken steps to monitor or block some web-based communications and content with an eye on the role social media played in the protests that unseated rulers in Tunisia, Egypt, Libya and Yemen.

But the authorities have so far given YouTube free rein.

“There were attempts to regulate blogging, but they haven’t been very successful, so for now they (the authorities) are turning a blind eye,” said Northwestern’s Mr Khalil.

That means production companies are operating in an unregulated space - for now.

“They’re not broadcasters so don’t need a licence, yet they are filming,” Mr Khalil said.

* Reuters

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Zakaria Eljamari (UAE) beat Hamed Al Matari (YEM) by points 3-0.

60kg quarter-finals

Ibrahim Bilal (UAE) beat Hyan Aljmyah (SYR) RSC round 2.

63.5kg quarter-finals

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67kg quarter-finals

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71kg quarter-finals

Ahmad Bahman (UAE) defeated Lalthasanga Lelhchhun (IND) by points 3-0.

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Ilyass Habibali (UAE) beat Ahmad Hilal (PLE) by points 3-0

EMERGENCY PHONE NUMBERS

Estijaba – 8001717 –  number to call to request coronavirus testing

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When: The one-off Test starts on Friday, May 11
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UAE currency: the story behind the money in your pockets
UAE currency: the story behind the money in your pockets
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Scoreline:

Everton 4

Richarlison 13'), Sigurdsson 28', ​​​​​​​Digne 56', Walcott 64'

Manchester United 0

Man of the match: Gylfi Sigurdsson (Everton)

Email sent to Uber team from chief executive Dara Khosrowshahi

From: Dara

To: Team@

Date: March 25, 2019 at 11:45pm PT

Subj: Accelerating in the Middle East

Five years ago, Uber launched in the Middle East. It was the start of an incredible journey, with millions of riders and drivers finding new ways to move and work in a dynamic region that’s become so important to Uber. Now Pakistan is one of our fastest-growing markets in the world, women are driving with Uber across Saudi Arabia, and we chose Cairo to launch our first Uber Bus product late last year.

Today we are taking the next step in this journey—well, it’s more like a leap, and a big one: in a few minutes, we’ll announce that we’ve agreed to acquire Careem. Importantly, we intend to operate Careem independently, under the leadership of co-founder and current CEO Mudassir Sheikha. I’ve gotten to know both co-founders, Mudassir and Magnus Olsson, and what they have built is truly extraordinary. They are first-class entrepreneurs who share our platform vision and, like us, have launched a wide range of products—from digital payments to food delivery—to serve consumers.

I expect many of you will ask how we arrived at this structure, meaning allowing Careem to maintain an independent brand and operate separately. After careful consideration, we decided that this framework has the advantage of letting us build new products and try new ideas across not one, but two, strong brands, with strong operators within each. Over time, by integrating parts of our networks, we can operate more efficiently, achieve even lower wait times, expand new products like high-capacity vehicles and payments, and quicken the already remarkable pace of innovation in the region.

This acquisition is subject to regulatory approval in various countries, which we don’t expect before Q1 2020. Until then, nothing changes. And since both companies will continue to largely operate separately after the acquisition, very little will change in either teams’ day-to-day operations post-close. Today’s news is a testament to the incredible business our team has worked so hard to build.

It’s a great day for the Middle East, for the region’s thriving tech sector, for Careem, and for Uber.

Uber on,

Dara

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