Made in the UAE

The airline saga
Emirates/Etihad/Air Arabia/Fly Dubai
Twenty-six years after it was launched with two leased aircraft from a rudimentary airport, Emirates is the benchmark for almost every major airline in the world. Despite the economic downturn, its hub-and-spoke model continues to deliver an annual profit every year (since its third year of operations), posting a net profit of Dh752 million during the first six months this fiscal year. That’s a growth of 165 per cent against Dh284 million in the same period last year. Operating more than 1,000 flights a week, the carrier serves 110 destinations in 66 countries across six continents with a constantly expanding network.
Those numbers are underpinned by enviable service levels and constant innovation. The airline was the first to roll out seatback personal entertainment systems in all seats, private first-class suites and the use of mobile phones in flight. In the years since, several other airlines have carved out niches for themselves and the UAE is now home to five commercial passenger airlines. Etihad Airways, ranked by the International Air Transport Association (IATA) among the world’s top ten, has become the fastest-growing airline in the history of commercial aviation with close to 1,000 flights each week to 70 destinations in 43 countries. The Abu Dhabi-based airline saw third-quarter revenues rise to $1.1 billion (about Dh4 billion) this year, a 39 per cent jump over last year and has reportedly been in acquisition talks with Aer Lingus and British carrier BMI.
But in a country inextricably linked with luxury, the other big story has been in the economy sector. Air Arabia also launched eight years ago, led the way into the low-cost sector, causing other regional players to re-evaluate their own business models. While focused on point-to-point traffic, it operates over three hubs: Sharjah, from where it serves 22 countries, Casablanca, from where it flies to 11 destinations in ten nations, and Alexandria, from where it connects five countries. Profitable since inception, Air Arabia launched an Initial Public Offering (IPO) for 55 per cent of its stock in 2007; making it the first publicly owned airline in the Arab World.
Flydubai’s entry into the low-cost market in 2008 disrupted what was easily a duopoly between Sharjah’s Air Arabia and Kuwait’s Jazeera Airways, quickly establishing an operational route network of 38 destinations across the GCC, Middle East, North Africa, the Indian subcontinent, Asia and eastern Europe. As the fastest growing start-up airline in the world, it has one of the highest aircraft utilisation figures in the industry, which has been vital to its developing global reach and growth; the airline has maintained an on time performance record of 85 per cent.

Jumeirah Group
When Jumeirah Group became a member of Dubai Holding it had a detailed strategy to put itself on the map. Today, Jumeirah hotels and resorts are regarded as among the most luxurious and innovative in the world. A success from the moment its first property, the Jumeirah Beach Hotel, opened in 1997 on what was once called Chicago Beach, the chain’s impressive portfolio includes both the world-famous Burj Al Arab and the iconic Essex House in New York. It also includes a luxury brand of serviced residences called Jumeirah Living, Jumeirah Restaurants (including Noodle House and Rivington Grill), The Emirates Academy of Hospitality Management, its own luxury holistic spa brand, Talise, currently the biggest spa in the Middle East, and the Wild Wadi water park.
While the majority of Jumeirah hotels are based in Dubai, aggressive expansion continues overseas. Currently, the group has properties in the UK, the US, Europe, Maldives and China; hotels are in development in Bermuda, Jordan, Qatar, and Thailand, with additional properties planned across the Middle East and Europe. It hopes to have 20 hotels under management by early 2012.
While contemporaries such as Hospitality Management Holdings (HMH) beat out Jumeirah in size (active in 25 countries with 40 hotels with plans for 100 hotels by 2012); what sets Jumeirah Group apart is its bespoke brand of luxury and management.

Lulu Hypermarkets
Buyers across the GCC, Yemen and Egypt recognise Lulu Hypermarkets for their quality merchandise at pocket-friendly prices. The retail division of the multidimensional EMKE Group began as a small grocery store in Abu Dhabi just after the formation of the UAE.
After a turning point at the height of the Gulf War, when the group launched the first large-format supermarket in Abu Dhabi, it has grown from strength to strength, now boasting nearly a hundred stores around the region. But EMKE managing director Yusuffali M.A. has no plans to stop and is set to take his brand across the seas into his home country, India, where he will open the biggest shopping mall in the southern Indian state of Kerala next year.

Dubai Duty Free
The aisles of Dubai Duty Free (DDF), legend has it, are paved with proverbial gold. It’s where millions are won and spent, where departing travellers happily spend an average of $46 before leaving its perfumed halls. Twenty eight years in the making, DDF continues to hold the titles of the single largest airport retailer in the world — with good reason. Having mastered the alchemy of fusing retail therapy with destination promotion as a compelling travel experience (its Fly Buy Dubai slogan niftily positioned the emirate as the ultimate shopping destination in the eighties and nineties), DDF recorded sales of Dh4.238 billion this year, representing a 16 per cent increase over the same period last year. The retailer continues to promote Dubai through a series of high level sport and racing events such as the Dubai Duty Free Tennis Championships and the Dubai World Cup and is equally famous for creating millionaires with limited-ticket raffles.
DDF also plans to open a retail operation in Al Maktoum International Airport’s Passenger Terminal and Concourse 3 at Dubai International Airport in 2012.

Al Nassma Camel Milk Chocolates
Camel milk chocolate has a signature taste quite distinct from its bovine equivalent. It delivers a not so sweet, milky, smooth bite with a hint of caramel and honey and the mineral touch of camel milk. Al Nassma’s epicurean treat is the world’s first brand of premium camel milk chocolates and has become a global sensation just three years into the business.
The phenomenon of camel milk has emerged as the latest Middle Eastern export to gain global ground, with studies glorifying its health and nutritional benefits. Al Nassma hooked its wagon to this rising star in 2008. Its signature product is the gold-wrapped chocolate camels and it offers a range of flavoured bars and pralines.
The overwhelming demand has compelled Al Nassma to plan an expansion of its current global distribution. The chocolate is stocked at the UAE’s top reputed hotels and the Dubai Duty Free. Internationally, it is distributed in the US, Saudi Arabia, Kuwait, China and Japan, with plans to expand into Europe. In the interim, it also ships its chocolates to individual clients all over the world.

Etisalat
As Etisalat prepares to be counted amongst the world’s top ten operators, a recent increase in competition, network disruptions, and a legal notice in India are just a few of the storms that the operator weathers as part of its operations. In addition to competition from local competitor du, Etisalat is also affected by the demand for Voice over Internet Protocol (VoIP). In response to the cooler business climes at home, Etisalat is expanding across the Middle East, Africa and Asia, investing in 17 countries and has close to 118 million subscribers as of 2010. Valued at about Dh84 billion with annual revenues of more than Dh31 billion, Etisalat’s satellite network provides services to more than two thirds of the earth’s surface.
The move is beginning to pay dividends; the revenues contributed Dh5.2 billion, or 22.5 per cent, to total profit in the first nine months of 2011, an increase from Dh3.4 billion, or 14.5 per cent, of the same period last year. Currently, it is involved with pioneering work in several advanced ‘green’ technologies, which includes smart building technologies, Machine-to-Machine solutions and the deployment of alternative power within its regional networks. It also plans to launch 4G mobile services in the UAE and operates the ME’s largest LTE network. In 2010, Etisalat reported annual net revenues of Dh31.3 billion and net profits of Dh7.6 billion.

Ajmal Perfumes
2011 marks the 60-year-old local brand’s transformation into an international player. Grown from a modest trading house into a multi-million dollar entity, the family-owned Ajmal Perfumes was founded in Assam, India in the 1950s, shifting base to Dubai 35 years ago.
Ajmal’s popularity is quite high in the Arab markets; so much so, that last year police had to shut down a business in Sharjah that sold fake Ajmal products. It is one of the few brands that is driven by its products versus marketing, developing its own raw materials to stay ahead of the rest of the industry. With a substantial share of the contract manufacturing market, Ajmal’s bespoke fragrances are specially commissioned by royal families in the Gulf, institutions, HNWIs, and celebrities.
Its fragrance portfolio encapsulates over 200 fine fragrances with over 141 exclusive retail outlets across the GCC and Lebanon. Internationally, the brand has one flagship outlet in Malaysia; and exports their fragrances to 24 countries across the world, with plans to enter South-East Asia by late 2011 or 2012. To expand its customer base, Ajmal will split their perfume production equally between a line of Oriental and Western fragrances.

Emaar
It’s not everyday a property developer announces four Guinness World Records for its work. Emaar recently declared just that, having won acclaim for its iconic developments, now symbols for Dubai. The awards are ‘Tallest Building’ and ‘Tallest Man-made Structure Ever’ for the Burj Khalifa, ‘Highest Restaurant from Ground Level’ for At.mosphere, and the ‘Largest Shopping Centre’ for Dubai Mall.
Emaar pegs its growth to Dubai’s accelerated winds of change. Having done a stellar job on its own shores, its operations have expanded to a collective presence in several markets spanning the Middle East, North Africa, Pan-Asia, Europe and North America. With six business segments and more than 60 active companies, Emaar is currently charting a two-pronged growth strategy of geographical expansion and business segmentation. Its success is owed to its successful replication of its business model and pioneering innovative community-living concepts. Focusing on tradition growth sectors such as tourism, retail and hospitality, education, and health care, Emaar’s projects contribute significantly to the local economies, creating jobs and driving ancillary industries. Publicly listed Emaar’s revenue reached Dh5.873 billion with net operating profit of Dh1.249 billion in the first nine months of 2011.

Masdar
While it is a commercially driven enterprise, Masdar positions itself as a global platform to leverage resources and experience and maintain its leadership position in a world energy market increasingly looking to renewable energy. Its core aim is to be one of the most eco-friendly and sustainable cities in the world. In addition to being the headquarters for the International Renewable Energy Agency (Irena) and an international hub for renewable energy, new energy and sustainable technologies, its intention is to balance its already strong hydrocarbon position. Masdar, is a wholly owned subsidiary of the Abu Dhabi Government-owned Mubadala Development Company, and a catalyst for the economic diversification of the emirate.
Two months ago, Masdar raised its global profile unveiling Gemasolar, the world’s first commercial-scale solar plant in partnership with Torresol Energy, in Spain. Gemasolar is designed to produce round-the-clock electrical power from renewable sources, a project that will address the energy needs of 25,000 homes throughout Spain’s Andalusia region and reduce atmospheric carbon dioxide emissions by more than 30,000 tonnes a year. The Masdar City project continues to attract knowledge-intensive industries, companies and organisations operating in renewable energy as well as sustainable and clean technologies globally.