Rohit Talwar Presentation to twofour54 - Abu dDabi - 20 09 11 v2

Competing for the Future

Abu Dhabi
June 10th 2011

Rohit Talwar
CEO - Fast Future
rohit@fastfuture.com

Contents

• Presentation p 3
• Background Notes p 54
• About Fast Future p164
• List of Image Sources p173

…Thinking is Back in Fashion

Transformational Change?
It’s Only Just Begun

Demographic Destinies
2 billion more people in 40 years –
Demographics is Driving Economics

448 739 691 5231
344

1998 4157
729 1030
585

2010 2050 Source : United Nations

Life Redefined –
Lifespans are Increasing
Under 50’s have 90%
chance of living to 100.

Aubrey de Grey suggests
we could live to 500 or 1000

What are the health,
housing, consumption and
resource implications?

What kind of opportunities
will be created?

Global Competitiveness Index (WEF)
GCI 2010 - 2011 rank Country/Economy GCI 2009 - 2010 rank

1 Switzerland 1
2 Sweden 4

3 Singapore 3

2 United States 4

5 Germany 7

12 United Kingdom 13

15 France 16

17 Qatar 22

21 Saudi Arabia 28

25 UAE 23

42 Spain 33

48 Italy 48

54 South Africa 45

61 Turkey 61

81 Egypt 70

The New Politics

The situation in the Middle East will shape geo-politics, institutional
behaviour and global security concerns for the next decade – we envisage
five possible scenarios…

The Deloitte Technology Fast 500
EMEA 2010

EMEA 2010 – Key Growth Factors

68% 47% 45%
Strong Starting from Quality of Top
Product a Small Management
Line Revenue
Base

EMEA 2010 – Next 12 Months

68% 66% 65%
Hiring Launching Entering
New New New
Staff Products Geographic
Markets

EMEA 2010 – Funding Sources

87% 39% 18%
Cash Flow Founders’ Commercial
form Personal Debt
Operations Investment

Period of Media Growth for EMEA

8.6% annual advertising growth forecast for MENA
2010-2014

Technology Penetration in MENA

TMT – Convergence and Immersion

Telephony Connectivity
• Voice • Cellular
• Messaging • Up to 14 bands
• SIM card • WLAN/BT
• Phonebook • GPS
• Ring Tones • NFC
• Security • FM

Data/ Multimedia
Enterprise • Camera 8-16M
• 100Mbps • Camcorder
• Email • 24M Color Display
• IMS • Memory (160GB)
• Browsing • Multiformat A/V
• HD Video/TV out
• VPN
• Games
• PIM
• Ecommerce
Software (50-100M Tps)
• Protocols • DRM
• Payments
• Middleware
• Applications
• User Interface
• Minimize fragmentation

Augmented Reality / Heads Up

Image sources L-R: image-acquire.com/
gawker.com / gizmag.com

Haptics / Holograms / Interactive Surfaces

Image sources L-R: tuvie.com /
flickr.com / blogspot. com

Holographic Laptops

Image source: livetradingnews.com

Wearable Displays

Image source: dailythings.info

New Analytics and a New Knowledge Infrastructure

Consumer Responses are still
Evolving

2015 Media Consumption Scenarios (Unilever)
Fragmented
Media Buffet Tons of

Consumer
Limited Media Access Open
Attention
Traditional Portal of Me
New Media

Narrow

Oracle 2010 ‘State of Readiness’ Survey -
5 Priorities for Media Companies

 Information security (76%)

 Fostering deeper levels of
trust with consumers (72%)

 Providing a compelling user
experience (68%)

 Tailoring offerings to
customers’ needs (66%)

 Building value-added services
around content (62%)

Service Development / Capability Gaps
 Personalised content (84%)
 Location based services (68%)
But…
 Monitor customers’ interactions
with the organisation across all
channels (48%)
 Provide insight into individual
customer behaviour (16%)
 Automatically analyse customer
behaviour to spot trends (18%)
 Offer recommendations based on
customer interactions across
digital channels (20%)
 Multiple customer management
systems (30%)

Key Partnerships

IT / internet companies (86%),
web portals (96%) and other
media and entertainment
companies (96%)
Social media (90%)
Mobile apps developers
(80%)
Content aggregators (70%)
Creative consumers or ‘pro
ams’ (56%)

Show me the Money

• Multi-channel content
orchestration
• Payment options – micro-
payment, subscription, one-
off
• Partner charging –
advertising, affiliate
commissions, click throughs
• Business model flexibility

Make Time and Space for Change

Create Tolerance of Uncertainty

Scanning the Horizon –
Become Experts in What’s Next

Visibility – Web, Networks,
Associations and Awards

What does the timeline of
developments and challenges
look like for your markets?

Conclusions - Growth Strategy

• Think ‘end customer’
• Map the competitive
landscape
• Be visible
• Service is the ‘killer app’

The new frontier markets

Source: Economist, December 2010 http://www.economist.com/blogs/dailychart/2010/12/urbanisation_africa

Outlook 2011-2030
Growth of real Growth of real Labour productivity
GDP per head GDP growth (% change annual
(% change annual avg.) (% change annual avg.) avg.)
Germany 1.6 1.5 1.9
UK 1.2 1.8 1.4
France 1.5 1.8 1.6
Qatar 1.7 5.7 2.8
Saudi Arabia 3.0 5.4 3.2
UAE 2.6 4.9 1.5
Spain 1.2 1.7 1.1
Italy 1.2 1.0 1.4
South Africa 3.9 3.9 2.9
Turkey 3.6 4.3 3.2
Egypt 4.2 5.6 3.0
www.country.eiu.com

Size in 2010

Source: Standard Chartered, reprinted in Business Insider, January 2011 http://www.businessinsider.com/standard-chartered-supercycle-2030-2011-1#

Size in 2030


Population Change 2010-2030


Background Note

People power
• Five Scenarios for the Future
• Fast Future suggests five possible scenarios for how the situation in the
Middle East could play out over the next 12-24 months.

• 1. People power - Popular revolutions unseat more Middle Eastern
governments and internal pressure leads to increasing governmental
transparency. Broadly democratic and open governance models are
adopted and despite inevitable teething troubles, the prospects are
encouraging. Relative stability acts as a catalyst for economic growth and
encourages foreign investment.

Scenario 2 –
Revenge of the Despot

Background Note

Revenge of the Despot
• 2. Revenge of the despot - Stalemate in Libya gives encouragement to
other embattled strongmen, leading to a mixture of regional repression,
guerilla movements and in some cases civil war. In this scenario, economic
opportunity declines overall and gives rise to more forms of extremism.
Foreign businesses start to withdraw from all but the most stable of Middle
East economies.

Background Note

Ignition
• 3. Ignition - Popular revolutions succeed in removing the current leadership
in several states. In many cases we see the installation of Islamist
governments either via ballot box or through force. Domestic tension and
conflict continues in many of these states.
• Several economies suffer from continuing domestic tension and the exit of
foreign capital. Fears rise over the prospects of a war involving Israel and
Iran and / or other regional agents.

Scenario 4 –
Volatility as Standard

Background Note

Volatility as Standard
• 4. Volatility as standard - The divergent outcomes from 2011 failed to stem
the real issue afflicting most MENA economies - the lack of enough small to
mid sized companies to accommodate excess youth labour. This leads to a
prolonged period of uncertainty where some weaker governments fail in the
face of civil unrest and an uneasy and awkward geopolitical framework
envelops the region.

Background Note

As you Were
• 5. As you were - A failure to sustain foreign intervention results in eventual
victory for the Gaddafi regime over the rebel forces. The outcome gives
courage to more oppressive leaderships across the region and unrest from
Bahrain to Yemen dies out gradually.
• A number of leaders across the region make serious efforts to create more
jobs, encourage business start-ups and tackle underlying social issues.
Social tensions remain with occasional flare-ups but the changes in Tunisia
and Egypt are seen as exceptions rather than the norm. Foreign investment
is largely targeted at the most stable and open economies and an uneasy
relationship with the international community persists for a decade or more.

European Impacts:
Migration, Aid, Politics

Background Note

European Impacts: Migration
• According to a World Bank report, 46.9 percent of immigrants from North
Africa and the Middle East in Europe are considered to have “low skills.”
• Some 25,000 Tunisians alone have landed in Italy since the fall of the
country's government (2).

Source: NPR, March 2011 http://www.npr.org/2011/03/18/134622556/arab-refugees-encounter-harsh-welcome-by-some
Source (2): Public Radio, April 2011 http://marketplace.publicradio.org/display/web/2011/04/25/pm-refugee-crisis-hits-europe/

Background Note

European Impacts: More
Humanitarian Aid
Cross border movements from Libya up to April 8th 2011
1922 815

41688

Italy
Malta
233526
Niger,Chad,Sudan
Egypt
192089 Tunisia

Source: Hein De Haas blog, April 2011 http://heindehaas.blogspot.com/2011/04/europes-tiny-refugee-burden-putting.html

Background Note

European Impacts: Politics
• “What we’ve seen in Libya is hugely significant,” said Lord Hutton, a former
defence secretary in the last Labour government. “The US has been saying
for 10 or 15 years that it wants the Europeans to share more of the security
burden and we have to heed that lesson. We should be doing much more in
Europe. We cannot go on expecting the US to take the leading role.”
• The crisis also opens up questions on European collaboration. On one side
is the close partnership forged by London and Paris. But Germany decided
to abstain in the UN vote – and to play no part in the operation in spite of
Berlin’s significant fixed wing capability.

Source: FT, 2011 http://www.ft.com/cms/s/0/7b076c8e-5fb4-11e0-a718-00144feab49a.html#axzz1KXzDP1I7

EMEA Media Trends
• December 2010 research from Avaya, a global leader in enterprise
communications systems, software and services, suggests that nearly 43%
of channel partners across EMEA expect Unified Communications (UC) to
offer the most opportunity for sales growth in the coming year. 2011 may
also be the year that virtualisation starts making a strong play in EMEA
businesses, as nearly 15% expect to see sales rise in that area.
• The results were announced as part of Avaya’s annual survey of its EMEA-
wide partner base. Nearly 500 partners provided responses to key
questions on factors necessary for channel expansion and growth.
Unsurprisingly, the expectation of a strong return on investment is driving
adaptation of these key trends – 56% of those surveyed find total cost of
ownership (TCO) to be the most important consideration for customers
when making a purchase decision. In addition, over one-quarter (28%)
expect that reducing operational expenses will be a key strategy.

Source: Vartips, December 2010 http://vartips.com/telecom-equipment/avaya/key-trends-driving-business-2011-indentified-avaya-1658.html

EMEA Media Trends
• Other considerations for customers included resilience (12%), maximising
the legacy network (11%), management (11%) and bandwidth needs (10%).
• The survey also revealed that the stage is set for growth in 2011 – 84% of
those questioned expect sales to increase, even if modestly, by
approximately 5 – 10%. However, the channel has not fully recovered from
the downturn.

Source: Vartips, December 2010 http://vartips.com/telecom-equipment/avaya/key-trends-driving-business-2011-indentified-avaya-1658.html

Tablet Boom
• According to the International Data Corporation (IDC) EMEA Quarterly
Media Tablet and eReader Tracker, media tablets reached a shipment
volume of close to 6 million units in EMEA in 2010, representing one third of
worldwide sales.
• "IDC forecasts the EMEA media tablet market to more than triple in 2011 to
reach 22 million units," said Eszter Morvay, research manager in
IDC's EMEA Personal Computing group.
• While not expected in any way to replace traditional notebooks or
smartphones, media tablets clearly offer a strong value proposition for more
consumption-oriented usage. Instant access to the Internet and hundreds of
apps, effective touch screen, and sleek design offer an enriched user
experience and open new usage scenarios that will lead to their adoption as
a strong secondary or tertiary device.
• The consumer segment is expected to remain the primary target market for
media tablets, but there is increasing interest from businesses.

Source: International Data Corporation, March 2011 http://derrenster.posterous.com/media-tablet-shipments-in-emea-are-expected-t

Tablet Boom
• Some companies already see the potential of tablets as productivity and
promotion tools for their sales force, and others could be looking at adopting
tablets to address specific vertical needs.
• From a channel perspective, broader product offerings and increasing
customer uptake will also drive expansion in terms of route to markets. The
retail channel accounted for the majority of sales in 2010, and will remain a
key channel in 2011, but IDC expects the telco channel to increase its
footprint in this category in the coming quarters.
• Media tablets clearly represent a major new opportunity and IDC expects
the market to reach close to 60 million units by 2015 in the EMEA region.
Driving new usage scenarios, tablets represent a third major value
proposition between smartphones and portable PCs, and will help boost
further overall device adoption and multi-equipment.

Source: International Data Corporation, March 2011 http://derrenster.posterous.com/media-tablet-shipments-in-emea-are-expected-t

• The June 2010 edition of the PricewaterhouseCoopers(PwC) Global
Entertainment and Media Outlook predicts the industry to be on the brink of
a period of growth, with the Middle East advertising market tipped for
particularly strong growth between 2010 and 2014.
• According to PwC the TV advertising market in the pan-Arab region will
experience a compound annual growth rate of nine percent between 2010
and 2014, double that of North America and outperforming the EMEA region
as a whole (3.8 percent).
• During the next five years, Middle East and Africa will continue to be the
fastest-growing area in EMEA, with an 8.6 percent compound annual
increase to US $5.4 billion in 2014 from $3.6 billion in 2009. Growth will be
driven by high-single-digit increases in the pan Arab regions and South
Africa.
• Spending on subscription TV will also experience healthy expansion during
this period rising from $2.3 billion in 2009 to $3.3 billion in 2014.
Source: Digital Production Middle East, June 2010
http://www.digitalproductionme.com/article-2779-middle-east-leads-emea-media-recovery-pwc/

• Following a year of decline in 2009, the global Entertainment and Media
market, as a whole, will grow by five percent compounded annually for the
entire forecast period to 2014 reaching $1.7 trillion, up from $1.3 trillion in
2009.

Source: Digital Production Middle East, January 2010
http://www.digitalproductionme.com/article-2779-middle-east-leads-emea-media-recovery-pwc/

EMEA 2010
• The Deloitte Technology Fast 500 EMEA 2010 winners consist of the 500
public and private technology, media and telecommunications companies
headquartered in Europe, the Middle East and Africa (EMEA) that have
achieved the highest rates of revenue growth over the past five years.

Source: Deloitte 2010 http://www.deloitte.com/assets/Dcom-
Netherlands/Local%20Assets/Documents/NL/Branches/TMT/Fast50/nl_nl_Fast500_Report_2010.pdf

EMEA 2010

Source: Deloitte 2010 http://www.deloitte.com/assets/Dcom-

EMEA 2010

Source: Deloitte 2010 http://www.deloitte.com/assets/Dcom-Netherlands/Local%20Assets/Documents/NL/Branches/TMT/Fast50/nl_nl_Fast500_Report_2010.pdf

EMEA 2010

Source: Deloitte 2010
http://www.deloitte.com/assets/Dcom-
Netherlands/Local%20Assets/Documents/NL/Bran
ches/TMT/Fast50/nl_nl_Fast500_Report_2010.pdf

Source: Deloitte 2010 http://www.deloitte.com/assets/Dcom-Netherlands/Local%20Assets/Documents/NL/Branches/TMT/Fast50/nl_nl_Fast500_Report_2010.pdf

Fast Growing Media Companies:
2009

2009
• Netlog ranked 4th in the Deloitte Fast500 EMEA technology companies in
2009.
• Netlog is an online community aimed at 14- to 24-year olds who make
friends by building a digital identity, sharing experiences and playing games.
It is the leading online youth community in Continental Europe and the
Middle East, with 56 million members from all over the world – 50 percent
male and 50 percent female.
• The website is available in 38 languages, receives over 250 million visits
from 55 million unique visitors per month, and records an average of 2
million game plays per day. Currently, the community is growing by half a
million new members every week.
• Recently, Netlog unveiled a new look and new structure to the site,
developed to appeal to its young target audience. The company is also
introducing a new gaming platform called Gatcha!.

Source: Deloitte 2009 http://www.deloitte.co.uk/fast500emea/interface/pdfs/fast_500_emea_ranking_2009.pdf

2009

Source: Deloitte 2009 http://www.deloitte.co.uk/fast500emea/interface/pdfs/fast_500_emea_ranking_2009.pdf

2010

2010
• TranslateMedia announced in October 2010 that it has been ranked 4th in
2010’s UK Deloitte Technology Fast 50.
• The Technology Fast 50 is a ranking of the fastest growing technology
companies in the UK based on percent growth in fiscal year revenue over
five years.
• "We are delighted to be the only language services provider selected in the
UK Deloitte Technology Fast 50 for 2010 and proud of our growth rate of
5409% over the period.” said Patrick Eve, CEO.
• "TranslateMedia services a prestigious list of clients across the media,
marketing, life sciences, research and financial services sectors and we
continue to develop a comprehensive suite of technology tools to best serve
this broad range of clients and their differing needs and priorities.” added
Rupert Evans, Managing Director.

Source: Deloitte, reported by Greenbook, October 2010
http://www.greenbook.org/marketing-research.cfm/translate-media-ranked-4th-in-uk-deloitte-technology-fast-50-for-2010-33518

2010
• “Achieving sustained revenue growth of 5409% over five years is a
tremendous accomplishment during challenging times for the technology
sector,” said Peter O’Donoghue, Deloitte Technology partner for London.
“TranslateMedia’s exceptional growth puts it in select company.”

Source: Deloitte, reported by Greenbook, October 2010
http://www.greenbook.org/marketing-research.cfm/translate-media-ranked-4th-in-uk-deloitte-technology-fast-50-for-2010-33518

EMEA Media Companies
• A September 2010 Oracle study, entitled State of Readiness, follows on from
an Oracle report in 2009 in which a panel of global experts looked at how
media firms could prosper in the digital age amidst rapidly changing
consumer behaviour. The strategies recommended included building and
maintaining consumer trust, getting closer to the consumer and preparing for
new revenue models.
• The research revealed that media companies have on the whole started to
focus on the strategic measures identified in the previous report. The top five
priorities for media firms all revolved around providing a reassuring and
compelling customer experience:
• Information security was highlighted as a major focus by 76% of respondents
• Fostering deeper levels of trust with consumers (72%)
• Providing a compelling user experience (68%)
• Tailoring offerings to customers’ needs (66%)
• Building value-added services around content (62%)
Source: Oracle, Sept, 2010 http://emeapressoffice.oracle.com/Press-Releases/Oracle-Research-Reveals-Media-Firms-Systems-Unable-to-Support-Strategic-Goals-1579.aspx

• Media firms were also ambitious in the types of services they were looking to
provide with 84% planning on the development of content personalised to
each individual and 68% planning location based services.
• However, the survey revealed that media firms’ customer management
systems currently lack the insight to effectively deliver these services and
foster deeper relationships with customers.
• Fewer than half the firms (48%) surveyed were able to monitor customers’
interactions with the organisation across all channels. When it came to
providing the more advanced level of intelligence needed to provide
customers with a tailored service, the systems also fell short:


• 16% of media firms is able to provide insight into individual customer
behaviour
• 18% are able to automatically run analyses of customer behaviour to spot
trends
• 20% is able to provide recommendations to customers based on their
interactions across all digital channels
• Moreover, the findings also indicated that media firms were wasting
resources through combining information from separate systems – 30% of
firms stated that they had a number of customer management systems in
place with information integrated across them manually.


• State of Readiness confirmed a huge appetite among media firms for
providing customers with richer content through partnerships and what it
termed ‘neo-specialism’ – 72% of media companies are currently
developing new areas of content around their core specialism.
• The vast majority of media firms had existing partnerships with IT and
internet companies (70%), web portals (78%) and other media and
entertainment companies (78%) with these numbers increasing to 86%,
96% and 96% when asked about what they had planned. The survey also
highlighted the major growth areas for content partnerships:
• Social media – rising from 64% currently to 90% planning these
partnerships
• Mobile apps developers – from 42% to 80%
• Content aggregators – from 42% to 70%
• Creative consumers or ‘pro ams’ – from 24% to 56%


• The report also revealed ambitions to become the ‘orchestrator of the
dance’ with 72% planning on services to support consumers in navigating
the vast range of content.
• Media organisations acknowledged the importance of being able to deliver
this content across multiple channels with 78% currently taking steps to do
this.
• The research revealed that a large number of media firms lacked the
capability to bill customers for content and value-added services when the
opportunity arose - 46% of media firms were unable to process
micropayments, 26% couldn’t cater for subscriptions and 18% couldn’t
handle one-off payments.
• Payment aside, a quarter of media firms (26%) fully lacked the agility to
respond to rapid change in business models and accommodate new
revenue streams, although 12% had in place plans to overhaul their
systems to give them this flexibility.

• Africa accounted for 12 percent of global mobile net additions in 1Q 2010,
adding 20.1 million new subscribers to the world population of mobile users,
and giving Africa a total of 480.2 million subscribers. This is a rather neat
10.0 percent of the some 4.82 billion mobile subscribers estimated to exist
at the end of March 2010.
• By comparison the Middle East accounted for 5 percent of global mobile net
additions, clocking up some 8.1 million in the first quarter. Together Africa &
the Middle East therefore accounted for 17 percent of global net additions.
• According to research by The Mobile World, 1Q 2010 saw net additions of
168 million, taking the total to 4.82 billion.

Source: Africa & Middle East Telecom News, July 2010
http://www.africantelecomsnews.com/resources/20100708_africa_global_share.shtml

• Internet users in the MENA region spend more time surfing the web than
they do watching television, prompting analysts to predict a rise in spending
on online advertising.
• Between 1 and 2 per cent of total advertising spending in the region goes to
digital media; a tiny amount compared with TV, the dominant medium.
• But with the region’s youth starting to turn their backs on TV in favour of the
internet, this could soon change, analysts say.
• An online survey of media consumption habits found 88 per cent of
respondents browse the internet daily, while only 70 per cent of those
questioned said they watched TV every day of the week.
• Just 25 per cent of the respondents said they watched TV for more than
three hours a day, compared with the 51 per cent who said they spent more
than three hours a day surfing the web.

Source: Middle East Online, July 2010 http://www.middle-east-online.com/english/?id=40073

• Saudi Arabia, the most populous country in the Gulf, had an internet
penetration rate of 38.1 per cent at the end of last year, figures from the
International Telecommunications Union (ITU) show. The ITU also found
Egypt had a penetration rate of just 20 per cent.
• By comparison, developed countries such as the UK and Canada have
internet penetration rates of 83.5 per cent and 78.1 per cent respectively.
• Mazen Hayek, the director of public relations and commercial for MBC
Group, said TV would remain the dominant medium in the region for “the
foreseeable future”.
• “TV penetration is 95 per cent across the MENA region,” Hayek said. “What
about PC penetration, or the literacy rates? TV remains the primary and
dominant source of entertainment in the Middle East and North Africa by
far.”
• But he added MBC Group was “increasingly thinking of multiple
touchpoints” for the delivery of its content, including online and mobile.
Source: Middle East Online, July 2010 http://www.middle-east-online.com/english/?id=40073

MENA Internet Usage (2011)
INTERNET USAGE STATISTICS FOR AFRICA

Population Internet Users Internet Users Penetration User Growth % Users
AFRICA
(2011 Est.) Dec/2000 Latest Data (% Population) (2000-2011) in Africa

Algeria 34,994,937 50,000 4,700,000 13.4 % 9,300.0 % 4.0 %

Egypt 80,471,869 450,000 17,060,000 21.2 % 3,691.1 % 15.4 %

Libya 6,461,454 10,000 353,900 5.5 % 3,439.0 % 0.3 %

Morocco 31,627,428 100,000 10,442,500 33.0 % 10,342.5 % 9.4 %

South Africa 49,109,107 2,400,000 5,300,000 10.8 % 120.8 % 4.8 %

Tunisia 10,589,025 100,000 3,600,000 34.0 % 3,500.0 % 3.2 %

TOTAL AFRICA 1,037,524,058 4,514,400 118,609,620 11.4 % 2,527.4 % 100.0 %

Source: Internet World Stats 2011 http://www.internetworldstats.com/stats1.htm

Middle East Internet Usage and Population Statistics
MIDDLE EAST (%) of
Population Usage, in Internet Usage, % Population User Growth
Total Middle
( 2010 Est. ) Dec/2000 Latest Data (Penetration) (2000-2010)
East

Bahrain 738,004 40,000 649,300 88.0 % 1,523.3 % 1.0 %

Iran 76,923,300 250,000 33,200,000 43.2 % 13,180.0 % 52.5 %

Iraq 29,671,605 12,500 325,000 1.1 % 2,500.0 % 0.5 %

Israel 7,353,985 1,270,000 5,263,146 71.6 % 314.4 % 8.3 %

Jordan 6,407,085 127,300 1,741,900 27.2 % 1,268.3 % 2.8 %

Kuwait 2,789,132 150,000 1,100,000 39.4 % 633.3 % 1.7 %

Lebanon 4,125,247 300,000 1,000,000 24.2 % 233.3 % 1.6 %

Oman 2,967,717 90,000 1,236,700 41.7 % 1,274.1 % 2.0 %

Qatar 840,926 30,000 436,000 51.8 % 1,353.3 % 0.7 %

Saudi Arabia 25,731,776 200,000 9,800,000 38.1 % 4,800.0 % 15.5 %

Syria 22,198,110 30,000 3,935,000 17.7 % 13,016.7 % 6.2 %

United Arab
4,975,593 735,000 3,777,900 75.9 % 414.0 % 6.0 %
Emirates

Yemen 23,495,361 15,000 420,000 1.8 % 2,700.0 % 0.7 %

TOTAL Middle
212,336,924 3,284,800 63,240,946 29.8 % 1,825.3 % 100.0 %
East

Source: Internet World Stats 2011 http://www.internetworldstats.com/stats5.htm

Smartphone Penetration
• Smartphone penetration in the Arab world remains low compared to western
markets. Penetration rates are eleven and fifteen percent in the UAE and
Saudi Arabia, respectively, compared to 50 percent in the US and Western
Europe, according to research from Booz & Company research.
• Like internet penetration, smartphone adoption is fast and is expected to
grow eleven percent over the next three years in both the UAE and Saudi
Arabia, according to Booz & Company.
• The speed at which Twitter is being adopted is just as relevant for
companies. The micro blogging site has experienced exponential growth in
this part of the world since the start of the political unrest in the region. In
2009-2010, Twitter users in the region were estimated to be around 15,000-
40,000. Today, those users are thought to have grown to around 5.5 million,
a 136.5 percent growth rate, according to a report from Socialbakers and
IQPC.

Source: Arabian Business, May 2011 http://www.arabianbusiness.com/let-s-get-digital-402205.html?page=2

Arab Social Media
• The Dubai School of Government has released its second issue on Arab
Social Media, shedding light on some much needed statistics when it comes
to Arab users on Twitter. The latest study looks at the impact of Facebook
and Twitter on civil movements in the region.
• Egypt’s penetration level on Facebook is very low, with only just 5% of the
population on Facebook.
• That 5% does however translate into almost 7 million users, which accounts
for almost a quarter of all Facebook users in the region.
• It’s interesting to see that the number of women on Facebook has increased
slightly as 2011 has progressed, but still in comparison to the rest of the
world, the Middle East lags behind, with women accounting only 33.5% of
users, compared with 61% around the world.

Source: The Next Web, June 2011 http://thenextweb.com/me/2011/06/08/uae-and-qatar-top-the-list-of-twitter-users-in-the-middle-east/

Arab Social Media
• There isn’t a single Middle Eastern country where women outnumber men
on Facebook. The closest women come is in Lebanon with 45% of users
being women. Further down the spectrum, Somalia and Yemen are trailing
with less than 20% each. This is in stark comparison to the rest of the world
where women are pretty much at a 1:1 ratio with men as Facebook users.
• Most of the Facebook statistics featured in the report mirror January’s
report. In Somalia, Palestine and Morocco, most Facebook users’ ages
range from 15 to 29, whereas UAE and Qatar have a much more balanced
ration between the 15-29 age group and those over 30.
• The latest report also features some new interesting facts on which
language Facebook users prefer to use. In Yemen, the overwhelming
majority prefer Arabic, Egypt sits in the middle with an almost equal ratio for
English and Arabic, while in Tunisia 92% prefer French.


Arab Social Media
• The Middle East’s Twitter usage is small in comparison to Facebook, with
only just over 130,000 Egyptians tweeting, which is a far cry from the
millions on Facebook. Turkey, the UAE and Qatar come out at the top of the
Twitter list, but even then, the highest figure is only just over 200,000
people. The total number of Twitter users in the Middle East is estimated to
be about 6.5 million people, a figure lower than Egypt’s Facebook users
alone. As far as penetration is concerned, Qatar is at the top of the list with
7.8% of the population on Twitter.


Social Media Brands Index
• Grafdom, the UAE’s fastest growing digital media agency, has released
results for the region’s first ever Social Media Brands Index. The study
comprises a listing of the UAE’s 100 most influential corporate brands and
individuals on social networks.
• The report’s methodology of ranking is determined based on a brand’s
number of followers on Facebook, Twitter or Youtube, and to qualify a brand
needs to maintain a position within the top five of its category and be on at
least two social networks.

Source: Grafdom, April 2011 http://www.grafdom.com/newsroom/1625/grafdom-releases-uaes-first-social-media-report-of-top-100-brands/

Source: Grafdom, April 2011 http://www.grafdom.com/socialmedia/Grafdom_UAE_Social_Media_Brands_2011_%20Report.pdf

State of Media Co’s in MENA

Source The State of Digital in the Middle East and North Africa , April 2011 http://econsultancy.com/us/reports/the-state-of-digital-in-mena

State of Media Co’s in MENA
• Digital budgets are expected to increase by 28% on average.
• Some 41% of companies are planning to increase investment in CRM
channels.
• Just over half of companies (53%) are planning to increase their budget for
mobile marketing, while 51% are increasing their video advertising budgets.
• Some 28% of respondents say that reliance on traditional marketing is
preventing their company from investing more money in digital marketing.
• Print media dominates traditional marketing, with 69% of companies using
newspapers and magazines.


Dotmena
• Gulf Marketing Review Regional media and entertainment company
Mediaquest Corp. launched Dotmena in Dubai (2010), an online network of
more than 40 websites with over 300 million impressions per month and 14
million unique users (as of February 2011).
• With operations in the Middle East and North Africa (MENA) covering
business, marketing, communications, sports, women’s interests, lifestyle
and entertainment, Dotmena is positioned to become one of the leading Ad
networks in the region.
• The launch of Dotmena forms part of Mediaquest’s organic growth and will
complement its existing product lines in both the print and online segments.

Source: Outhere Group, February 2011 http://www.outtheregroup.com/what-we-do/media-news.asp?p=3

Dotmena
• Mediaquest Corp was established in 1997 and is now one of the leading
publishing houses in the MENA region, with more than 17 consumer and
trade titles covering business, marketing, communications, lifestyle,
entertainment and women’s interest.
• Boasting over 500 million impressions, 20 million affluent unique visitors
and 100 million page views per month, Dotmena is already a leading digital
network in the MENA region, and is growing stronger every day.

Source: Dotmena, June 2011 http://dotmena.com/about/

Kantar Media
• Kantar Media, the leading provider of media research and insights, has
been selected (December 2010) to provide the first ever PeopleMeter
audience measurement service to the United Arab Emirates (UAE) media
industry.
• Kantar Media’s latest TV measurement technology, the 5000 series
PeopleMeter will be deployed to automatically record accurate minute-by-
minute data on TV viewing habits. This PeopleMeter uses enhanced Audio
Matching as the channel identification technique. Kantar Media will also
implement its world leading analysis software for the TV industry, InfoSys+.
• The National Media Council, the UAE’s official media regulatory authority
overseeing this service, said, “This project represents a milestone for the
media industry in the UAE. Audience information will represent a crucial key
indicator to the broadcasters as well as the advertising community.

Source: Jazarah, December 2010 http://jazarah.net/uae-media-industry-awards-first-tv-audience-measurement-service-to-kantar-media/

Kantar Media
• Advertising revenues are driven by audience estimates and major
investment decisions in programmes, which forms an information foundation
for decision making on advertising campaigns. Providing audience
measurement geared to meeting the highest quality standards will enable
the UAE TV industry to make its best business decisions.”
• ‘The consortium involved in this project joins a growing number of media
owners, broadcasters and organisations around the world that choose
Kantar Media’s television audience measurement technology to gain
advanced insights from audience viewing data. The intelligence they gain
can be used for broadcast schedule planning and provides essential
information to help advertisers optimise campaign planning,’ said Keld
Nielsen, Global Business Development Director at Kantar Media.
• Kantar Media has installed more than 80,000 People Meters attached to
television sets in homes around the world since it pioneered the technology
nearly 30 years ago.

Source: Jazarah, December 2010 http://jazarah.net/uae-media-industry-awards-first-tv-audience-measurement-service-to-kantar-media/

Socialize
• Socialize, a Dubai-based social media agency, helped build a social
networking strategy for Mashreq Bank. In just two months the lender had
almost 18,000 fans on Facebook generated through its MashreqMillionaire
competition in which contestants submitted reasons why they should win
AED5m. The lender now has the ideal database to communicate with its
customers.
• “If Mashreq wants to introduce new ATM machines, all they have to do is
ask a question on its Facebook page and let the community suggest where
the next ATM machine should be,” says Akanksha Goel of Socialize.

Source: Arabian Business, May 2011 http://www.arabianbusiness.com/let-s-get-digital-402205.html?page=1

Etisalat
• Etisalat (Abu Dhabi) has embarked (June 2011) on the final phase of trials
on the long-term evolution, or LTE, network it aims to launch in the third-
quarter.
• The enhanced network will provide higher speeds of as much as 150
megabits per second bandwidth, from 42 megabits at present, Etisalat’s
chief corporate communication officer Ali Al Ahmed said in a statement.
• The change will cover the UAE through 800 base stations, the company
said, adding that the UAE would be the first country in the Middle East to
implement LTE.
• LTE is a mobile broadband technology that allows for faster data
transmission, better voice quality and new mobile phone applications.
• Al Ahmed said Etisalat's long-term investment strategy was to continue
providing the UAE with "competitive advantage on a global level and
propelling the nation's ICT sector, making it one of the most technologically
advanced countries in the world".
Source: Arabian Business, June 2011 http://www.arabianbusiness.com/etisalat-set-launch-new-mobile-broadband-in-q3-404617.html

Etisalat
• Etisalat has recently completed the fibre-optic network deployment covering
Abu Dhabi, the first capital city in the world to be fully covered by such an
advanced network.
• On Tuesday, ratings agency Moody's said the outlook for the
telecommunications industry in the GCC was stable and would see a
moderate revenue growth.
• Annual profits at four of the Gulf's six former monopolies - UAE's Etisalat,
Saudi Telecom Co (STC), Omantel and Bahrain's Batelco - fell by more than
10 percent last year and first-quarter earnings were also downbeat.
• Mobile penetration rates in the Gulf are among the highest in the world,
ranging from 130 percent in Kuwait to more than 230 percent in the UAE.

Source: Arabian Business, June 2011 http://www.arabianbusiness.com/etisalat-set-launch-new-mobile-broadband-in-q3-404617.html

E&M Outlook: the Global Story
• Following a year of decline in 2009, the global E&M market, as a whole, will
grow by 5% compounded annually for the entire forecast period to 2014
reaching US$1.7 trillion up from US$1.3 trillion in 2009.
• Fastest growing region throughout the forecast period is Latin America
growing at 8.8% compound annual rate (CAR) during the next five years to
US$77 billion (about R577.5 billion) in 2014.
• Asia Pacific is next at 6.4% CAR through to 2014 to US$475 billion.
• Europe, Middle East and Africa (EMEA) follow at 4.6% to US$581 billion in
2014.
• The largest, but slowest growing market is North America growing at 3.9%
CAR taking it from US$460 billion in 2009 to US$558 billion in 2014.

Source: PwC, reprinted in BizCommunity, June 2010 http://www.bizcommunity.com/Article/111/15/49199.html

2015 Media Consumption
Scenarios
• By 2015, consumers will have morphed their media use into four scenarios
that align with their attention spans, personal tastes, information needs and
technological savvy, according to a 2009 report commissioned by Unilever,
Mindshare and ESPN.
• This look into the future finds a splintering of media use and explores how
marketers and agencies must evolve and redefine marketing strategies to
meet these new segments and understand the role media could play in
consumer’s lives five years from now.

Source: Unilever 2009 http://www.unileverusa.com/Images/FOM_Final_09_tcm23-206938.pdf

Tons of Twitter
• The four scenarios are:
• Tons of Twitter is a future where media access is unbridled and consumer
attention is highly fragmented. Consumers frequently access information
and entertainment, communicate with others and express themselves, and
they do this across a wide range of sources and applications seamlessly
from multiple locations. Because of the always-on nature of this scenario,
there is an expectation that services, promotions and communications from
brands will be tailored to time and place.


Portal of Me
• Portal of Me is a scenario in which media access always remains on, but
consumer attention is narrowed and focused. While media is a constant
companion for consumers, it is customized and filtered by third parties that
tailor the information based on preferences stated and learned. Although
privacy and control are trade-offs in this scenario, consumers know the
value of their data, and trust and loyalty run strong. Brands are challenged
by being on the outside of consumer media bubbles, but there is great
opportunity for those that are permitted access.


Traditional New Media
• Traditional New Media is the most passive of the scenarios in which
consumer attention and media access are limited. Media consumption is
habitual and linear, existing among few sources and in its designated time
and place. Consumers care about utility and entertainment more than
connectivity and engagement, and they expect brand messages to fit into
their world.


Media Buffet
• Media Buffet is a future of highly fragmented consumer attention and
restrained media access as consumers dip in and out of media, taking
whatever catches their eye. They use multiple devices to sample multiple
sources, but their appetites are limited, possibly due to a lack of trust in
media and marketers. Though consumers are careful about whom they
trust; they will draw on media industry and user-developed content even-
handedly if it helps them get the information or entertainment they need.
Brand marketers are challenged to deliver spot-on information via multiple
channels.


Business Model Evolution
• Traditionally media business models have been based on selling copies of
content: A printed newspaper, a book, a DVD, a music record, even a digital
copy of a song.
• That model is about to disappear, claims Leonhard. He compares Internet to a
giant copy machine. Selling “copies” is a model of the past. Instead the entire
world shifts to a world of access.
• “If you are in the media industry you better get used to this. It is a whole new
industry.” Gerd Leonhard
• We must review our assumptions, says Gerd Leonhard. Like what is a copy in
this new world? How do you define “a copy” when you have unlimited music
streamed to you like in Spotify? If we cannot even define a copy, how can we
speak of copyright?
• Gerd Leonhard’s answer: Access (to the cloud) is the new copy!
• In the past the media made money through control and scarcity.
• “The future of the media is not a fight for distribution, it is a fight for attention.”
http://www.betatales.com/2010/11/18/waiting-for-the-tornado-how-medias-business-model-will-break-down/

New Era of CRM?
• Accenture’s Global Content Study (May 2010) found that a large majority of
media & entertainment companies surveyed (62 percent) rank the creation
of direct-to-consumer relationships as one of their top three priorities.
• More than a third of them (38 percent) already have such relationships while
46 percent have both direct and indirect models.
• In fact, only 16 percent still have a pure indirect consumer model, and most
of them are already trying to break free from it.

Source: Accenture, May 2010 http://www.accenture.com/NR/rdonlyres/F4647D9E-DAB7-4BB5-85AD-
82A337C2F970/0/Accenture_Driving_Growth_through_Innovation_in_Media_Entertainment.pdf

New Hybrid Business Models
• Uncertainty and volatility have created a situation in which many different
digital business models co-exist in the media and entertainment industry,
with no single model yet emerging as dominant.
• This situation was confirmed by the Accenture Global Content Study. No
single business model was chosen as dominant, strongly implying that
companies will need to pursue hybrid models, mixing different revenue
sources. Just over a third of the executives in the survey predicted that
advertising-funded models will predominate in three years’ time; 21 percent
favor a hybrid mix of ads and various other revenues; 18 percent point
toward a “freemium” model, blending a basic “free,” or ad-funded offering
with a premium ad-free version; and 22 percent cite paid-for models.
• The hybridization of business models combining multiple revenue sources
likely reflects the general downturn in advertising spend, which has
increased the pressure for companies to move toward hybrid approaches
drawing on several simultaneous revenue streams.

New, Hybrid Business Models
• Overall, the responses from the executives in the study suggest that the
choice of model will be determined on a case-by case basis, depending on
the specific characteristics of the offering and target consumers.
• Going forward, it will be critical for companies to have the flexibility and
commitment to innovation that enables them to operate a combination of
models, and to move between them as consumers’ requirements change


Supply Chain Digitization
• Another important dimension of operational excellence is the continued
digitization of the supply chain. According to the Global Content Study
findings, the digital supply chain is now a must-have capability for
competing in the industry. Despite tough economic conditions, investments
in the digital supply chain are continuing to rise, with 69 percent of
executives saying their businesses’ investments in digital transformation
increased by at least 10 percent in 2009.
• And 90 percent of executives whose companies have “fully digital”
operations still have an ongoing program to improve their digital
capabilities— evidence that digital supply chain capabilities will continue to
be an essential means to create, manage and distribute content.
• Digitizing a company's supply chain can produce dramatic results. Media
and entertainment companies can potentially save up to 40 percent of their
operational costs by migrating to a fully digital environment.


New Business Models: Co-
Creation

New Business Models: Co-
Creation
• Distributed co-creation moves into the mainstream
• Facebook has marshaled its community for product development. The
leading social network recently recruited 300,000 users to translate its site
into 70 languages—the translation for its French-language site took just one
day. The community continues to translate updates and new modules.
• Yet for every success in tapping communities to create value, there are still
many failures. Some companies neglect the up-front research needed to
identify potential participants who have the right skill sets and will be
motivated to participate over the longer term. Since cocreation is a two-way
process, companies must also provide feedback to stimulate continuing
participation and commitment. Getting incentives right is important as well:
cocreators often value reputation more than money. Finally, an organization
must gain a high level of trust within a Web community to earn the
engagement of top participants.

Source: McKinsey, August 2010 https://www.mckinseyquarterly.com/High_Tech/Strategy_Analysis/Clouds_big_data_and_smart_assets_Ten_tech-
enabled_business_trends_to_watch_2647

New Business Models:
Networked Organization

• Making the network the organization
• Dow Chemical set up its own social network to help managers identify the
talent they need to execute projects across different business units and
functions. To broaden the pool of talent, Dow has even extended the
network to include former employees, such as retirees. Other companies
are using networks to tap external talent pools. These networks include
online labor markets (such as Amazon.com’s Mechanical Turk) and contest
services (such as Innocentive and Zooppa) that help solve business
problems.
• Management orthodoxies still prevent most companies from leveraging
talent beyond full-time employees who are tied to existing organizational
structures. But adhering to these orthodoxies limits a company’s ability to
tackle increasingly complex challenges. Pilot programs that connect
individuals across organizational boundaries are a good way to experiment
with new models, but incentive structures must be overhauled and role
models established to make these programs succeed. In the longer term,
networked organizations will focus on the orchestration of tasks rather than
the “ownership” of workers.

Collaboration

• Collaboration at scale
• Across many economies, the number of people who undertake knowledge
work has grown much more quickly than the number of production or
transactions workers. While the body of knowledge around the best use of
such technologies is still developing, a number of companies have conducted
experiments, as we see in the rapid growth rates of video and Web
conferencing, expected to top 20 percent annually during the next few years.
• Many companies err in the belief that technology by itself will foster increased
collaboration. For technology to be effective, organizations first need a better
understanding of how knowledge work actually takes place. A good starting
point is to map the informal pathways through which information travels, how
employees interact, and where wasteful bottlenecks lie.
• In the longer term, collaboration will be a vital component of what has been
termed “organizational capital.” The next leap forward in the productivity of
knowledge workers will come from interactive technologies combined with
complementary investments in process innovations and training. Strategic
choices, such as whether to extend collaboration networks to customers and
suppliers, will be important.

Internet of Things

New Business Models
• The growing ‘Internet of Things’
• The adoption of RFID (radio-frequency identification) and related
technologies was the basis of a trend we first recognized as “expanding the
frontiers of automation.” But these methods are rudimentary compared with
what emerges when assets themselves become elements of an information
system, with the ability to capture, compute, communicate, and collaborate
around information—something that has come to be known as the “Internet
of Things.” Embedded with sensors, actuators, and communications
capabilities, such objects will soon be able to absorb and transmit
information on a massive scale and, in some cases, to adapt and react to
changes in the environment automatically. These “smart” assets can make
processes more efficient, give products new capabilities, and spark novel
business models.


• Experimentation and big data
• Could the enterprise become a full-time laboratory? What if you could analyze every
transaction, capture insights from every customer interaction, and didn’t have to wait
for months to get data from the field? What if . . . ? Data are flooding in at rates never
seen before—doubling every 18 months—as a result of greater access to customer
data from public, proprietary, and purchased sources, as well as new information
gathered from Web communities and newly deployed smart assets. These trends are
broadly known as “big data.” Technology for capturing and analyzing information is
widely available at ever-lower price points. But many companies are taking data use
to new levels, using IT to support rigorous, constant business experimentation that
guides decisions and to test new products, business models, and innovations in
customer experience. In some cases, the new approaches help companies make
decisions in real time. This trend has the potential to drive a radical transformation in
research, innovation, and marketing.
• Other companies too are mining data from social networks in real time. Ford Motor,
PepsiCo, and Southwest Airlines, for instance, analyze consumer postings about
them on social-media sites such as Facebook and Twitter to gauge the immediate
impact of their marketing campaigns and to understand how consumer sentiment
about their brands is changing.

Multisided Models

Multisided Models
• The age of the multisided business model
• Multisided business models create value through interactions among
multiple players rather than traditional one-on-one transactions or
information exchanges.
• In the media industry, advertising is a classic example of how these models
work. Newspapers, magazines, and television stations offer content to their
audiences while generating a significant portion of their revenues from third
parties: advertisers.
• Other revenue, often through subscriptions, comes directly from consumers.
More recently, this advertising-supported model has proliferated on the
Internet, underwriting Web content sites, as well as services such as search
and e-mail.
• It is now spreading to new markets, such as enterprise software: Spiceworks
offers IT-management applications to 950,000 users at no cost, while it
collects advertising from B2B companies that want access to IT
professionals.
Source: McKinsey, August 2010 https://www.mckinseyquarterly.com/High_Tech/Strategy_Analysis/Clouds_big_data_and_smart_assets_Ten_tech-enabled_business_trends_to_watch_2647

Innovation from the Bottom Up

• Innovating from the bottom of the pyramid
• The adoption of technology is a global phenomenon, and the intensity of its
usage is particularly impressive in emerging markets. McKinsey research
has shown that disruptive business models arise when technology
combines with extreme market conditions, such as customer demand for
very low price points, poor infrastructure, hard-to-access suppliers, and low
cost curves for talent.
• Hundreds of companies are now appearing on the global scene from
emerging markets, with offerings ranging from a low-cost bespoke tutoring
service to the remote monitoring of sophisticated air-conditioning systems
around the world. For most global incumbents, these represent a
new type of competitor: they are not only challenging the dominant players’
growth plans in developing markets but also exporting their extreme models
to developed ones. To respond, global players must plug into the local
networks of entrepreneurs, fast-growing businesses, suppliers, investors,
and influencers spawning such disruptions. Some global companies, such
as GE, are locating research centers in these cauldrons of creativity to spur
their own innovations there. Others, such as Philips and SAP, are now
investing in local companies to nurture new, innovative products for export
that complement their core businesses.
Source: McKinsey, August 2010 https://www.mckinseyquarterly.com/High_Tech/Strategy_Analysis/Clouds_big_data_and_smart_assets_Ten_tech-enabled_business_trends_to_watch_2647

Consumer Responses are still
Evolving
• New platforms are boosting consumption of old content: Far from
undermining existing and traditional content, advances in digital technology
can actually re-establish and restore content’s value for consumers. For
example, consumers who are early adopters of tablets have told
PricewaterhouseCoopers that these devices are prompting them to read
more and to access more content, thereby suggesting that tablets could
prompt a revival in book reading. Similarly, HDTV is supporting television
revenues, 3-D is boosting film, and authorized music sites are steadily
restoring the value of recorded music that was lost to illegal peer-to-peer
downloading. In each case, digital innovation in devices and applications is
enhancing the experience of the consumption of content.

Source: PwC Outlook 2010 http://www.pwc.com/gx/en/global-entertainment-media-outlook/pdf/Outlook2010-Consumer-in-driver-seat.pdf

Consumer responses are still
evolving
• Willingness to pay: Similarly, many users of previously free ad-funded online
content services have proved ready and willing to switch to paying for an ad-free
variant under “freemium”—a business model that works by offering basic services for
free while charging a premium for advanced or special features. Pioneered by the
likes of Flickr, freemium is now used by such online music services as Pandora. The
success of Zynga’s well-known social games such as Farmville and Mafia Wars lies
in Zynga’s ability to create consumer stickiness by offering the games for free while
earning revenue from microtransactions for virtual goods. The rise of freemium
confirms that high-quality, licensed services can be more attractive to consumers
than unlicensed peer-to-peer alternatives are.
• Digital consumption extends across generations: More mature demographics are
becoming increasingly enthusiastic adopters of new modes of digital consumption.
Recent industry figures show that people over 45 years old account for 42 percent of
users on Facebook. The rise of the older digital community is taking the revenue and
market potential of new services into new demographic and content areas


Revenues Migrating to Digital


Fast Future
• Research, consulting, speaking, leadership
• 5-20 year horizon - focus on ideas, developments,
people, trends and forces shaping the future
• Clients
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Designing Your Future
Key Trends, Challenges and Choices Facing
Association and Nonprofit Leaders
• 50 key trends
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leaders
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framework
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• Published August 2008
• Price £49.95 / €54.95/ $69.95
• Email invoice request to

Rohit Talwar
• Global futurist and founder of Fast Future Research.
• Award winning speaker on future insights and strategic
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5 continents
• Author of Designing Your Future – Published 08/2008
• Profiled by UK’s Independent Newspaper as one of the Top 10
Global Future Thinkers
• Led futures research, scenario planning and strategic
consultancy projects for clients in telecommunications,
technology, pharmaceuticals, banking, travel and tourism,
environment, food and government sectors
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Beers, DHL, EADS, Electrolux, E&Y, GE, Hoover, Hyundai, IBM,
ING, Intel, KPMG, M&S, Nakheel, Nokia, Nomura, Novartis,
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Siemens, Symbian, Yell , numerous international associations
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Example Projects
• Public and private client research e.g. :
– Convention 2020 – the Future of Business Events
– Future Convention Cities Initiative – Maximising Long-term Economic Impact of Events
– One Step Beyond – Future trends and challenges for the events industry
– Hotels 2020: Beyond Segmentation – Future Hotel Strategies
– The Future of Travel and Tourism in the Middle East – a Vision to 2020
– Future of Travel and Tourism Investment in Saudi Arabia
– Aviation and Airports e.g. Aviation 2030
– Scenario Projects – Migration 2030, Future of Narcotics, Chemical Sector, Family 2030
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– Designing Your Future (Published August 2008) – book written for the American Society
of Association Executives & The Center for Association Leadership
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Convention 2020
• Global strategic foresight study to help the meetings industry prepare for
the decade ahead - Industry-wide sponsors
• Multiple outputs Nov 2009 – December 2011
• Current studies on future strategies for venues and destinations

Future Convention Cities Initiative
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Hotels 2020 – Objectives
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for the globally branded hotel
sector over the next decade
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Image Sources
• Slide 1 http://www.mobilebillboardfranchise.com/Portals/85285/images/Changing%20world.jpg
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