PRESENTATION OUTLINE BY: FATIMA ALI & MAHEEN TAFSIR

WHAT IS MIDDLE EAST? Comparison of KSA, TURKEY, & UAE with Pakistan y KSA y y y y y Culture Marketing practices ( pricing, promotion, distribution, advertising laws) Legal issues Other Marketing activities Video / print ads Demographics, currency, economy, population, etc.

TURKEY y Culture y Marketing practices ( pricing, promotion, distribution, advertising laws) y Legal issues y Other Marketing activities y Video / print ads UAE y y y y y Culture Marketing practices (pricing, promotion, distribution, advertising laws) Legal issues Other Marketing activities Video / print ads

PAK AND MIDDLE EAST RELATIONS y Article about trading activities

WHAT PAKISTANI BUSINESSES/ PRODUCTS CAN BE SUCCESSFUL IN KSA, UAE OR SAUDIA?

WHAT IS THE MIDDLE EAST? The Middle East is the common term for a region consisting of countries in southwest Asia and, usually, at least part of North Africa. It is an interesting term - middle of what? east of what? While the term is now widespread both inside and outside the region, it is in fact relatively new. It was coined only at the end of the nineteenth century by the British foreign service, and used in a 1902 article by a United States naval officer. It was originally used to distinguish the area east of the Near East - the Balkans and the Ottoman Empire - and west of India. It included Afghanistan and Persia. Of course, the Far East denoted the countries of East Asia, including China, Japan, and Korea. And of course, the term is entirely Eurocentric - the region is east from the perspective of western Europe, but not from China, or Russia, or Africa. Today, Near East and Middle East are synonyms, but Middle East is the more widely used term (except in archaeology, where Near East is still more common). The origin of the name speaks volumes about the political realities of the nineteenth century, when the perspective of the British in particular carried enormous weight. Interestingly, today the term Middle East is commonly used within the region itself. What's a region, anyway? To decide what the Middle East is, and what area it covers, we have to understand what a region is. Regions are subjectively determined (and thus debatable) areas that we perceive to have certain characteristics in common. They may be defined by physical geography; for example, areas bordered by mountains or rivers or seas, or areas which share a similar climate. They may also be defined by characteristics of human geography, such as shared historical experience, the same language, the same religion, or similar cultural practices. In the case of the Middle East, both physical and human geographic considerations are brought to bear to define the region. The Middle East is, very generally speaking, an arid region in Southwest Asia and part of North Africa stretching from the Mediterranean Sea to the Persian Gulf, bounded by the Black and Caspian Seas in the north and the Sahara Desert and Indian Ocean in the south. It has a long shared history and a shared religious tradition, being the birthplace of the three main monotheistic religions of Judaism, Christianity and Islam. It is also often defined as being a locale of trade and cultural transmission, and sometimes conflict, between Europe, Africa and Asia. Within the larger Middle East, one can also describe sub-regions, such as North Africa or the Levant, which share certain characteristics. The Levant, for example, encompasses modern Syria, Lebanon, Israel and the Palestinian territories, and is often seen as an important area in part because of its close historical connection with countries in Europe and around the Mediterranean. The Gulf countries of Bahrain, Kuwait, the United Arab Emirates and Oman are linked not only by shared history, language and religion, but by the shared opportunities and problems caused by the presence of large oil reserves in these countries. These countries all lie at the eastern edge of a large geological plate (the Arabian plate) that is tilted down from west to east - thus there are mountainous areas on the western end of the plate and oil deposits concentrated along the eastern edge at the shores of the Persian Gulf. What's in, what's out? The exact roster of countries thought to be a part of the Middle East region is often debated. If you look at different maps of the Middle East, you will see different countries included and excluded. Almost everyone would agree that the following countries are part of the Middle East:

y y y y y y y y y y y y y y y

Bahrain Egypt Iran Iraq Israel Jordan Kuwait Lebanon Oman The Palestinian Territories Qatar Saudi Arabia Syria United Arab Emirates Yemen

Notice that all but two are Arabic-speaking majority countries, the exceptions being Iran (where the national language is Persian) and Israel (where the national languages are Hebrew and Arabic). Egypt is normally included in maps of the Middle East, although it is in Northeast Africa. Why? Egyptians speak Arabic, and Egypt has been a major player in the politics of the Middle East for literally thousands of years, so it is difficult to conceive of the region without Egypt. Likewise, many experts also include the other countries of North Africa - Libya, Tunisia, Algeria and Morocco - because they are also Arabic-speaking and their history and culture are tied to those of the other countries of the Middle East. Also, most experts in the region would include Turkey - in fact, it is often referred to as a bridge between the Middle East and Europe, both because it straddles the continents of Europe and Asia, and because its historical experience is intertwined both with that of European states and with that of the Middle East. For our purposes, the Middle East will include all of the countries in the list above as well as:
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Turkey Morocco Algeria Libya Tunisia

Not Quite the Middle East Today, many maps include the countries of Afghanistan, Pakistan and the Central Asian states of Turkmenistan, Uzbekistan, Tajikistan, Kyrgyzstan and Kazakhstan. Until the collapse of the Soviet Union, the Central Asian countries were usually studied as part of the Soviet bloc and Pakistan and Afghanistan as part of political and cultural region of South Asia, rather than as part of the Middle East. However, particularly after the tragic events of September 11 and the U.S.-led invasion of Afghanistan, these countries have more often been associated with the Middle East because of their political and religious connections, although there are also many dissimilarities in politics, language and culture between these countries and the Middle East. Similarly, the countries of Georgia, Armenia and Azerbaijan, located between the Black and Caspian Seas, are sometimes included on maps of the Middle East. Cyprus, an island in the Mediterranean, has a majority Greek-speaking population, although there is a minority Turkish population in the northern

part of the island who claim independence in a republic recognized only by Turkey. These countries and their peoples have had long interrelationships with the Middle East, but again have strong local characteristics that also distinguish them from their neighbors to the south and east. Sudan is another country that is sometimes considered to be a part of the Middle East, sometimes because of its close and often contentious relationship with Egypt. While there are significant Arabicspeaking and Muslim populations in Sudan, its other cultural and linguistic differences would usually place it in an African context rather than a Middle Eastern one. Very often, countries on the periphery of the Middle East are incorporated into maps and into the discourse on the Middle East when there is political strife in these areas, often involving Muslims, simply because many Americans don't distinguish easily between the Middle East and Islam. For our purposes, we will not include these countries in our definition of the Middle East, but will incorporate them into our discussion where it is relevant. What the Middle East is Not There are two common mistakes that are often made when referring to the Middle East. The first is to confuse the Arab world with the Middle East. The Middle East is a very diverse region, with many languages and cultures. While the majority of the inhabitants of the region speak Arabic, there are several countries in the Middle East that are not majority Arabic speaking, including Turkey, Iran, and Israel. Of course, there are also minority communities within the Middle Eastern Arab-majority states for whom Arabic is not their native language, including the Kurds, Berbers, and many other groups. At the same time, there are many Arabic speakers who live in non-Arab majority states, from Sudan to the United States. Although there is a great deal of overlap, the Middle East and the Arab world are not the same thing! The second common mistake is to equate the Middle East and Islam. While Islam began in the area that is now the modern state of Saudi Arabia, it has spread over the centuries so that there are communities of Muslims all over the world. Most Muslims today don't live in the Middle East or grow up speaking Arabic (although many do learn some Arabic for religious reasons, since it is the language of the Quran). In fact, less than 20% of all the Muslims in the world-and there are over 1.3 bill ion-are native speakers of Arabic http://www.teachmideast.org/essays/27-geography/51-what-is-the-middle-east Terrorism in Middle East Middle East terrorism is an important issue these days. It seems as though Middle East Terrorism isn't confined to the Middle East anymore - it has been brought to the west. There are a number of Middle East terrorist groups that have an ideology that is starkly different than that of the west. To understand what drives terrorist ideology, please read the following about groups that are involved in Middle East Terrorism: 1. 2. 3. 4. 5. Tanzim Fatah-Fateh Islamic Jihad - Jihad Islami Hamas Al-Qaeda

6. Al-Aqsa Martyrs Brigades

Country Egypt Turkey Iran Sudan Algeria Morocco Iraq Saudia Arabia Yemen Syria Israel

Capital Cairo Ankara Tehran Khartoum Algiers Rabat Baghdad Riyadh Sanaa Damascus Jerusalem

Area 1,001,450 sq km 783,562 sq km 1,648,195 sq km 2,505,813 sq km 2,381,741 sq km 446,550 sq km 438,317 sq km 2,149,690 sq km 527,968 sq km 185,180 sq km 20,770 sq km 89,342 km 83,600 km 10,400 km 360 km sq sq sq sq

Population 82,079,636 78,785,548 77,891,220 45,047,502 34,994,937 31,968,361 30,399,572 26,131,703 24,133,492 22,517,750 7,473,052

GDP(PPP) $500.9 billion $958.3 billion $863.5 billion $98.79 billion $254.7 billion $153.8 billion $117.7 billion $622.5 billion $61.88 billion $106.4 billion $217.1 billion $33.79 billion $199.8 billion $58.65 billion -

Per capita $6,200 $12,30 0 $11,20 0 $2,200 $7,400 $4,900 $3,600 $24,20 0 $2,600 $4,800 $29,50 0 $5,300 $40,20 0 $14,20 0 -

Currency Egyptian Pound Turkish Lira Iranian Rial Sudanese Pound Algerian Dinar Moroccan Dirham Iraqi Dinar Riyal Yemeni Rial Syrian Pound Israeali new Shekel Jordania n Dinar UAE Dirham Lebanese pound Israeli New Shekel Israeli New Shelel Kuwaiti Dinar Omani Rial Qatari Rial Bahraini Dinar

1 PKR= 0.07 0.02 123.72 0.03 0.85 0.09 13.63 0.04 2.50 0.55 0.04

Jordan UAE Lebanon Gaza

Amman Abu Dhabi Beirut Gaza

6,508,271 5,148,664 4,143,101 1,657,155

0.008 0.04 17.59 0.04

West Bank

Ramallah

5,860 sq km

2,568,555

$12.79 billion

$2,900

0.04

Kuwait Oman Qatar Bahrain

Kuwait City Muscat Doha Manam

17,818 sq km 309,500 sq km 11,586 sq km 760 sq km

2,595,628 3,027,959 848,016 1,214,705

$144.3 billion $76.53 billion $122.2 billion $29.82 billion

$51,70 0 $25,80 0 $145,3 00 $40,40 0

0.003 0.004 0.004 0.004

SAUDI ARABIA BUSINESS & SOCIAL CUSTOMS y y Preparation, and some basic knowledge of Saudi business culture, can make the difference between a successful business deal and a failed negotiation. Some Saudi business executives and officials may be reluctant to schedule an appointment until after their visitors have arrived in the Kingdom. Business visitors should inform their Saudi hosts of their travel plans and agenda, but may have better success scheduling a specific meeting once they have arrived in Saudi Arabia. The religious holidays of Ramadan and Hajj and the daily prayer breaks should also be taken into consideration when scheduling business meetings. Saudi businesses are unlikely to finalize any serious negotiation without such a face-toface meeting, as doing business in the Kingdom is still mostly personal. Proper attire at business meetings is essential, as it is a sign of respect for the person with whom you are meeting. Conservative business suits are recommended. Business cards exchanged are usually printed in English on one side and Arabic on the other. Meetings are conducted at a leisurely pace, with the parties involved enjoying cordial discussion over coffee and tea. Saudi business executives like to feel comfortable with their business partners before agreements or contracts are signed. Many Saudi business executives have an impressive history of trade experience, experience with the West, and a command of the English language. They prepare carefully for meetings and have a good grasp of the important details surrounding negotiations, relying more heavily on memory than on papers and notes. The Arab people are very hospitable and will go to great lengths to make guests feel welcome and comfortable. Foreign business executives can expect to be served first and will be ushered first through doorways. If an invitation is extended to a Saudi colleague for a meal or coffee, it is customary for the person who issued the invitation to pick up the bill. Some Saudis will decline an offer at least one time out of politeness. When engaged in conversation, Saudis tend to stand much closer to one another than Americans, North Europeans, and East Asians do. Their conversational distance is more similar to that of Latin Americans and Southern Europeans. Arabs will also employ some body contact to emphasize a point or confirm that they have your attention. It is important not to draw back, however. This may be interpreted as a rebuff or rejection of what is being said. Respect is a value that is held very highly by the Arab people, and this shows in both business and social settings. Doing business in Saudi Arabia is somewhat more challenging for women. There is gender separation in the Kingdom. Many public places, like hotels and restaurants, will have family rooms where women are served with their husbands. Women are expected to dress conservatively. It is generally uncommon for a Muslim man to shake hands with a woman or engage in the conversational body contact that is common when speaking to another man, although Saudis who have experience with Western culture may be inclined to do so.

MARKETING AND SALES STRATEGY The Saudi market represents both a challenge and opportunity for foreign businesses. By itself, the Kingdom is not an overly large market, with a population of more than 25 million. It does, however, lie at the heart of a far larger regional market that includes the GCC, the wider Arab world, and the Indian subcontinent, totaling some 1.6 billion people. The Saudi market is also characterized by consumers with high disposable income. The large percentage of the population aged under 20 will likely substantially increase the demand for a wide range of consumer goods and products in the coming years. Distribution Channels There are three primary marketing regions in the Kingdom: the Western Region, with the city of Jeddah as the main commercial center; the Central Region with the capital, Riyadh; and the Eastern Province, where the oil and gas industry is concentrated. Many companies import goods for their own use or for direct sales to end-users, making the location and number of retail outlets an important factor. Pakistani exporters might find it beneficial to appoint different agents or distributors for different regions. Multiple agencies or distributors might also be assigned to handle diverse product lines or services. Although there is no requirement for exclusive distributorships, Saudi Ministry of Commerce policy is that all such arrangements be exclusive with respect to either geographic region or product line. Many Saudi companies are active in numerous product lines. A Saudi agent will typically expect the foreign supplier to assume many of the market development costs, such as the hiring of a dedicated sales staff. Foreign suppliers often assign a sales person to the Saudi distributor to provide training, marketing, and technical support. Without such an arrangement, firms should travel to Saudi Arabia regularly to support their Saudi distributor. Product Pricing The exchange rate of the dollar has been fixed at 3.75 riyals to the dollar since 1986, a strong dollar value compared to the yen and European currencies. Reasonable interest rates have greatly facilitated market penetration Products are usually imported on a CIF basis, and mark-ups depend largely on what the vendor feels that the market will bear. No standard formula exists for determining mark-up rates. The asking price is often reduced, to entice the client and because of the Saudi interest in bargaining and personal exchange. Financing has become a leading consideration in purchasing, especially for investment goods and repeat orders. As leveraged transactions are becoming the norm, Saudis have come to understand that an attractive financial package can be more desirable than a low up-front price. Marketing and Advertising Direct marketing is not a widely used technique in Saudi Arabia. Personal relations between vendors and customers are extremely important in the Kingdom. Many types of direct marketing practiced in other countries are not practiced in Saudi Arabia due to Islamic precepts concerning gender segregation and privacy in the home. The limitations of the Saudi postal system are also a factor. Businesses and private citizens use post office boxes because home delivery and postal insurance are not available. Limited direct marketing is being conducted through commercials on satellite television providing consumers with a local telephone number to arrange purchase and delivery.

Advertising is a rapidly expanding business in the Kingdom, and is crucial in gaining retail sales and market share.. Most companies now choose to advertise in a wide range of media, including TV, newspapers, trade magazines, billboards, and trade promotion events. Lately, many companies have been advertising through national festivals, events, and sweepstakes drawings that occur usually in malls and shopping centers. TV commercials are broadcast on the two Saudi channels during limited periods of the day. One channel is in English, the other Arabic, which both broadcast over the entire Kingdom. Contents of the commercial must conform with religious and moral values. An alternative approach to presenting products in the Kingdom is advertising through international TV channels such as CNN, the Middle East Broadcasting Corporation (MBC), and Arab Radio & TV (ART). MBC, which is based in London and is Saudi-owned, is similar to CNN with a variety of interesting programs. ART, based in Italy, covers more entertainment and sports. Other Arabic satellite channels have been launched and are attracting numerous advertisers. Orbit, a Saudi-owned satellite service based in Cyprus, has a number of different channels that present American movies and various programming. Print advertising is also important. In recent years, many new magazines have appeared on the Saudi market. Among the popular magazines in the Kingdom are Al-Majallah, Al-Yamamah, and Sayidati. Newspaper advertising is carried out in local English and Arabic papers. Advertising rates vary greatly, but the rates are considerably lower than in the U.S., largely because of a much smaller readership. The three local dailies published in English have circulations of between 20,000 and 50,000 copies: Arab News (Jeddah); Saudi Gazette (Jeddah); and the Riyadh Daily (Riyadh). The leading Arabic newspapers have nationwide distribution and circulation of between 70,000 and 100,000: Al-Sharq Al-Awsat, Okaz, Al-Hayat, Al Jazira, and Al Riyadh. Um Al Qura is the official government newspaper. Other relevant newspapers have lower circulation and at times only regional distribution: Al Bilad, Al Madina, Al Nadwa, and Al Youm. Another publication, the Al Iqtisadiah economic daily, focuses on business issues. Customer Support/Service Saudi Arabia has an open and competitive market. As a result, above average sales service and customer support are important factors in winning and maintaining new clients. A foreign firms physical presence in the Kingdom is viewed as a symbol of their long-term commitment to doing business in the area. Prompt delivery of goods and the presence of qualified support technicians are becoming more important, and they influence business much more now than was the case five or ten years ago. Government agencies normally require equipment suppliers to commit to providing maintenance and spare parts for an average period of three years. MARKETING AND SALES STRATEGY There are very good prospects for companies who want to export their products to the Saudi Arabian market. However, there are certain marketing procedures and sales techniques which have to be observed in order to develop and sustain business relationships over a long period of time. The Saudi market should be constantly reviewed for product adaptation and change. Exporters should ensure regular supplies as per specifications, at the specified time and place already agreed upon and at the stipulated prices. Any subsequent and sudden price changes, even pertaining to after-sales services, should be

avoided. Exporters' contacts with importers in Saudi Arabia should be direct and regular. Complete product lines, rather than single products, should be introduced into the Saudi market whenever possible in order to benefit from greater demand stimulation and cost reductions. Exporters are required to check with Saudi importers or directly with the Saudi Arabian Standards Organization, (see appendix I for address) on the precise implementation of Saudi Arabian Standards pertaining to their exported products to the Kingdom. Exporters to Saudi Arabia should display their products regularly in the major commercial urban centers of the Kingdom. Necessary permission is obtained by writing or contacting directly the Director, Exhibitions Department, Ministry of Commerce (see appendix I for address). Efforts should be made to improve the appearance of exported commodities by means of attractive packaging. Products to be exported should be properly branded and labeled both in English and Arabic. In the case of machinery and equipment; after-sales service, including warranties, maintenance and the provision of spare parts, should be prompt and efficient. BUSINESS OPPORTUNITIES IN THE KINGDOM In pursuit of the policy of free market enterprise, economic diversification, structural shift from building the infrastructure to the production of goods and services and the subsequent increasing reliance on the private sector as the major economic force, the Kingdom of Saudi Arabia invites Foreign companies to participate in the following areas which are essential to its current and future economic growth:
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Import-substitution and export-oriented joint ventures. Projects contributing to technological progress in the Kingdom and the development of established factories through improvement of production methods and minimization of production costs. Projects directly related to the current economic development in the Kingdom which include, but are not limited to, the following: a) Industries utilizing locally abundant raw materials from petrochemical or petroleum products. b) Food industries utilizing locally abundant agricultural products. c) Specialized industries in the fields of maintenance and the manufacturing of spare parts and equipment.

In most of the industrial joint ventures, the foreign partner supplies the management, technical expertise, and part of equity resources, if they are desired, depending on the collaboration arrangements. The Saudi partner provides local supervision, local skilled and unskilled labor, and handles local business contacts, apart from participating in the equity resources. For further details on establishing joint ventures in the Kingdom, Industrial Licensing Regulations and Procedures. With a foothold in the Saudi Arabian market, there will be numerous business opportunities for:
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Companies providing labor-saving equipment and services. Training services either directly delivered or as part of a product package. Managerial services either directly delivered or as part of a product package. Nearly all areas of health, personnel, and services

A further consideration for business opportunities is the procurement of government contracts. Government contracts are often offered through tenders. There is no central tenders board in Saudi Arabia, and every government agency may extend contracts. Bids for tenders must be applied for by local agents. In most cases, government contracts awarded to foreign companies require 30 percent of the total work to be subcontracted to a Saudi Arabian contractor http://www.the-saudi.net/business-center/marketing_and_sales_strategy.htm Business and Law in Saudi Arabia Once a company has decided on the type of business presence in Saudi Arabia, it must also be aware of a variety of laws that regulate that business, including labor law, tax law, and intellectual property law. Before considering those areas in detail, one must first understand the different types of laws that govern Saudi Arabia. The Law of Saudi Arabia As in other Islamic nations, the fundamental source of law in Saudi Arabia is the Islamic Law (the Sharia). The Sharia consists of the Holy Koran, the teachings of the Prophet Muhammad (the Sunnah), and the writings of legal scholars. Several other sources of law elaborate on the Sharia and govern commercial relations. Royal Decrees are adopted by the Saudi Council of Ministers and provide broad rules for a particular area such as taxes or labor relations. Regulations, often issued by government agencies, elaborate on these rules and provide more specific requirements. Tax Law As in any business transaction, the tax consequences are important. Unlike Pakistan, Saudi Arabia does not have a personal income tax. It does, however, have several taxes on business income. Depending on the type of company and its employees, a company may be exempt from certain taxes. Although Saudi Arabia does not tax personal income, Saudi citizens are subject to a tax, known as Zakat, essentially on the net worth of their assets. Non-Saudi businesses pay taxes based on the income and earnings of their businesses. Certain foreign income may be taxable if it relates to business in Saudi Arabia, for example, if certain operations take place both inside and outside of Saudi Arabia. Certain companies may qualify for relief from taxes on business income. In some cases, a company may qualify for a tax holiday. The tax holiday may relieve the company from paying some taxes for several years. The Saudi Government will grant the tax holiday to a company that employs a certain percentage of Saudi citizens or engages in certain types of industries. Intellectual Property Law Intellectual property law encompasses three distinct areas: trademarks, copyrights, and patents. In Saudi Arabia, each area is governed by a different set of rules.

Saudi Tribunals vs Courts in Other Nations If a dispute arises between a foreign company and a Saudi party, the foreign company should consider suing the party in Saudi Arabia. In some cases, Saudi law requires the suit to be brought in Saudi Arabia. For example, Saudi law prohibits government agencies from disputing a contract in another country. If the other partys only assets are in Saudi Arabia, the foreign company must ensure that any judgment will be enforced there. Bringing a suit directly in Saudi Arabia provides the best assurance that a favorable judgment will be enforced. The Saudi Judicial System In resolving disputes in Saudi Arabia, the foreign company might appear before a variety of tribunals. The Saudi judicial system consists of both general courts and specialized tribunals. The courts and tribunals may consist of a combination of judges and non-judges. Decisions may occur quickly or may take several years. In some cases, decisions may be appealed. The Sharia courts are the courts of general jurisdiction in the Saudi judicial system. Sharia judges preside over almost any dispute unless Saudi law provides otherwise. Sharia judges apply Islamic Law to decide a case. Sharia courts decide a case usually within a few months. Unlike some other legal systems, such as that of the United States, there is no time limit within which a party must bring a lawsuit. All decisions of Sharia courts may be appealed. Arbitration Arbitration presents a viable alternative to resolving disputes through the Saudi judicial system. Before agreeing to arbitration, however, a company should be aware of the rules in Saudi Arabia governing arbitration. A company also should investigate whether the decision of a particular arbitration can be enforced in Saudi Arabia. http://the-saudi.net/business-center/saudi-market.htm REACHING THE SAUDI ARABIAN MARKET Saudi Arabia is a country full of actual and potential business and investment opportunities. However, it should be noted that the Saudi Arabian market is highly competitive and business transactions take place on the basis of quality and cost. In addition to the availability of an advanced and continually upgraded infrastructure, the following factors facilitate foreign investments in Saudi Arabia: Free entrepreneurial spirit, respect for private ownership and an energetic private sector. Availability of capital, convertibility of the Saudi Riyal to hard currencies and stability of exchange rates. Protection of trademarks, patents and copy rights. Absence of controls on capital movement and repatriation of profits. Availability of an advanced and excellent banking system. A liberal tax system.

TURKEY MARKETING PRACTICES IN TURKEY There are a variety of cultural issues to consider when marketing in Turkey. Culture can affect what products and services are needed, how to reach a target market and act as a predictor of product success or failure. By examining the cultures of potential markets, companies can be more prepared for what to expect. Social and cultural environment in Turkey The social and cultural environment in Turkey has many important aspects that could affect the potential success of products and services. One of the first things to consider is the business environment.. There was a decline in government owned manufactures to get to that level. Turkey is a member of a variety of international organizations including the United Nations and trades with a variety of countries. Turkey has adopted European Union rules on measurement, quality and tariffs, adapting some to its circumstances. There are some incentives to business including that customs and duties on the import of industrial products have been eliminated. The middle class in Turkey is growing. The per capita income in 2010 was roughly $2.400. There are many individual traits that are part of the Turkish culture. As a society, the Turkish have a respect for rank, education and authority. The boss is the ultimate decision maker. Older people are thought to be wise and are treated with respect. Turkey is also tolerant of various religions. Hospitality and generosity are very important to the Turkish culture. Hospitality should not be refused by anyone doing business in Turkey. Turks are used to handling simultaneous conversations so interruptions in meetings are very common. Business meetings do not require an appointment since business managers are hospitable towards drop-by meetings. Business lunches and dinners are common and reciprocity is important. Business relationships are important to the Turkish. Business partners might be expected to perform favors beyond what might exist in other countries business relationships. Marketing in Turkey By understanding what types of products the consumer wants, local resources can be better utilized. Local resources often offer the key to what will work when marketing a product to a new country. There are several things to consider to successfully market in Turkey. Turkish is the predominant language, but there are several dialects. In different regions of Turkey, German and English are spoken. For business at the local level it will be important to communicate in Turkish . It will be important to have someone on the marketing and business team that speaks Turkish fluently in order to establish a local presence with a product. Verbal communication is more dominant than written expression in business in Turkey). A verbal agreement and handshake can seal a deal in Turkey. A variety of different market entry methods exist. Experts recommends that companies consider a joint venture strategy when entering the Turkey market. In this way, there will be local knowledgeable people that understand the market. Distribution in Turkey usually occurs through a dealer network. Urban areas usually make up the majority of sales The ideal method of marketing a product in Turkey would be to establish a partnership with an existing Turkish company. The partner company would need an existing distribution method that could be utilized for the new product. The partner company would also establish, foster and maintain relationships on the local level. The partner could also provide cultural knowledge and use their sensitivity of Turkish culture to help eliminate potential cultural, religious, or governmental problems.

Conclusion The impact of culture on marketing is something is very important. Multinational companies need to be aware that the culture in different countries can affect the needs and wants of products and services. It can be very difficult to transfer products and services between countries or even regions within a country because of differing cultural customs and traditions. Often a partnership with a company that already operates in a country is the best way to market a new product to that country. The expertise of the partner company can be invaluable in overcoming cultural and governmental barriers. Relationships & Communication . Turks prefer to do business with those they know and respect, therefore spend time establishing a personal relationship. . Relationships are fostered in the office, over extended lunches, dinners, and social outings. . Courtesy is crucial in all business dealings. . Turks do not require as much personal space as many other cultures and will stand close to you while conversing. . Do not back away, as this can be construed as unfriendly. . Discussions may start slowly, with many questions that may seem irrelevant to the purpose of your visit. It is extremely rude to insist that your colleagues get to the point. . Ask about his/her family without prying. Questions about children will be welcomed. . The Turks are proud of their country and will enjoy answering questions on their culture and history although be sure to avoid political history. . Most Turkish men love football (soccer) and usually support one of three teams: Galatasaray, Beikta or Fenerbahe. Asking after their team's recent fortunes will always produce lively and animate responses. . Once a relationship has been established, communication is direct. . It is vital that you maintain eye contact while speaking since Turks take this as a sign of sincerity. Business Meeting Etiquette . Appointments are necessary and should be made 1 to 2 weeks in advance, preferably by telephone. . Many Turks take vacation during July or August, so it is best not to try to schedule appointments at that time. . It is also not a good idea to schedule meetings during Ramazan (Ramadan). . Punctuality is expected although you should be prepared to be kept waiting. . First appointments are more social- than business-oriented since Turks prefer to do business with people they know. . Small talk helps establish a rapport. Do not immediately begin discussing business. . Have all printed material available in both English and Turkish. . Presentations should be well thought-out, thorough, and backed up with visual aids such as maps, chart and graphs.

UNITED ARAB EMIRTAES

BUSINESS PRACTICES

Avoid trying to do business in the Middle East during the month of Ramadan. Muslims fast from dawn till dusk which involves refraining from eating, drinking or smoking. During business hours general activity is reduced depending on the nature of the company or organisation. The traditional Islamic greeting you will hear is 'Asalamu alaykum' (peace be with you). As a non-Muslim you would not be expected to use it, but if you did you would receive the reply 'wa alaykum salam' (and peace be with you). When doing business in the Middle East, handshakes are always used and can last a long time. Islamic etiquette recommends that one waits for the other to withdraw their hand first before doing the same. Always use the right hand. Do not be surprised if your hand is held while you are led somewhere. Holding hands among men is common and does not carry the same connotations as it does in the West. Arabs are fairly informal with names when doing business and generally address people by their first names. John Smith will be addressed as Mr. John. Arab titles of note are: Sheikh (an old man, scholar, leader), Sayyid (descendant of the Prophet Muhammad) and Hajji (one who has performed the pilgrimage). Doing Business - Business is Personal Many Westerners that have lived or worked in the Middle East might use the words chaotic, disorganized and frustrating when discussing doing business there. Although this is a matter of perception, it is true that business runs on very different tracks to business in the West. 1. The Arabs do not separate professional and personal life. 2. A consequence of this mentality is the system known as 'wasta'. 3. If you have friends or contacts in the right places then rules can be bent or things done more quickly. 4. The Spoken Word 5. Meetings should not be made too far in advance as changes in personal circumstances may impact your appointment. 6. Initial meetings are all about relationship building. 7. Meetings can be chaotic. Always be prepared to exercise patience. Phone calls are taken during meetings and people may enter the meeting room unannounced and proceed to discuss their own agendas. 8. You will need a Saudi sponsor (wakeel) to enter the country. The sponsor acts as an intermediary and arranges appointments with appropriate individuals. 9. Saudis do not require as much personal space as most western cultures. As such, they will stand close to you while conversing and you may feel as if your personal space has been violated. 10. You must be patient. 11. Since Saudis will most likely judge you on appearances, dress and present yourself well. 12. Decisions are made slowly. Do not try to rush the process. 13. The society is extremely bureaucratic. Most decisions require several layers of approval. It takes several visits to accomplish simple tasks. 14. Saudis are tough negotiators.

15. Business is hierarchical. Decisions are made by the highest-ranking person. 16. Most Saudis wear long white thobes. You would be expected to wear a suit. http://www.kwintessential.co.uk/resources/global-etiquette/saudi-arabia-country-profile.html Online Advertising Spending Surges in the Middle East Large Internet companies are taking note of the region's recent vigor, and a potential surfing population of 300 million in 22 countries - By Alaa Shahine and Massoud A. Derhally In 2006, with the Egyptian economy on course for its biggest growth in at least two decades, Con O'Donnell's business was in trouble. Sarmady Communications, his Cairo-based digital media company, was struggling to attract advertisers to its websites. "Our business is creating content and selling advertising, and we ended up saying, 'do you want us to do a website for you?' We would do those things to have some cash flow." Four years later, Sarmady has three offices, and its sports and entertainment websites are awash with advertisements from companies such as Toyota Motor (TM), BMW, adidas, and Telecom Egypt. Revenue more than tripled, to $2 million in 2009, and may reach $4.3 million this year, O'Donnell said. The turnaround reflects new marketing strategies across the Middle East region of 22 countries and more than 300 million people. Over the past two years companies have begun to increase spending online, taking advantage of the growing number of Internet users and inexpensive multimedia technologies to advertise their products. Spending on online advertising in the Arab world may surge to about $400 million within four years from about $90 million in 2009, said Samih Toukan, chief executive of Jabbar Internet Group, which owns online businesses such as e-commerce website Souq.com. That's in contrast to the recent performance of online advertising worldwide, which fell 2.4 percent in 2009, to $26.4 billion, research group IDC said in March. A growing number of Arab businesses are "looking at the return on their [ad] investment and the best way to track that is online," said Husni Khuffash, Google's (GOOG) regional manager for the United Arab Emirates, Lower Gulf, and Levant. Large Internet companies are taking note of the region's recent vigor. Last year, Yahoo!, owner of the second-most-popular U.S. search engine, paid $164 million for Arabic-language Internet venture Maktoob.com, which owns e-mail, search, auction, and entertainment websites. In 2008, Vodafone Egypt took a majority stake in Sarmady. "There is a lot of room for advertising to grow, unlike other mature markets," says Ahmed Nassef, managing director for Yahoo! in the Middle East. "The numbers are there, and we have a vibrant advertising market" of as much as $9 billion in the Gulf Arab countries and elsewhere in the region, he says. Ad sales at Yahoo! Maktoob expanded more than 50 percent in 2009, says Nassef.

Microsoft's (MSFT) MSN gained first-mover advantage five years ago, with an Arabic version of its portal operated by LinkdotNet, an Egyptian company that owns nine sports, financial service, and entertainment ventures. The company now also operates MSN North Africa and another site dedicated to Pakistan. Online ads are "doing super well; it surprises most people," says Karim Bichara, the 35-yearold CEO of LinkdotNet. The company expects revenue this year to surge 110 percent. In February, LinkdotNet's advertising arm, Connect Ads, signed an agreement to sell ads in the region for social media site Facebook. Last month, Sarmady launched the Arabiclanguage version of the official website of the National Basketball Assn., which has a strong following in Arab nations, including Lebanon, Jordan, and the Arab Emirates. Still, challenges abound for online operators in the Middle East. Broadband penetration has picked up only in the past few years and remains low12 percent in 2009, according to a study by the Dubai Press Club, compared with 64 percent in North America. That's pushing many online ad and content companies to tap the mobile phone market, which has more than 230 million users in the region, according to Jawad Abbassi, general manager of Amman-based research company Arab Advisors Group. Of Sarmady's projected revenue this year, 40 percent will come from ads on the cellular applications of websites. Its flagship, sports website FilGoal.com, has already attracted campaigns from such advertisers as Egyptian vehicle assembler and distributor GB Auto. The lack of content is also a potential stumbling block. While 5 percent of Internet users worldwide are Arabs, only 1 percent of content is in Arabic, Nassef of Yahoo says. "If we grow content, that's going to increase user engagement online, and it will help grow the industry too." The bottom line: Internet advertising is growing fast in the Arab world. Low broadband penetration and lack of content in Arabic are challenges. http://www.businessweek.com/magazine/content/10_24/b4182021808328.htm The rules of Dubai May 25th 2008, 20:18 by The Economist | LONDON Working habits Most local men wear a dish-dasha (a crisp white ankle-length shift) and gutra (head cloth). Many local women wear an abaya (floor-length robe) in public. Work attire in Dubai tends to be quite formal, except on Thursdays, when many companies adopt a casual look. During Ramadan, working hours are shortened: many firms, including Western ones, close at 1pm. Personal connections (wasta in Arabic) are important, but not essential. Once you qualify to join a place like Dubai Internet City, staff will often use their wasta to open doors for you.

When to go The best time to visit Dubai is from October to April. Try to avoid the sweltering summer (June-September). The real discomfort in summer comes from the humidity. Drink plenty of water and protect yourself from the sun. Hats, sunscreen and sunglasses are strongly recommended, and it is best to stay indoors or in the shade during peak hours (11am-2pm). Summer is also the easiest time to catch a cold, oddly enough. Newcomers can often be spotted by their coughs and sneezes as they move between the steamy streets and Dubais fierce air-conditioning. http://www.economist.com/blogs/gulliver/2008/05/the_rules_of_dubai UAE tightens up advertising rules The UAE National Media Council has joined the debate on medical advertising. It has issued a warning against misleading medical advertisements, and said that a number of media outlets are violating the law by publishing unlicensed ads. The Ministry of Health must now approve all healthcare advertisements before publication and publishers or advertisers must pay a fee for approval of the material. Licences must carry a number, date of issue, and indicate the length of time an advertisement will run. Licenses must also indicate where the advertisements will run. Abu Dhabi is also cracking down on the herbal and traditional medicine industry. A new federal law regulating the market is expected soon. "A comprehensive federal law has become essential as some unscrupulous elements are cashing in on the popularity of herbal and traditional medicine in the country," said Dr Mazen Ali Naji, general manager, Zayed Complex for Herbal Research and Traditional Medicine, Abu Dhabi Health Authority. http://www.arabianbusiness.com/uae-tightens-up-advertising-rules-58575.html Advertising In UAE We cast an eye over the key trends destined to shape advertising in the UAE and beyond in 2008. 1) Recession? What recession? The good news for the UAEs advertising community is that the country should avoid the effects of the predicted economic recession in the US. The UAE, is classed as an emerging ad market compared to the US and other more saturated markets, looks set to continue to grow. Indeed, the UAEs ad sector the fifth fastest-growing in the world will see growth of 108.9% between 2006 and 2009, according to a recent report by ZenithOptimedia. Thats compared to a growth of just 2.5% for 2008 in the US. A Group M study, meanwhile, predicts growth of 13.1% for the ad sector in the Middle East and Africa in 2008 one of the biggest increases in the world. 2) TV rules OK For all the concern over fragmentation, proliferation and ad clutter, TV looks set to remain the dominant medium in the UAE. The regional TV ad market is said to be worth $300m, and ad spend on the medium is set to increase by 19% across the Middle East in 2008 higher than the 17.2% average for all media in the region.

3) Online to break 10% barrier According to eMarketer projections, internet advertising as a share of global ad spend will reach 7.4% this year, more than 10% by 2009, and at least 13.3% by the end of 2011. Internet ad spending is expected to exceed 10% of global ad investment for the first time ever in 2008. Search will comprise 65-70% measured online advertising in 2008, up from 50% in 2005. The Middle East, where internet usage has rocketed by nearly 500% since 2000, is ripe for growth in the online ad market. The proliferation of UGC and social media in the region is placing the consumer in the driving seat and taking control away from advertisers. This will be a major 2008 trend, according to OMD Digital director Dimitri Metaxas. He said: Traditionally, we are taught to carefully control our clients brand perceptions via strict guidelines and adherence to clear brand positioning and communication, but the explosion in the internet is fast changing all that. 4) Outdoor pursuits Outdoor, arguably the UAEs most cluttered ad sector, continues to boom despite spiraling costs. Recent media reports claim rates have soared by 500% since 2003, with a further rise of 20% expected over the next two years (Emirates Business 24/7). 2008 is likely to produce more discussion among the UAEs major players on ROI and the need for regulation, rate cards and a UAE outdoor advertising association. Advertisers will increasingly turn to technology as a means of cutting through the clutter and connecting with consumers. 5) Interaction; not interruption Spending on interactive marketing, including everything from email to mobile marketing, will more than triple over the next five years according to Forrester Research. Group M says spending on marketing services, such as sponsorships and public relations, is growing at a faster rate than on traditional advertising. As we revealed recently, product placement and branded content look set to flourish in the UAE, aided by a lack of restrictions and the growing popularity of reality TV shows. All the talk at Dubais media and ad conferences in 2007 was of ending the advertising of interruption and turning brands into an experience. The challenge for advertisers in 2008 is to put these words into action. Distribution in UAEUAE does very little of its own production. So it would be safe to say around 80% of the traded goods are imported. Hence most of the sales are through intermediaries rather than direct. So you would have a majority of retail/franchise distribution channel. Even for the locally produced ones the same channels do the end sales. More importantly, having Freezones, notably Jebel Ali FZ, Hamriya FZ, ICAD, UAE does a lot of re-export to its neighbours if not the whole world. The process is simple. Goods come in into the FZ. If exported within 6 months no duties are levied. They may even be taken out of the FZ, after paying duty, stocked anywhere in UAE, sold in UAE, or even re-exported. But again if the export is within 6 months the duty paid initially is reimbursed. Major names are as under: Petroleum: ENOC, ADNOC, EPPCO, EMIRAAT FOOD: Carrefour,Lulu,Union-Coop, Hyperpand. IT& Comm: etisalat, du Cars: all brands thru local distributors, alfuttaim, al habtoor, al ghandi etc

KISH ISLAND Kish Island - Kish is a 91.5-square-kilometre (35.3 sq mi) resort island in the Persian Gulf. It is part of the Hormozg n Province of Iran. Due to its free trade zone status it is touted as a consumer's paradise, with numerous malls, shopping centres, tourist attractions, and resort hotels. It has an estimated population of 20,000 residents and about 1 million people visit the island annually.[1][2] Kish Island was ranked among the worlds 10 most beautiful islands by The New York Times in 2010, and is the fourth most visited vacation destination in the Middle East after Dubai, U.A.E, and Sharm el-Sheikh.[3] Foreign nationals wishing to enter Kish Free Zone from legal ports are not required to obtain visas prior to travel. Valid travel permits are stamped for 14 days by airport and Kish port police officials. Economy Since the mid-1990s the Iranian government has embarked on an aggressive promotional and developmental campaign to tailor Kish as a rival to Dubai but mainly a big rival to Doha. Steps taken in order to accomplish this include launching massive construction projects and programs designed to attract foreign investment and trade. Within the area of the Kish Free Zone, as it is known, the standard laws of the Islamic Republic of Iran are far more relaxed than on the mainland, which has resulted in significant increases in mostly domestic tourist population over the years, as well as in international trade on the island. The population of the island includes significant numbers of both Muslims and Christians. Kish Free Zone total foreign trade stands at around $9.2 billion per annum (2009). Fifteen percent of all imports to Iran are through Kish. Investment incentives in Kish free trade zone include:
    

15 years tax-exemption; no entry visa requirement; 100% foreign ownership possible; flexible monetary & banking services; Extended legal guarantees & protection.

PAKISTAN RELATIONS WITH MIDDLE EAST Pakistan also maintains close relations with the Islamic countries of the Middle East. These ties are important for religious, strategic, political, and economic reasons. In 1955 Pakistan, together with Iran, Iraq, and Turkey, joined the Baghdad Pact, a security arrangement later called the Central Treaty Organization (CENTO) after Iraq's withdrawal. CENTO was buttressed in 1964 by a regional arrangement among Pakistan, Iran, and Turkey called the Regional Cooperation for Development (RCD), and economic cooperation activities overshadowed the security aspects of the countries' relations. CENTO was disbanded in 1979 with the overthrow of Shah Muhammad Reza Pahlavi's government in Iran, and the RCD dissolved. The RCD was effectively revived in 1984 as the ECO. Pakistan's foreign policy fostered stronger ties with the Middle East through expanded trade. In addition, Pakistani workers employed in the Persian Gulf states, Libya, and Iran provided remittances to Pakistan that were a major source of foreign-exchange earnings. The loss of remittances caused by the 1991 Persian Gulf War was a serious concern to Pakistan. During the war, Pakistani units were sent to Saudi Arabia as components of the multinational forces. Pakistan has also contributed to the defense systems of several Arab states, supplying both officers and men. Pakistan has strengthened its Islamic ties by playing a leading role in the Organization of the Islamic Conference (OIC) and has also supported the Palestinian cause, withholding recognition of Israel. Pakistan's ties with Saudi Arabia and the Persian Gulf states were strained during the 199091 crisis in the gulf. Although a member of the United States-led international coalition, Pakistan played only a limited role, sending a force of 11,000 troops tasked with "protecting" religious sites in Saudi Arabia. Nevertheless, during the war a vocal segment of public opinion in Pakistan supported ousting the Kuwaiti monarch and approved of Saddam Husayn's defiance of the United States-led coalition. The then chief of the army staff, General Mirza Aslam Beg, also expressed support for Iraq, resulting in further embarrassment for Pakistan's government. Following the Persian Gulf War, Pakistan undertook diplomatic efforts to recover its position in the region. In addition, many Pakistani expatriate workers returned to their jobs, and cooperative defense training activities continued. As a result, Pakistan largely restored its position as an influential player in the region.

PRODUCTS WHICH CAN BE SUCCESSFUL IN MIDDLE EAST The rise of Pakistan in the global meat trade By Farooq Tirmizi - May 9, 2011 The halal food market, is one of the largest opportunities in the food and agribusiness sector globally available. Pakistan has begun taking the tentative first steps towards becoming a major international player in an industry in which the country has a strong competitive advantage: the global red

meat trade. At a time when Pakistani businessmen have a hard time selling even high-quality products to foreign customers due to Pakistans negative country brand, meat processing companies report customers practically begging for Pakistani red meat to be exported to countries in the Middle East and Southeast Asia. While Pakistan has extraordinary natural strengths, the country also faces massive infrastructure shortcomings which handicap the ability of many Pakistani businesses to effectively compete against firms from Australia, Brazil or even India. Yet over the last few years, a new breed of Pakistani companies seems to be emerging, one that confronts the unique challenges of agribusiness in the country and seems to be determined to take on its global competitors. If we cant compete in agriculture, then we should really just give up trying to do anything, says Kazim Namazi, a partner at ASI Partners, a Karachi-based consulting firm that advises agribusinesses. Size of the opportunity The halal food market, at just over $640 billion a year worldwide, is one of the largest opportunities in the food and agribusiness sector. It is also one that plays to the unique advantages of being based out of Pakistan. Halal meat is also one of the fastest growing segments within the global food trade. Between 2001 and 2009, the global beef trade grew at an average of 10.4 per cent to reach just over $30 billion, according to data available from the UN Food and Agriculture Organisation (FAO). However, the market for halal beef imports in the Middle East and Southeast Asia alone grew by over 18.2 per cent to reach just under $2 billion a year during that same period. Pakistans market share within this rapidly growing market is a paltry 2.9 per cent. However, Pakistani exporters seem to be determined to make up for lost time. In the six years ending in 2009, Pakistani red meat exports have risen by an average of 68.6 per cent a year, though admittedly from a very low base. Yet with the advent of more and more new players, and with surprisingly robust support from the government, Pakistan is on the verge of becoming one of the largest players in the meat trade, at least within the Middle East and Southeast Asia. Market dynamics Perhaps the single biggest advantage that Pakistan has is proximity. The country is closer to the Middle East than any of its biggest rivals in the market. The three countries with the largest market shares are Australia, Brazil and India, each of which has considerably higher shipping costs to these export markets compared to Pakistan. Brazil is particularly dominant in beef, accounting for as much as 39 per cent of the regions beef imports. It absolutely dominates the meat market in Iran, with a share of 99 per cent in 2009. Yet, as Namazi points out, there is virtually no difference between Brazilian meat and Pakistani meat. The Brazilian animal is exactly the same as most of our breeds of cattle. The quality of meat is also the same. The only difference is their ability to market their meat better than us, said Namazi. He argues that Pakistan can easily displace Brazil as the Middle Easts leading meat supplier. Iran, in particular, seems to be keen for Pakistani beef. The Iranian government has invested 50 per cent of the capital in the Lahore Meat Company, a dedicated abattoir that will export meat to Iran. Australian beef, with a powerful branding effort and a larger source animal, has a specific niche market that industry experts believe will be difficult for Pakistan to compete with in the

medium term. India, the one country that could completely destroy Pakistans potential in the meat trade, has placed itself outside the global beef market after a 2005 Indian Supreme Court ruling that upheld a ban on cow slaughter as constitutional. Indian exporters only sell carabeef meat from buffalo which is considered inferior and commands lower prices and margins. Nevertheless, Indian exporters dominate the market in Malaysia for the lower end of beef, while Australians command the higher end. Malaysia is ripe for a middle-market meat supplier from Pakistan, said another expert in the meat business. Malaysia has had a free-trade agreement with Pakistan since 2007. Pakistanis in the business Several companies from Pakistan have entered the red meat export business and even more are in the process of entering the market. The oldest and one of the most successful of these is PK Livestock, a Karachi-based abattoir which has been exporting red meat to the Middle East for over two decades. Zenith, a Lahore-based exporter, became the first Pakistani company to sell beef to Malaysia, after the Malaysian government relaxed its regulatory requirements for Pakistani exporters. Others, such as OMC and the Al Shaheer Corporation, have also successfully begun exporting to the Middle East and are aggressively seeking regulatory approvals for markets further afield in Southeast Asia. Pakistans total meat exports may come close to $100 million in 2011 and could surpass the $500 million mark in about five years, according to projections by ASI Partners. The challenges Yet for all their successes, Pakistani meat exporters are severely handicapped compared to their Brazilian, Australian and even Indian competitors. Despite having the eighth largest herd of cattle and the third largest herd of goats in the world, Pakistans animal population is very scattered, which makes procurement of the animals for the abattoir expensive. But perhaps the single biggest challenge is regulatory: meat importing nations have strict health codes for the safety of the meat, including a requirement to be able to trace the meat of any diseased animal down to the exact location that it came from, so that the entire herd it was a part of can be slaughtered. This traceability is something that Pakistani herds lack, because the government has not yet invested in tracking and cataloguing the countrys animal population. To their credit, the provincial governments of Punjab and Sindh have been actively promoting the livestock sector. Given the fact that the sector employs 17 per cent of the countrys workforce, an effort to improve the productivity and marketability of the industrys products is a welcome attempt to help improve the incomes of some of the most vulnerable Pakistanis. UNREST IN MIDDLE EAST HAMPERS EXPORT ACTIVITIES KARACHI - Export promotional activities have been hampered due to the prevalent unrest in Middle Eastern/African countries. Pakistan, habitual of attending international business exhibitions and fairs in respective countries/region, has cancelled visit of various delegations following the uprising in different countries of the two regions. Traders had been facilitated by the Trade Development Authority of Pakistan (TDAP); however the grave law and order situation in foreign countries have posed a major question over mega events. The "Tripoli Food and Pack Show 2011", scheduled to be held in Libya in May 2, 2011, is likely to be postponed after the prolonged and violent uprising in the country.

The local exporters/traders were willing to attend the fairs; however they have cancelled plans of visiting the foreign country. Members of Karachi Chamber of Commerce and Industry (KCCI) had, on most occasions, attended the international event in Libya. Tripoli Food and Pack Show is a premier trade fair for food and food technologies machinery industry in Tarabulus. The event provides a unique opportunity to bring all professionals, from the related industry, under one roof. Middle East Coatings Show and Cairo International, scheduled for March, 1 and March 3, 2011 respectively, has also reportedly been cancelled due to the recent political turmoil. However, sources said that trade fairs, scheduled to be held in Middle Eastern countries like Bahrain, Saudi Arab, and Kuwait, were likely to be held accordingly as the situation in the region was favorable for international exhibitions. The exporters would attend these fairs, as per the schedule, to promote the country's products in foreign markets. However, trade and trade promotional activities in Africa especially in the northern region were being affected by the fresh uprising. Though, over all export of Pakistan, has boosted during the last seven months, export to Africa has exhibited zero growth during six months of the financial year 2010-2011. Pakistan's exports to Africa stood at $610.189 million during July to December 2010 compared to $610.338 million in the corresponding period last year. However, country's export to various regions including America, Europe, Asia, Australia and New Zealand and others during the six months increased by 18 percent, 14 percent, 22 percent, 16 percent and 19 percent respectively. Uncertainty and uprising in important countries of the region like Egypt and Libya, sources said, would further dampen the country's export to the region.
References: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. https://www.cia.gov/library/publications/the-world-factbook/wfbExt/region_mde.html http://www.teachmideast.org/essays/27-geography/51-what-is-the-middle-east http://www.the-saudi.net/business-center/marketing_and_sales_strategy.htm http://www.kwintessential.co.uk/resources/global-etiquette/saudi-arabia-country-profile.html http://www.businessweek.com/magazine/content/10_24/b4182021808328.htm http://www.economist.com/blogs/gulliver/2008/05/the_rules_of_dubai http://www.arabianbusiness.com/uae-tightens-up-advertising-rules-58575.html http://www.iaauae.org/en/news-archive/advertising-2008.html http://www.drpatrickcarter.com/blog/2010/09/marketing-in-turkey/ http://epaper.dawn.com/ArticleText.aspx?article=22_05_2011_425_004 http://countrystudies.us/pakistan/86.htm http://tribune.com.pk/story/164694/the-rise-of-pakistan-in-the-global-meat-trade/ http://www.pakistantoday.com.pk/2011/02/unrest-in-middle-east-hampers-export-activities/