Page 106 - Aamir Rehman - Dubai & Co Global Strategies for Doing Business in the Gulf States-McGraw-Hill (2007)
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90                                                      Dubai & Co.



             In April 2006, President Hu Jintao of China was accorded an
        uncommon level of hospitality by Saudi Arabia. He was invited to
        address the country’s Shura Council and was escorted around the
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        country by members of the royal family. China could conceivably
        become one of Saudi Arabia’s most important customers as Chinese
        prosperity rises and automobiles become more common. As BMWs
        increasingly share the roads with Beijing’s famous bicycles, Saudi
        petroleum will find a highly lucrative market.


        RISKS AND DRAWBACKS:
        THE ROSE HAS THORNS

        Despite the overall attractiveness of the GCC countries as places to
        do business, doing so certainly has its risks and drawbacks. These
        risks and drawbacks—economic, political, and social—must be
        understood carefully by multinational firms as they craft their
        regional strategies.


                              Overdependence on Oil
        In Chapter 2, I argued that the GCC economies are not all about
        oil—in fact, multinationals can grow their businesses in a much
        broader range of sectors. While this is certainly true from the per-
        spective of business opportunities, the underlying driver of wealth
        creation in the region overwhelmingly remains oil and gas. All gov-
        ernments of GCC states derive the bulk of their income from hydro-
        carbons alone—due largely to the fact that taxes, service fees, and
        duty revenues on other goods are often negligible. Despite the Gulf-
        wide initiative to rapidly diversify economies, only the UAE and
        Bahrain have less than 60 percent of their total exports coming from
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        the nonoil sector. Even in these two nations, oil revenues account
        for three-quarters of government revenue. The hard reality of the
        matter is that a collapse in oil prices would severely curtail the
        wealth generation of the GCC, reducing the ability of the public and
        private sectors to invest and spend in the local economies. Firms
        must understand that betting on the GCC’s sustained prosperity is
        largely a bet on oil prices not collapsing in the years ahead.
             Fundamental indicators, however, suggest that oil prices are
        likely to remain above $40 per barrel in the medium and long term.
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