Page 348 - Aamir Rehman - Dubai & Co Global Strategies for Doing Business in the Gulf States-McGraw-Hill (2007)

330 Index

sustained prosperity and growth, 65-69 North Africa cluster, 7, 26, 28
Organization for Economic Cooperation Saudi Arabia, 111, 182, 228, 278-279
and Development (OECD), 66-67, 136, (See also Demographics)
190, 197, 203, 205, 208, 222, 234-235 Ports and shipping, 3, 58, 77, 105-106, 136,
Organization of the Islamic Conference 236, 248-253, 289
(OIC), 84, 88 Presence in region, organizational design,
Organizational/logistical design, 267-284 9, 111-117, 268-273, 278-281
empowerment and decision-making, Private business sector, 117
268-270, 273-276 Procter & Gamble, 268, 280, 298
global standards, maintenance of, Product adaptation, customization and
281-283 design, 161-162, 174-179
multinational headquarters and regional Professional GCC-MENA links, 82-83
head offices, Dubai, 276-278 Public Relations Officer (PRO), 260-263
presence in region, 9, 111-117, 226-227, Publicis Group, 181
268-273, 278-281
success goals, 4-5, 14, 267-268 Q
(See also Market-entry strategies) Qadi (Islamic judge), 115
Al-Qasimi, Lubna, 57-58
P Qatar
P/E ratios, Gulf, 230-231 background and trade opportunities, 102,
Pakistan, 20, 86-88, 223 117-120
Palestinian Territory, 6-7, 25, 28-29, 81, within the broader Middle East, 31
84, 277 as capital source [financial strategies],
Passion, expatriate recruiting, 206-208 218, 226, 228-229, 236
Pepsi, 163, 169, 182, 268, 277, 281 human capital and expatriates, 187,
Performance targets, strategic planning 194-195, 198, 203-205, 211-212
cycle, 294-295 market attractiveness, 67-70, 75, 84
Politics and governance market-entry, 139-140, 142
brand risk, 53-54 marketing strategy for, 163, 175, 178
expatriates rights in host country, misconceptions regarding, 40, 42,
95-96, 186 46, 48
GCC-MENA links, 84 operations/logistics strategies, 247, 254,
“moment of truth” for government 257-259
budgets, 190-191, 217-221 overview, 2-3, 5, 9-10
monarchies, 25, 28, 30, 113-115, 120, 269 as “upstart” of GCC, 10, 117-120, 289
political risks, 64, 93-94 Qatar Airways, 68
view of GCC countries, 9-11, 99-127 Qur’an, 74, 115
women, 57-58
(See also Visas and other government R
documentation) Racism, as market risk, 96-97
Population Ras al-Khaimah Emirate, 101-102, 104, 263
capital investment, 223, 228 Real estate sector
China, 3 expatriate ownership, 96
and consumer demand, 164 freehold, 108
expatriate, 49, 59-60, 187, 189 market entry strategies, 139-142, 145
fiscal pressures, 190-191, 217-221 market strength, 13, 93, 223
growth, 42, 69-70, 190-191 religious visitors, 87
Gulf cluster and GCC, 28, 30-31, 42, 101, size of projects, 41-42, 45
118, 120, 122, 195-196, 245, 270 UAE, 4, 42, 88-89, 104, 107
indigenous, 28, 30-31, 75, 81 women’s holdings, 8
Levant cluster, 23-26, 28 Recruitment of human capital, 205-212