FINAL EXAMINATION FOR MKTG6205 MARKETING IN A GLOBAL ECONOMY

SEMESTER 1 2012

COUNTRY ANALYSIS & MARKETING PLAN SAMSUNG TABLET - MARKET ENTRY INTO THE UAE Jessica Yang

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TABLE OF CONTENTS
Introduction..................................................................................................................4 CULTURAL ANALYSIS............................................................................................5
Federal Supreme Council ................................................................................................... 5 Federal National Council.................................................................................................... 5 Political Change and Unrest............................................................................................... 5 Population ............................................................................................................................ 6 Gender .................................................................................................................................. 6 Education ............................................................................................................................. 7 Employment ......................................................................................................................... 7 Language .............................................................................................................................. 7 Religion................................................................................................................................. 7 Family ................................................................................................................................... 8 Social Stratification ............................................................................................................. 8 Recreation ............................................................................................................................ 9 Economic Statistics and Descriptions .............................................................................. 10 GDP Growth ...................................................................................................................... 10 Inflation .............................................................................................................................. 10 Cost of Living..................................................................................................................... 11 Distribution of Wealth ...................................................................................................... 11 Trade................................................................................................................................... 11 Free Zones .......................................................................................................................... 12 Regional Agreements ........................................................................................................ 12 Industry and Diversification............................................................................................. 12 Direct Foreign Investment................................................................................................ 13 Taxation Regime................................................................................................................ 13 Legal Structure .................................................................................................................. 13 Availability and Impact of Media .................................................................................... 14 Print .................................................................................................................................... 14 Magazines........................................................................................................................... 14 Television............................................................................................................................ 14 Internet ............................................................................................................................... 15 Radio................................................................................................................................... 15 Out-of-Home ...................................................................................................................... 15 Availability of Channels of Distribution ......................................................................... 16

Competitor Landscape & Analysis...........................................................................16
Opportunities ..................................................................................................................... 17 Market Insights.................................................................................................................. 18 Estimate Annual Industry-Wide Sales//Volume (Category) ......................................... 21

MARKETING PLAN ................................................................................................22
Target Market.................................................................................................................... 22 The Product and Product Strategy.................................................................................. 23 Marketing Objectives........................................................................................................ 24 Promotion Strategy ........................................................................................................... 24 Distribution Strategy......................................................................................................... 25 Pricing Strategy ................................................................................................................. 26 Government Participation ................................................................................................ 27 Budgets and Profitability Analysis .................................................................................. 27

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INTRODUCTION
Samsung have requested a comprehensive report in considering launching the Galaxy Tablet into the UAE and surrounding MEA region. This report consists of three sections; the first looks at the UAE, and provides a country overview, the second provides a detailed look into the Information Communication Technology sector within the UAE and MEA surrounds, and the third presents a strategic international market entry plan for the Samsung tablet into the UAE, and MEA surrounds.

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CULTURAL ANALYSIS
Federal Supreme Council The Federation of the United Arab Emirates was formed in 1971 post-independence from Britain. There are seven hereditary Sheiks that form the Federal Supreme Council. They retain judicial and political power over their own sheikdoms: Abu Dhabi, Dubai, Sharjah, Ajman, Umm Al Quwain, Ras Al Khaimah, and Fujairah. The constitution stipulates that the Federal Supreme Council formulates general policies, legislation, ratification of treaties, and appoints the Supreme Court judges. Straightforward issues require a majority vote to pass, however, slightly more delicate matters require five or more of the seven members to pass. Federal National Council Formed in 1972, the Federal National Council advises the Cabinet, and Supreme Council, but do not have the power to overrule them. The constitution stipulates that the FNC consist of forty members, proportionally appointed by the ruler of each Emirate (PKF 2009). Political Change and Unrest The Economist Intelligence Unit reported in 2011, that there has been political unrest and instability is at high-risk level as Figure 1.01 illustrates. This has been a result of the recent Arab Spring democratic movements. This is a concern for businesses looking to operate within the region as political unrest could severely affect all operations, not limited to demand, logistics, supply, and marketing communications.

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Population The population of the UAE can only be currently estimated, as the federation’s last census was 2005. According to the National Bureau of Statistics (NBS), this figure has almost doubled. The full door-to-door census scheduled for Aril 2012 has been cancelled due to “financial issues” (The National, 2012). The NBS has come up with a methodology to forecast the 2010 population at 8.26 million residents. (I have applied the growth rate of +3.282% [IndexMundi, 2012] to the 2010 NBS estimates, for a 2011 set, and this can be viewed in Figure 1.01). It is also worthy to note that the birth rate is +15.87 births per 1’000 population, and net migration rate is at +19 migrants per 1’000 population, while the death rate is only 2.06 deaths per 1’000 population (IndexMundi, 2011). Key out-takes include the most populous age group being the 15-44 year olds males, which we can assume to be the expat community consisting of 50 percent South Asians (Pakistani, and Indians), 23 percent Iranians, and 8 percent ‘Westerners’ (UAE Ministry of Economy 2012). Unfortunately the NBS has not published either expats by city, household income by city, or the October 2011 Abu Dhabi census, which would have been extremely useful. This shows that the country is still relatively risky for businesses in terms of reliable statistical information, and trustworthy consumer insights based on the transparency of government. Gender According to the NBS statistics, women account for less than 31 percent of the population in the UAE. Emirati society is highly patriarchal with clear-cut gender role differences (Hamdan 2011). Men are the dominant sex, and are expected to have control of the home. Women are increasingly participating in business, medicine, arts, politics, and education, but, with the exception of some high-profile elite Emirati women, the overall influence by women in the UAE is quite limited (Kirdar 2010). This raises the question of who controls the discretionary income within the household.
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Education The UAE Ministry of Economy boasted a 91 percent literacy level in 2005 (UAE Ministry of Economy 2012), and the World Bank – World Development Indicator states that the UAE has one of the lowest pupil-to-teacher rations in the world at 16.8 in 2010 (The World Bank 2012). “77 percent of women are university graduates, yet only 15 percent participate in the workforce, often opting for a career in the public sector, where women hold 50 percent of all government jobs” (Hamdan, 2011, p.1).

Employment The unemployment rate is supposedly one of the lowest in the world at 3 percent in mid-2010. However, a closer look reveals unemployment is much higher among the UAE nationals at thirteen percent compared to expats at 2 percent. The reasoning behind the high local unemployment rate being the influx of expats willing to bring more skills to the table for less pay (ArabianBusiness, 2009). The types of roles typical for different races include, “South Asians’ export labour for unskilled construction jobs, Arabs occupying mid-level management roles in hospitality, and Westerners usually occupying positions in education, media and executive positions in construction and architectural design. Implications for a business to consider include consumer segmentation, and pricing accordingly. Language Arabic is the official language of the UAE, although English is used commonly to communicate in trade and commerce activities as well as Arabic. A result of the large number of expats from South-East Asia, Africa, and several other regions – Bengali, Malayam, Punjabi, and Tagalog are also common. Religion Islam is one of the most influential forces in the UAE alongside the monarchial government. Businesses need to understand that it moulds and regulates society’s
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values and mores, and the ability to facilitate organizational change and development (UAE National Media Council 2010). Family Family is a priority of national people of the UAE. The social structure is based on both families and tribal connections, and the highly influential families and tribes shape their values and behavior. The institutions of marriage and the family are highly patriarchal (Hamdan 2011). The husband is culturally accepted as the ruler of the family and is regarded as the formal authority to which the wife and children must ultimately respond. The husband's role is authoritarian, and he assumes responsibility for maintaining the family structure by whatever means he feels justified. In short, the UAE's society still generally value patriarchy. Loyalty and honour within family members are carried through into the business world, and most business owners employ members of their family and tribe. The acknowledgement of social status in the family and from the general public is very important. Social Stratification Emirati society is split into two categories: the nationals (Al-Muwateneen) and the foreigners (Al-Wafedeen). There are roughly four main social classes: 1. Ruling sheikh families - hold the highest political positions, power, and have immense wealth and prestige; 2. Merchant class (al-tujjar) traditionally pearling merchants, who now sell international goods; 3. New middle class – the increasing numbers of professionals who have benefitted from free state education; 4. Low-income groups, represented by newly settled Bedouin nomads, former pearl divers and oasis farmers There is a hierarchy among the immigrants; different groups receive different economic and social rewards (EveryCulture, 2012). 1. Top professionals and technocrats with international contracts, who earn high
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salaries and other benefits 2. Middle-range professionals such as school teachers, skilled technicians, and company salesmen 3. Low-paid semi-skilled and unskilled workers, primarily Asian. In terms of the nationals, they are considered a privileged minority, and the state laws and business regulations have been made in their favour (EveryCulture, 2012). Recreation There are a myriad of activities in the UAE as long as you are able to finance said activities in this man-developed federation. Activities include Golf, Horseracing, Tennis, Watersports, Camel Racing, Cricket, Motorsports, Zoos, Beach parks, Water parks, domestic trips within the UAE, mosques, and then there are the much loved shopping centres. So it seems that one cant really run out of recreational activities in the UAE. There is no available standard market data for recreational expenses.

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Economic Statistics and Descriptions Figure 1.02: Key economic indicators - Snapshot

Source: CIA World Factbook 2012

GDP Growth The UAE economy was considerably affected by the GFC shrinking by 4% in 2009 as illustrated in Figure 2 from the UAE Ministry of Economy (2011). In 2010, however, it experienced growth of 1.4%, mainly attributed to the increase of the non-oil sectors. 2011 projected figures announced by Reuters (2012) have exceeded the IMF predictions with expected growth of 4% showing great signs of recovery. Inflation Annual inflation has been projected at 2.4% for 2012 by the UAE Ministry of Economy (2011) shows a slight increase from the estimated 1.6% in 2011. The low inflation coupled with declining rents and a somewhat stronger US dollar placed the UAE cities of Dubai and Abu Dhabi amongst the cheapest large cities in the world, ranking at 94 and 86 respectively out of the 140 metropolitan cities assessed by The Economist (2012) Worldwide Cost of Living Survey.

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Cost of Living A new survey by the UAE Ministry of Economy has reported that the average monthly household income of residents is AED18’249. Immediately, 40 percent of this is extracted for housing and utilities, and then another 14 percent is spent on food and drink. (Arabian Business 2009) This leaves us with approximately AED8’400 discretionary income per month. The website ‘Doing Business’ in 2012 has recorded that Gross National Income (GNI) per Capita stands at US$59’717, which compared with the rest of the world is in the high income bracket. Having said that, many regional governments are increasing their capital investment and increasing wages in the hope that it will boost consumer spending in the region, especially on consumer electronics (Business Monitor International 2012).

Distribution of Wealth The CIA World Factbook reports in 2003 that 19 percent of UAE’s population is living below the poverty line, and the shocking fact that less than 0.2 percent of the population holds 90 percent of the population’s wealth. It has been reported that there is major discrimination at play throughout the social hierarchy as well as a gender bias. Also, most of the high-income earners and wealth is situated in the to main cities Abu Dhabi and Dubai, which leaves the rest of the geographic areas within the UAE with a massive drop in wealth (International Business Wikia 2012). Trade The UAE is among the top 30 trading nations in the world according to the World Trade Organization (2011). As noted in figure 1, adapted from the CIA World Fact Book (2012) India, China and USA are the leading source of imports, supplying mostly machinery and transport equipment and manufactured goods. Meanwhile, Japan, India and Iran comprised the top export destinations, trading mainly in the sector of oil and gas and re-exports.

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Metal exports along with textile produce are expected to surpass the hydrocarbon exports income within the next 40 to 60 years (See appendix 2 for a complete trade profile). Sanctions on Iran, one of the UAE’s major trading partners and a key source of demand for Dubai’s properties, could further damage its recovery from the 2009 real estate bust and inability to repay debt as recently published in The Gulf Times (2012). Free Zones The UAE Ministry of Economy (2011) lists more than 30 free zones around the country’s main economic areas offering the following incentives: • • • • • No corporate or personal taxes; Free repatriation of capital and profits; Low import duties excluding tobacco and spirits; No exchange restrictions; 100% foreign ownership of companies

Regional Agreements UAE is a member of the Organization of the Petroleum Exporting Countries (OPEC), the Gulf Cooperation Council (GCC) and the Great Arab Free Trade Agreement (GAFTA). Entry into these regional agreements as well as various other bilateral agreements such as Free Trade Agreements (FTA) and Double Taxation Agreement (DTA) aims to increased its appeal to international investors according to UAE Ministry of Economy (2011).

Industry and Diversification As indicated in Figure 1.03 adapted from UAE Ministry of Economy (2011), the reinvestment of oil and gas revenues resulted in an increasingly diversified economy with a growing manufacturing capability, a giant construction boom, and a flourishing services sector (Figure 1.04)

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Direct Foreign Investment The level of FDI in UAE is estimated by the Ministry of Economy (2011) to have totaled USD 18 billion in 2008, most of this originating from non-Arab nations and business services; the top five countries - UK, Japan, India, the US and Iran - account for 66% of the total FDI. Restrictions to FDI are imposed in certain sectors like the hydrocarbon, electricity, gas, and water utilities, mostly controlled by the State or reserved for UAE nationals, as stated by UAE Ministry of Economy (2011). Taxation Regime Being a member at a number of double taxation treaties, UAE taxation regime presents minimal personal and corporate taxes. Most of the UAE’s applied tariffs (excluding alcohol and tobacco) are zero or 5% according to the UAE Ministry of Economy (2011). Legal Structure Foreign equity in commercial companies is restricted to no more than 49%, except in Free Trade Zones (FTZ) where 100% ownership is allowed according to the UAE Yearbook (2010). A recent article in Khaleej Times Online (2012) confirmed The Company Law is still under revision, which could result in further exceptions to this rule. The UAE Ministry of Economy (2011) makes reference to the DIFC-LCIA Arbitration Centre based in Dubai to assists businesses worldwide in dispute resolution. Decisions made in other treaty nations are recognized by the UAE as indicated in the Gulf News article (2006) when it consented to the New York Convention for the Recognition and Enforcement of Foreign Arbitral Awards.

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Availability and Impact of Media Due to the young demographic, and large percentage of culturally diverse ethnicities of the migrants in the UAE, media consumption habits are extremely fragmented (Figure 1.05) (Dubai Press Club 2010). Print The two leading newspapers include Al Khaleej, which is an Arabic newspaper, and Gulf News, which is an English paper targeting non-Arab expats. Gulf News is also frequently accessed online due to their audiovisual content offering (Figure 1.06) (Dubai Press Club 2010).

Magazines Leading magazine titles include Kull Al Usra, an Arabic lifestyle magazine, Zahrat Al Khaleej, a weekly family lifestyle magazine, both targeted at Arabs, and Friday, an English magazine for the foreign expats. Most of these top-selling magazines are bought and read by women of the UAE (Dubai Press Club 2010). Television Top genres include news, which is driven by expat males; sports, popular among the Emiratis; and entertainment, which is popular among women, in particular the female Asian expats (Dubai Press Club 2010). Top viewed programs include sports shows, Sada Al Malaeb, Al Ittijah Al Moakes, and morning show, Sabah Al Khair Ya Arab. It is interesting to note that UAE audiences prefer certain verticals, and not specific shows (Figure 1.07 and 1.08) (Dubai Press Club 2010).

Figure 1.09 shows that 72 percent of respondents interviewed by the Nielsen Company had noticed a product placement, and majority of those that noticed did not

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find it disturbing – which presents an opportunity to show the Samsung Tablet being used on television for wide reach (Dubai Press Club 2010). Internet More than two hours (2.7hrs) a day is spent on the Internet by 35 percent of users in the UAE, which is more than the time watching television (2hrs). Nearly half of the respondents interviewed by the Nielsen Company preferred to browse the internet in Arabic, an even greater proportion preferred to browse in English (by nationals, and expats respectively). Those that prefer to browse in Arabic do not mind the content or origin of the content (Dubai Press Club 2010). The top websites accessed in the UAE include Facebook Arabic, Maktoob (regional portal), and Youtube. Social networking is used by more than 70 percent of Internet users in the UAE, but not frequently accessed during the week (Figure 1.10. 1.11, 1.12, and 1.13) (Dubai Press Club 2010). Only 12 percent of total respondents interviewed by the Nielsen Company reported that they regularly accessed the Internet via their mobiles due to the still improving infrastructure and content available (very important factor for Samsung’s Tablet) (Dubai Press Club 2010).

Radio There are 24 radio stations across the federation, all are state-owned. Radio is

relatively popular, a result of people spending long periods of time in their cars. Approximately half of the stations are in Arabic, the rest are in languages of the expats (Dubai Press Club 2010). Out-of-Home Out-of-Home saw a sharp drop of advertisers and revenue in 2009 as most advertisers were from the Real Estate sector, which was hit by the Global Financial Crisis. This means there are competitive advertising rates in the market (Dubai Press Club 2010).

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It is also worthwhile to note that post Global Financial Crisis, advertising in the UAE has seen a massive contraction due to the banking and real estate sectors pulling budgets. The implication this has on advertisers the UAE include heavily discounted advertising rates as media owners suffered from a loss of 35 percent advertising revenue in 2009 (Dubai Press Club 2010). Availability of Channels of Distribution Major players in the UAE’s Personal Computer market include HP, Acer, and Dell – the top five brands hold approximately half of the market. The two main UAE consumer electronics outlets include Sharaf DG and Jacky’s. There are several other retailer outlets in the market such as Switch, eMax, Plug-ins, and Hypermarkets (k_ahad via Slideshare 2009) “Stores such as Emax , Plug-ins and Sharaf Electronics have been among the pioneers of the 'big box' retail trend in the UAE. Sharaf has opened a store with 100,000ft2 of space in Dubai's Times Square mall, which offers 25,000 electronics products and 300 brands. The company plans to open more big box outlets around the region. Emax has budgeted AED500’000 for stores across the GCC over the next two years (BMI p24)”

COMPETITOR LANDSCAPE & ANALYSIS
Apple’s iPad is already the leader in the UAE; in 2011, Jacky’s electronics reported that the iPad accounted for approximately 70 percent of it’s tablet sales, down from 85 percent in 2010, probably due to increased competition. Prices for the iPad are more expensive in the UAE than in the US; the lowest price 16GB Wi-Fi model at US$499 and 64GB model at US$699, and 3G models are priced at US$629 and US$829 respectively. As with most other markets, Apple can do no wrong in the UAE (BMI p25). Motorola, Dell, and HCL have released mobile PCs (tablets) recently into the UAE market, and we can assume that other consumer electronic brands are looking to do
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the same, i.e.: Asus, Acer, LG, Sony, HP, who all have a presence in the UAE, although with other product lines (BMI p25). HP is the market leader in both MEA consumer and business segments, reporting growth of 37 percent in Q311. They have also implemented financial support for medium and large HP retailers to increase sales force as well as salary subsidies for support and training at HP sales academy (BMI p25). HP have also partnered up with UAE mobile vendor du to offer its hardware bundled with du’s 3G mobile services. Another partnership with MEA distributor Logicom has injected substantial channel strength. HP's retail strategy is to open stores within malls that offer the range of HP consumer products as well as what is billed as a more personal shopping experience (BMI p25). Netbooks and notebooks face competition from other form factors. In particular, smartphones from Palm, RIM, Apple and others are being offered by vendors such as Vodafone and O2 as alternative connectivity solutions and often include a Wi-Fi option (BMI p 25).

Opportunities “There will be further UAE market opportunities in sectors such as education, healthcare, utilities, banking and telecoms. A pick-up in the number of tourists should provide a boost to the carry trade, although there are concerns about the impact of sanctions against Iran (BMI p26). The Saudi government announced US$93bn in handouts, including wage increases. This should benefit the entire MEA region, especially if this increases regional travel, and consumer spending. “Government initiatives will drive more use of computers in education. In the UAE, the ministry of Education is leading an initiative to supply computers to state schools” (BMI p26).
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Market Insights Affordability, government initiatives, and the popularity of notebooks are key factors driving hardware sales in the region (BMI p19). New software and operating systems will also play a big part in driving hardware upgrades. Notebook sales are growly at twice the rate of desktops, which is understandable as we are seeing this movement with the rest of the world’s technology consumption preferences as well (BMI p19). “An evolving retail landscape will also help to stimulate sales, with the traditional domination of smaller stores having been diluted by the appearance of multi-brand electronics sections in hypermarkets and mono-brand stores in malls.” (BMI UAE tech report) “The growing popularity of tablets is expected to provide a growth area in 2011, after the product category enjoyed a surge of popularity in 2010, fuelled by Apple’s iPad. Around 190’000 tablets were reported sold in Saudi Arabia in 2010. With growing 3G penetration in the region, telecoms operators will be an increasingly important channel for portable connectivity devices such as tablets and netbooks... Many businesses remain focused on costs, and software vendors will pitch efficiency gains from virtualization, and cloud computing... Customer relationship management will be a growth area” (BMI Tech report p.19) “Government adoption will also be a key driver in many countries such as the UAE, where cloud services are central to the Emirates government e-strategy for the next three years” (BMI p.20) “Vendors have reported an evolution in demand for services, with a shift away from the dominance of product implementation and installation to greater interest in managed services, value-added services, facilities management, hosting and business continuity and disaster recovery” (BMI p20)

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“In the past, there was little production of hardware components in the UAE but this is changing through government initiatives to cultivate local research and development (R&D) and manufacturing, such as in Dubai Silicon Oasis. However, in the short term, the UAE is a net importer of hardware technology (BMI p22) “UAE computer hardware sales including PCs, notebooks and accessories are forecast at US$2.0bn in 2012, with slower growth than in 2011. The segment is forecast to grow at a CAGR of 7% between 2012 and 2016 in US dollar terms (BMI p23) “In 2011, UAE electronics retailers reported a surge in demand for their products, in many cases fuelled by price cuts. PC sales were stronger than previously expected, although this growth was driven in part by promotional price-cutting. Consumers remain cautious, meaning that aggressive price-cutting is expected to continue, but the market received a boost from improved lending conditions. Conditions were generally favorable for consumer electronics purchases in 2011, with leading retailer Jacky's Electronics forecasting annualized growth of around 15%.(BMI p23). In the wake of the Dubai financial crisis, access to credit remains a general constraint on domestic consumer demand. However, banks have introduced some deferred payment options at low interest rates, which has provided a boost to affordability. Another leading consumer electronics retailer, Jumbo, reported 25% annualized growth during the 2011 Dubai Shopping Fair peak season. This followed 20% yearon-year (y-o-y) growth for the company in H210. (BMI p23). There were concerns that international sanctions against Iran could have an impact on the UAE's PC market in 2011. Re-exports account for about a third of the UAE's PC sales, with Iran a major destination. If the UAE were to implement sanctions, then the PC market could be expected to take a hit (BMI p23). The notebook sector was the main factor driving retail segment growth in 2011 as consumer sales felt the benefits of aggressive channel promotions. Notebooks are expected to account for more than 60% of total sales over the forecast period. Sales of notebooks are growing roughly twice as fast as desktops, while netbooks have been one of the fastest growing PC market segments during the global economic downturn.
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In H110, overall shipments growth was around 10% but, as much of the growth was fuelled by demand for lower priced notebooks and netbooks, which deflated average prices, revenues growth lagged far behind. (BMI p23). However, much of the growth of notebooks has been driven by price cuts. In 2011, average notebook costs dropped by up to 25% for some models, according to Jacky's. Many notebooks now retail in the price range US$544 to US$680, down from an average price of around US$800 before the financial crisis. The launch of notebooks based on the Android operating system has supported this trend, as Android netbooks are often cheaper than Windows 7 ones. Notebooks are particularly popular in the consumer segment, in which they account for at least 80% of sales, particularly following the introduction of features such as wireless internet PC cards and entertainment features such as HD DVD. In terms of consumer demand, there is a strong preference for mobility and flexibility, with interest in features such as GPS, WLAN and Bluetooth. The UAE has a significant pool of high-end design-conscious buyers (BMI p24). The price of non-branded laptops has continued to fall for several reasons. The trend is partly due to the fact that most US laptop brands are made in China with parts sourced in Taiwan and these same laptops can be sold for 20-25% cheaper without branding. However, the continuing march of HP, Toshiba, Acer and other brand retailers shows that many buyers still prefer the security and prestige of an international brand. The UAE has its own large computer-manufacturing sector and many computer traders in Dubai have started assembling their own PCs for distribution in re-export markets. However, the international brands have strengthened their position considerably on the local market at the expense of assemblers. Most of the locally assembled PCs are intended for export, mainly to Iran, the CIS, Africa and India. (BMI p24). The UAE Ministry of Education has partnered up with Netgear again to supply computers and Internet to state schools. Netgear has been a previous supplier in setting up wireless networking in 350 schools. It would be interesting to see who Netgear chooses to partner with in supplying the hardware to the government, as there is an opportunity here to supply Samsung tablets to them. (BMI p24).
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Another B2G opportunity is the healthcare sector as the federal government has planned a major hospital network, which will include a central patient database, digital registration, and a full admin system inclusive of financial and supply chain management. This provides Samsung with the opportunity to supply the mobile hardware tablets. (BMI p24). A further driver of the opportunities in the UAE; Dubai signed a memorandum of understanding (MOU) to develop e-services for a paperless environment. (BMI p24). A major concern is that Blackberry has been banned from the UAE; Apple has developed a tight ecosystem with its products and services, which means that Blackberry users who switch to iPhones will be heavily influenced by Apple branding when it comes to their tablet purchase decision.

Estimate Annual Industry-Wide Sales//Volume (Category) Business Monitor International predicts there to be single-digit growth forecast for the IT sector in 2012. However, they warn that consumers and businesses will continue to be wary due to the “property price slump, and financial upheavals”. BMI also notes that price reductions seem to be a major driver as seen by retailers and vendors with a series of promotions throughout the year. The other cities are said to have potential growth although with small populations. A factor driving retail growth is the number of tourists has picked up again. However, we are warned that if the UAE joins sanctions against Iran, it could be a massive (one-third of the market) impact on PC re-exports. “Tablets have played an integral part of our growth over the last 12 months, and since the time Apple iPad was launched, we've seen this category emerge overnight. Today, it accounts for 10-14% of our total IT sales,” said Jacky’s COO Ashish Panjabi (BMI p25).

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MARKETING PLAN
Target Market Although there are three target segments for the Samsung tablet, this plan prominently focuses on the tertiary consumer market as research shows that this will influence uptake on a more social/personal level. Primary target is Business-to-Government, specifically the UAE federal

government’s education and health initiatives. There will be a team specifically tasked for this from senior management to utilize current and potential relationship (‘wasta’). Secondary target is Business-to-Business, specifically, organizations that are looking for hardware mobility and practicality – professional service industries. There will be a B2B sales/accounts team to look after this segment, again utilizing the concept of ‘wasta’ with senior management of the organizations to get these deals over the line. Tertiary target is Business-to-Consumer, specifically, 18-45yo foreigners in the UAE with an income over AED12’000 per month, who like their consumer electronics, and like to keep up with technology. Al-Mutawa (1996) and Panjabi (2011) have both noted that there are two obvious segments in the UAE – the first having a high income, and able to buy products whenever they want; and second, the value-segment who has a rather limited income, who likes to take advantage of sales. The rationale here is to position Samsung differently to Apple, so the recommendation is to actively target the ‘high-end valuesegmfr vent’; the consumers who are quite well off financially, but love a bargain. Al-Mutawa’s study also finds that 52 percent of women left the decision to choose and buy ‘durable goods’ (goods that provide luxury, comfort and relaxation for Gulf families) up to men. So, the recommendation is to market towards males as there is a more prominent population in the UAE, and they are seen to be the key decision makers.
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Geographically, we will layer these demographics over major metro cities, not just in the UAE, but also across the MEA region with re-exportation from the UAE hub in mind.

The Product and Product Strategy Samsung means “three stars” in both Korean and Chinese, and has the underlying meaning of success. Samsung’s logo design emphasizes flexibility and simplicity while conveying a dynamic and innovative image through the ellipse, the symbol of the universe and the world stage. The openings on both ends of the ellipse where the letters “S” and “G” are located are intended to illustrate the company’s open-mindedness and the desire to communicate with the world. The English rendering is a visual expression of its core corporate vision, excellence in customer service through technology (Korea Daily 2006). The basic color in the logo is blue, the color that Samsung has had used in its logos for years. The blue color symbolizes stability and reliability, which are precisely what the company wishes to accomplish with its customers. It also stands for social responsibility as a corporate citizen, a company official explained (Korea Daily 2006). The Samsung Tablet product is extremely similar to Apple’s iPad, with the only major exceptions; its operating system being Android Honeycomb, and not iOS, and some positive software news is that it supports Adobe Flash, and Windows Media Player audio and visual files, while the iPad does not. Thus, it is advisable to pursue a different positioning strategy.

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Marketing Objectives Primary target – to be top-of-mind when the government is looking for a reliable hardware technology supplier. This will be measured by senior management, and project management as we cant research intent with royal families. Secondary target - to be top-of-mind when professional services businesses look for a reliable hardware technology supplier. This will be measured by number of acquired B2B accounts, retention rates, sales volume, and revenue as well as prompted and unprompted recall. Tertiary target – to be top-of mind when consumers are looking for a new mobile PC. This will be measured by rate of customer acquisition, sales volume, revenue, share of category, prompted recall, unprompted recall, and net advocacy.

Promotion Strategy Samsung will officially launch at Gitex 2012; Gitex is the biggest annual ICT event in the MEASA region. The Samsung Public Relations team will be on hand to create a positive experience for the technology writers and reviewers. It will be worthwhile to send the Samsung tablet to the reviewers a week prior to launch at Gitex so that they feel special. This includes any technology bloggers in social media, and depending on their reach and influence however, it may be more cost-effective to invite them to Gitex as contra VIPs to experience the new Samsung Tablet, instead of sending them the product. These first couple of weeks will test the market; acquiring consumer, and reviewer feedback, so that we can refine our strategy for the market as soon as possible. Al-Mutawa (1996) highlights that mass communication plays a major role in the dissemination of consumer culture. Identifying a product via print (newspapers and magazines) was confirmed at 73 percent, while TV created an emotional impact on

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viewers as they saw the product in real life situations, and could either aspire or relate; 69 percent are somehow/sometimes influenced by TV advertisements. Al-Mutawa also found that discount sales had a great impact on purchase decisions. He also discovers that foreigners affect 63 percent of respondents as they are seen as ‘influencers’ and a source of information on what is available in the market, 72 percent are thus influenced by social contact. Samsung should look at foreigners educating consumers inside the Samsung flagship stores. Looking at the high level of social media usage in the region, it is highly recommended to commence community engagement, and management online. It would be cost-effective to target news and sports verticals with interactive online advertising to tease consumers prior to product launch. Samsung has historically also sponsored major sporting events, and to follow that tradition, we would investigate partnerships or sponsorships with the Abu Dhabi Grand Prix, Dubai Sevens, and a few major golf tournaments. This way we will also be able to build rapport with our major retailers, political influencers, and build on our ‘wasta’ relationships. The opportunity is there to be further televised for massive reach from international eyeballs (online and offline), and to leverage the PR, and editorial write-ups (online and offline), as well as the social media commentary. The main idea here is to ‘pull’ the foreign expats to buy the Samsung Tablet, and then create a flow-on effect through to the nationals. However, Samsung will need a large ‘push’ initially to get Jacky’s and Sharaf DG onboard, and get the 3rd party retailers selling under our guidance.

Distribution Strategy We will set up flagship Samsung stores in both Abu Dhabi and Dubai. This is so that we have complete control over our Sales Force, Customer Relationship Management, Customer Service, and Visual Merchandising.
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Another rationale behind this distribution strategy is Al-Mutawa (1996) found in his study that 78 percent of respondents were influenced by the style of display, and therefore stopped to look, and eventually bought the product. He also found that the more times a consumer examined the product, the more they developed an emotional connection with it. It was also reported in a Synovate study that 69 percent of UAE people prefer to gather information about brands at the retail front and shop windows (Zawya 2009) The study also found that the larger the shop, the greater the chances of the commodity being identified by the public, and purchased, which has influenced our distribution strategy. It is understood that we are a new player in the market and have no prior affiliation in the region. Thus, the recommendation is to partner up with Etisalat, which is the largest telecommunications provider in the UAE, as well as supplying to the two biggest retailers Jacky’s and Sharaf DG for reach. Distribution effectiveness will be monitored, and optimized accordingly. In terms of supply, the recommendation is to initially test the market responsiveness by importing products from Samsung’s headquarters in Seoul, Korea. If successful, it would be advisable to set up manufacturing in the UAE.

Pricing Strategy From all consumer and market insights available for the UAE in recent years, it is recommended that Samsung enter with an initial price skimming strategy with a limited edition ‘sapphire glass’ screen tablet pricing to attract interest from the press and consumers. Once these have sold out, it is recommended to phase into high-low pricing to attract and acquire early adopter consumers.

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The idea is to achieve a price-quality effect, which is when consumers perceive that higher price equates to higher quality (Nagle and Holden 2002).

Government Participation Due to the structure and influence of the government, it is imperative to develop our political network, and leverage this relationship prior to launch within the region. It would be worthwhile to consider a Joint Venture with the royal families, or government if at all possible. Budgets and Profitability Analysis Unable to specify, as I am unaware of the fees and rates in the UAE, and have no access to market data reports. However, I do expect this to be a successful launch, especially as I am 100% confident in the product in comparison to competitor products on the market, especially the Apple iPad, and the rest of the category.

Summary This comprehensive report has provided a country overview and cultural analysis of the United Arab Emirates, illustrated the current Information Communication Technology market landscape, focusing particularly on competitors and market opportunities, and provided an international draft market-entry marketing plan. The report articulates that Samsung’s tablet is definitely a viable business decision after examining cultural influences, and key market factors. If management chooses to proceed with market entry, further research and analysis will be required. Please email Jessica Yang – jess@littlelion.co with any questions or feedback.

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APPENDICES Figure 1.01 – 2011 demographic forecast breakdown based on UAE NBS actuals

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Abu Dhabi 300,000 Umm Al200,000 Quwain 100,000 0 Ajman

Male Female Dubai

Sharjah

Fujairah

Ras Al Khaimah

10,000,000

NonNational National

2,000,000 1,500,000 1,000,000 500,000 0

Male Female

5,000,000

0 Male Female

Residents in Cities
500,000 400,000 300,000 200,000 100,000 0
Abu Dhabi Dubai Ras Al Khaimah Fujairah Sharjah

Residents

Ajman

Umm AlQuwain

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Figure 1.03: Growth of GDP and growth of non-oil real GDP

Source: UAE Ministry of Economy (2011) Figure 1.04: Non-oil sector contribution to GDP

Source: UAE Ministry of Economy 2012

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Figure 1.05: UAE Advertising Projections

Source: Dubai Press Club 2010

Figure 1.06: News Consumption in the UAE

Source: Dubai Press Club 2010

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Figure 1.07: Television in UAE

Source: Dubai Press Club 2010 Figure 1.08: Top TV Channels by Ethnicity

Source: Dubai Press Club 2010

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Figure 1.09: Impact of Product Placement in TV Viewing Experience in region.

Source: Dubai Press Club 2010

Figure 1.10: Time Spent on the Internet per Day in the UAE

Source: Dubai Press Club 2010

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Figure 1.11: Internet Usage in the UAE

Source: Dubai Press Club 2010

Figure 1.12: Frequency of Visiting Social Networking Sites in the UAE

Source: Dubai Press Club 2010 Figure 1.13: Preference of Internet Content from Own Country in Arab Region
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Source: Dubai Press Club 2010 Figure 1.14: UAE Business Environment Ratings

Source: BMI 2010

= END OF DOCUMENT =
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