DCT Abu Dhabi’s Renos Fountoulakis and DIOR’s Claudia Raya-Garcia share marketers’ perspectives on long-term brand value and analytics reshaping destination marketing.
The
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18 COVER STORY: BRING BACK BALANCE
Industry leaders speak to Campaign Middle East about the surge in performance marketing, the need to understand and track brand-based metrics be er, and the risks of undervaluing brand equity in the pursuit of short-term wins.
G42’s Faheem Ahamed explains why marketing needs to redefine itself intentionally or risk fading away into irrelevance.
Transparency and balance: These are the top two takeaways from this edition. Marketers and industry leaders opening their hearts about luxury marketing, and brand and performance, have said that if nothing else sticks, let these remain top of mind.
Motivate Media Group
MIS
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EDITORIAL: Motivate Media Group Editor-in-Chief Obaid Humaid Al Tayer | Managing Partner and Group Editor Ian Fairservice Campaign Middle East Editor Anup Oommen | Senior Reporter Ishwari Khatu | Junior Reporter Shantelle Nagarajan | Junior Reporter Hiba Faisal
DESIGN: Senior Designer Thokchom Remy
ADVERTISING ENQUIRIES: Chief Commercial Officer Anthony Milne | Publishing Director Nadeem Quraishi (nadeem@motivate.ae) | Sales Manager Tarun Gangwani (tarun.gangwani@motivate.ae)
PRODUCTION: General Manager S. Sunil Kumar | Production Manager Binu Purandaran | Assistant Production Manager Venita Pinto HAYMARKET MEDIA GROUP: Chairman Kevin Costello | Managing Director Jane Macken
Everything about luxury marketing is evolving – and transparency remains at the root of this change. It’s no longer only about attracting aspirational audiences or hyping up lavish lifestyles; luxury marketing now demands intimate implications, cultural connection, an experiential element and, above all, trust – often found lacking in traditional marketing narratives.
US President Donald Trump’s tariff hikes, and the ensuing trade war and wave of TikTok videos from China offering ‘luxury products’ from purported factory-direct alternatives at throwaway prices, are also being viewed as the great leveller in luxury marketing. These videos offered unfettered access to the manufacturing process, redefined the role of influencers in luxury marketing, reshaped direct-to-consumer sales models, questioned pricing strategies, and even opened a can of worms on the well-oiled market of counterfeit luxury goods – all of which have consumers questioning trust and transparency.
Leaders who contributed to this edition of Campaign Middle East also question the say-do gap in sustainability within luxury marketing. Consumers have made their stance clear, and marketers have listened – but have often failed to act, merely treating sustainability as a marketing veneer. The verdict? It’s time to act because the bubble that marketers have become comfortable in over the past few decades is bound to burst.
That brings us to balance: a concept that most marketers and industry leaders agree is ideal and necessary, while also admitting to an over-rotation to performance at the cost of brand.
The unfortunate reality: Brand and performance are viewed as binary functions with trade-offs. Different teams. Different key performance indicators. Different scorecards to measure success. The result: Silos. Fragmentation. Short-term sprints, with no long-term endurance. With artificial intelligence entering the fray, brands are not only trying to connect with consumers, but are also trying to connect with generative AI tools and algorithms that consumers are using to get their questions answered. Path to purchase is changing. Decision making is changing. Battlegrounds for consumers’ time and attention are changing.
copyright of Haymarket. Campaignis a trademark of Haymarket and is used under licence. The views and opinions expressed within this magazine are not necessarily those of Haymarket Magazines Limited or those of its contributors.
How can the industry pivot? These pages provide plenty of advice. Marry the performance focus in the lower funnel with the dream state in the upper funnel. Drive both resonance and results. Above all, be balanced and try being transparent – to move from transactional relationships to meaningful partnerships.
Yas Island reveals Disney theme park resort with celebs, drone shows and performances
Miral Destinations, in collaboration with The Walt Disney Company, has revealed plans to develop the first Disney theme park resort destination in the Middle East and Africa.
The official reveal was kept under wraps until the event, which Yas Island initially marketed as the region’s largest-ever fireworks display as part of its 15-year anniversary celebrations. The fireworks – a celebratory moment – then set the stage for the Disney theme park announcement.
The Disney theme park addition to Yas Island’s portfolio was officially announced through the large-scale event, which was supported by live performances and celebrity appearances as well as regional out-of-home (OOH) advertisements.
Hosted at Yas Links, the Disney theme park reveal included a 9,000-drone light show – the largest staged in the region to date – accompanied by fireworks and performances from international artists such as pianist Lang Lang, West End performer Kerry Ellis, Emirati singer Rashed Alnuaimi and classical artist Sonya Balsara.
The event also attracted regional and international celebrities, including fashion model Naomi Campbell, Lebanese singer Nancy Ajram, Italian blogger Chiara Ferragni, actor and musician Ed Westwick, and singer and actor Tyrese Gibson.
As part of the surrounding media effort, major landmarks across the UAE, including the Burj Khalifa and the Aldar headquarters, were illuminated in blue and animated with
Ooredoo Qatar enters multi-year deal with FP7 McCann Doha
FP7 McCann Doha has been appointed as the integrated marketing and communications agency partner for Ooredoo Qatar.
The partnership will see the agency lead creative strategy, digital, content and production services across all the telco’s consumer and business segments.
The scope includes brand and marketing strategy development; integrated creative campaign ideation and execution across above-the-line (ATL), below-theline (BTL), digital, social and experiential platforms; digital marketing and content creation; social media management and planning; full-scale production across television commercials (TVCs), radio, digital and OOH; creative support for events and activations; and performance reporting and campaign analytics.
themed projections. Complementing the nationwide activations, outdoor hoardings promoting the Disney theme park were spotted in regional markets.
Robert A. Iger, Chief Executive Officer, The Walt Disney Company, said, “As our seventh theme park destination, the Disney theme part resort in Abu Dhabi will rise from this land in spectacular fashion, blending contemporary architecture with cuttingedge technology to offer guests deeply immersive entertainment experiences in unique and modern ways. Disneyland Abu Dhabi will be authentically Disney and distinctly Emirati – an oasis of extraordinary
Disney entertainment at this crossroads of the world that will bring to life our timeless characters and stories in many new ways and will become a source of joy and inspiration for the people of this vast region to enjoy for generations to come.”
Mohamed Abdalla Al Zaabi, Group CEO, Miral, added, “Bringing a Disney theme park resort to Yas Island marks a historic milestone in our journey to further advance the island’s position as a global destination for exceptional entertainment and leisure. Together, we are creating a place of boundless innovation, where the vision of our leadership continues to inspire the world.”
Miral Destinations announced the Disney theme park at Yas Links, Abu Dhabi, with a 9,000-drone light show.
OSN, Magnite partner to power
‘Advanced TV’ addressable advertising
OSN has selected Magnite to power its ‘Advanced TV,’ addressable advertising across the network’s set-top box (STB) linear broadcast and video-on-demand (VOD) inventory. The independent sell-side advertising company will manage the delivery of the advertising format to OSN set-top boxes across the region with its Magnite SpringServe video platform ad server.
OSN claims its platform attracts highly engaged, brand-conscious audiences and that it aims to deliver
brand experiences aligned with its premium content. Hamid Davari, Director – Ad Sales at OSN, said, “As the digital landscape evolves in MENA, buyers are increasingly focused on solutions to drive campaign efficiency.”
Opening up access to OSNtv’s linear and VOD inventory will allow advertisers to reach audiences with greater precision through the measurability of personalised campaigns. Magnite’s SpringServe aims to enable OSN with
To launch the automotive brand’s new range, this campaign takes a humorous approach for the Egypt market, highlighting how people who don’t even own MG cars, know so much about each of the cars and love them. Given that car prices in Egypt are hitting new highs, and for many people in the nation, owning a car feels out of reach, this campaign aims to make the dream of car ownership possible again. This resonates with Egyptians, showcasing how they talk about cars – like true salespeople – as if they all know the specs, features, and prices, as if they’re ready to sell the cars themselves. The campaign was carried across billboards, social media channels, digital channels and TVCs in Egypt.
Precision Media, Advertima take on retail media for Carrefour
Majid Al Futtaim has announced a partnership between its retail media network, Precision Media, and Advertima, an AI-powered audience data solutions provider for in-store audiences.
As the owner of the exclusive rights to operate Carrefour in the UAE, Majid Al Futtaim aims to deliver a comprehensive omnichannel solution across Carrefour’s UAE grocery stores with this collaboration.
the tools to more seamlessly manage and distribute targeted ads that were previously only available in digital environments.
“With programmatic expected to grow quickly in MENA over the next several years, we’re committed to driving innovation and efficiency to bring value to publishers and buyers in the market,” said Leon Siotis, SVP, Business Development, International at Magnite. This unlocks OSN’s direct-to-home households, which are harder to reach on free-to-air TV.
Advertisers can now tap into the power of digital media planning, activation, and measurement in physical stores in an effort to set a new standard for retail media engagement. Carrefour has deployed Advertima’s Audience AI across its hypermarkets, with plans for further expansion across its UAE supermarket network in the coming months, further solidifying Majid Al Futtaim’s position as a leader in innovative retail experiences.
Using visual-spatial 3D sensors, Advertima Audience AI helps identify who is shopping in-store, such as families, young professionals, or bargain hunters, and delivers tailored messages to them in real time through digital screens.
This campaign used unconventional Arabic humour to drive app purchases and achieved more than 1 million organic views, making it Boutiqaat’s first commercial blockbuster without paid promotion. The campaign aimed to engage audiences through a humorous and engaging narrative, emphasising the festival’s excitement and the opportunities available for shoppers. With exaggerated slapstick that includes repeated visual gags, such as characters being thrown through a window, this commercial took the comedic route – a detour from the region’s dependance on cultural references. The campaign was primarily distributed on social media platforms, including Instagram and TikTok.
Agency Shareet Studios
BOUTIQAAT YA HALA CAMPAIGN
Ray-Ban Meta unlocks hands-free videos, AI voice search, real-time AR and live translation in the UAE
Meta Platforms and EssilorLuxottica officially launched the Ray-Ban Meta glasses in the United Arab Emirates during an exclusive launch event on May 7 held at Gitano Beach Club.
The Ray-Ban Meta collection will offer users the ability to record photos and videos hands-free, listen to music discreetly without any headphones or ear plugs, the ability to have several languages translated live – including sign language – and offers access to a built-in Meta AI that can be
queried for answers on the go. Additionally, an AR feature on the glasses offers context to real-world situations. For example, the AR feature allows users to learn the history of a landmark as they walk by, translate a sign that’s in a different language, translate a menu that’s in a different language, or get recipe suggestions based on what’s in your fridge, all using only a voice search command. Ray-Ban Meta also offers a livestreaming function that helps content creators broadcast their
RAM Trucks took to the skies – briefly – to launch its latest performance vehicle with this bold campaign. The creative stunt turned the desert into a runway for what is being described as the world’s shortest flight, lasting just 1.2 seconds. The hero film depicted an immersive airport experience in the middle of the desert, complete with check-in counters, security, ground staff, air traffic control and cabin crew. The only thing missing was a plane. Instead, at the centre of the experience was the new RAM RHO 1500. The stunt featured Saudi Arabia’s popular influencer duo, The Saudi Reporters: Abdullah and Abdulaziz. The spot marks the first phase of a wider brand campaign from Stellantis’ RAM in the region.
experiences and points-of view (POVs) in real time, hands-free. This unlocks a new level of authenticity and relatability in the content that’s being created, sharing live from creators’ eyes. The wearer can toggle between the glasses and phone camera to stream on Instagram Live or Facebook Live for up to 30 minutes. The collection also features a companion app, MetaAI (iOS and Android), offering a seamless way to import, edit and add special effects to content. Discreet open-ear speakers increase bass response and noise suppression, enhancing the overall audio quality. Each pair of glasses comes with five built-in microphones to support switching between music and calls, while still allowing the wearer to hear the ambient sound of their surroundings and stay attuned to the world around them. Live translation is also coming to the UAE later this year.
People traveling to a new country, needing to break the language barrier, can now hold seamless conversations with the glasses translating Spanish, French, Italian, and English – even on airplane mode – for those who have downloaded the language packs in advance.
The glasses also receive regular software updates, so the AI glasses continue to get smarter and more useful over time. The Meta AI offering gives wearers the ability to use the voice prompt “Hey Meta” to dive deeper into a moment of creativity, get things done, such as finding local recommendations or playlist suggestions and control features on the glasses. Starting at an entry price of AED 1,330, the Ray-Ban Meta collection comes with a classic compact and portable charging case to keep the glasses powered. The enhanced experience allows the wearer to easily share with friends or to any social app on their phone and pair multiple glasses to their phone, managing them in one place.
The objective of this campaign was to demonstrate how consumers in Saudi Arabia know what their favourite McDonald’s products are without having to look at the menu. Therefore, the brand removed its menu across all its restaurants in the Kingdom. The campaign ran across outdoor billboards, digital channels and social media, and had an immediate impact, driving a 37 per cent increase in footfall. Outdoor billboards outside the McDonald’s drive-thrus displayed messages such as, ‘You didn’t drive all this way to experiment,’ while the in-store menus that are usually displayed on the space behind the counter were replaced with a single line, ‘You know what you want.’
Agency Leo Burnett, Dubai
Agency Publicis Middle East
RAM RHO AIRLINES – THE SHORTEST FLIGHT
MCDONALD’S SAUDI MENULESS
Contour Media partners with US’ Heritage Outdoor Media, South Africa’s Go Digital
CContour Media’s exclusive agreements offer clients and agency partners access to international outdoor advertising opportunities.
ontour Media, a leading out-of-home advertising company known for connecting brands with target audiences through innovative and impactful campaigns, has signed a partnership with New-York based outdoor advertising company Heritage Outdoor Media and South Africa-based Viron Group’s digital outdoor media owner Go Digital.
Contour Media’s partnership with Heritage Outdoor Media and Go Digital cements an exclusive media representation, offering clients and agency partners in the MENA region – who would like to advertise in the US and in South Africa – access to international media and advertising opportunities.
Middle East appetite for outdoor media in the United States grow incrementally, but at a very fast pace. This is not only limited to the scale and size of the offerings on Times Square in New York, but also across Las Vegas, Los Angeles, among other areas that have key audiences.”
Cordova added, “While advertisers operating in the MENA region are turning their eyes to the US, it isn’t a simple task brokering long-distance relationships – because we don’t know them and we’re not local. This is why it makes so much sense to work with Contour Media, who we trust and who bring a lot of value because of their expertise and existing relationships within the region.”
The agreement also aligns with Contour Media’s vision to enhance its global reach, content innovation and competitiveness within the market.
Commenting on the purpose behind the partnership, Rabieh Adnan, Managing Director of Contour Media, said, “Big brands in the MENA region have developed a huge appetite to be featured globally. Through this agreement, we enable exclusivity, which helps clients – and the media agencies supporting them – to get their campaigns live in the US and South Africa in a faster, more efficient and direct manner without going through brokers or a bunch of global agencies. This will not only save clients and agencies a lot of time and effort in reaching the right locations, but also a lot of money while delivering on their desired brief.”
Adnan added, “Big clients looking for big reach globally first turn their eyes to the US, UK or South Africa. These are undoubtedly the main markets of interest where clients and brands want to be featured. Yet, when they look at how to go about this, they aren’t always sure where to start or whom to partner with. Contour Media has solved these concerns by partnering exclusively with Heritage Outdoor Media and Go Digital, which makes the lives of clients and media agencies much easier.”
Through these agreements, Contour Media unlocks access to diverse global creative talent, production technologies and cross-cultural storytelling techniques.
Go Digital, which has a huge presence and access to the media industry in South Africa, brings existing relationships with large-format media owners to the table.
Representing Go Digital, Jonathan Butterworth, Managing Director, Viron Group, said, “I see a huge benefit from bilateral trade within advertising between the UAE and South Africa. Out of home within South Africa has always been a very prominent market sector. Contour Media is a leader within this space, which has given Viron Group a huge leap into this territory. We’re excited about being able to work with clients and advertisers that we wouldn’t necessarily have had the opportunity to work with previously.”
The partnerships will also enable Contour Media to enhance the delivery of compelling content, which resonates with audiences across the globe, thus, sharing the perspectives of an increasingly sophisticated and digital-savvy Middle Eastern audience.
Douglas Cordova, Chief Revenue Officer, Heritage Outdoor Media, said, “We are extremely excited about this opportunity to represent our inventory across the whole MENA region. We have seen global and
Butterworth added, “As a technology partner within this landscape for the past 14 years, being able to form a mutually beneficial partnership with Contour Media offers us the leapfrog that we’ve been looking for. For us – as Viron Group – to plant our roots and try and compete on an international level within the Middle East region on our own would have been very difficult, but having Contour Media behind us helps us gain that edge and streamline our vision, which is to focus on high-end, large-format digital advertising while keeping technology at top without leaning into mass rollouts or supplying bulk industry.”
The agreement is also in line with Contour Media’s strategy to position the Middle East as a global media hub.
It not only attracts investment and expertise from across the globe, but also takes regional stories spoken through a local lens to the rest of the world.
Additionally, the move complements Contour Media’s broader goal to foster sustainable industry growth and contribute to the region’s digital economy.
From left, Rabieh Adnan, Managing Director of Contour Media, and Douglas Cordova, Chief Revenue Officer, Heritage Outdoor Media.
From left, Rabieh Adnan, Managing Director of Contour Media, and Jonathan Bu erworth, Managing Director, Viron Group.
INDUSTRY VIEW:
Are we over-rotating towards performance marketing and sidelining brand in the regional industry?
CJ Williams Account Director, JWI
NO
But it might feel that way. The abundance of targeting options today means we’re no longer limited to broad-stroke brand awareness campaigns. Targeting techniques traditionally reserved for performance marketing are now being applied to brandbuilding efforts as well. As a result, the line between brand and performance is blurring and that’s not a bad thing. Understanding and leveraging these methods is becoming increasingly important as we move into an era when audiences have more control over how they’re reached. First-party data and a real appreciation of user preferences are no longer nice-to-haves; they’re must-haves for any campaign.
Sherry Mansour, Managing Director – MENAT, Seedtag
YES
While performance marketing delivers short-term wins, an overemphasis risks eroding long-term brand equity. In the region, especially with tightening budgets, we’re seeing brand-building take a backseat as measurable KPIs dominate boardroom discussions. But brands aren’t built on conversions alone –they thrive on emotional connection, storytelling, and consistent identity. The most successful players strike a balance: they use data to inform performance, but invest in brand to sustain growth. A brand forgotten is a brand replaced – and no amount of retargeting can fix that.
Shadi El Mourad VP Strategic Partnerships, Impact BBDO
YES
But maybe not in the way we think. It’s not just that performance is stealing budget from brand. It’s that we’ve quietly started treating content as performance. Chasing micro-metrics. Optimising culture into silence. What we call ‘performance’ today is often just short-term storytelling with a price tag. But brand doesn’t vanish – it dilutes. It fades into templates, trends, and tactical noise. We’re not underinvesting in brand. We’re just mislabelling what good content is supposed to do. And when we stop building memory, we stop building value. At some point, even the clicks will notice.
William Varghese Founder, Codeyaya
YES
I’ve seen firsthand
how the industry is skewing heavily towards performance marketing driven by the need for immediate ROI and measurable results. While performance is essential, brand-building lays the foundation for long-term growth, trust and differentiation. In a crowded regional market, neglecting brand strategy can result in short-term wins but long-term erosion. A balanced approach ensures campaigns not only convert today but also build equity for tomorrow. With tighter budgets, it’s not about choosing one over the other – it’s about smarter integration.
Alefiya Kapadia Head of Media, Radix Media MENA
YES
Across many categories, there’s a clear shift toward prioritising hard KPIs such as conversions and sales through performance marketing. While this approach is essential, it often comes at the cost of soft KPIs such as brand love and emotional connection. In my opinion, it’s important to acknowledge that performance marketing demands significant time, effort, and precision –this should not be underestimated. However, without the foundation of strong brand equity, performance efforts can struggle to scale or deliver sustainable impact. A balanced strategy that invests in both short-term performance and long-term brand building is key to driving lasting growth and meaningful customer relationships.
Jenni Ritamäki Founder and CEO, Six Sense Agency
YES
I see a clear imbalance – we’re overprioritising performance marketing and sidelining brand. Yes, performance delivers quick wins, but without long-term brand investment, we risk becoming forgettable.
Great brands aren’t built in dashboards. They’re built through emotional connection, cultural relevance, and consistent storytelling. In our fast-moving market, the brands that win are the ones that balance both – performance to convert, brand to endure. It’s not either-or; it’s both – strategically aligned.
Neha D’Souza Senior Media Director, The Network Communications Group
YES
There’s a clear tilt toward performance marketing as brands increasingly chase short-term results, driven by advanced targeting tools and rising pressure to deliver measurable business outcomes. However, this shift often comes at the cost of brand-building efforts. In the short run, overdependence on performance tactics can lead to diminishing returns in an oversaturated market. Over time, it can erode brand equity and hinder long-term, profitable growth. To thrive, brands must strike the right balance – combining performance with consistent brand-building to stay relevant and create lasting and more meaningful consumer connections.
Yves-Michel Gabay
Managing Director MEA, Gamned!
YES
In the region, there is an excessive shift toward performance marketing, and against brand building. Many regional advertisers, particularly those distributing international brands, assume branding is handled by the parent companies – which works for luxury and automotive sectors but is less compelling elsewhere.
A performance-first approach carries risks. Because without brand nurturing, consumer preference becomes primarily price-driven versus brand preference. When companies invest heavily in performance marketing, they’re harvesting demand without creating it, with inevitable consequences – the top of the funnel starves, fewer potential customers enter the conversion pathway. This leads to conversions decrease and acquisition costs rise.
Balancing performance with brand building isn’t just good practice – it’s essential for sustainable growth.
Chrisa Chatzisavva Global Digital Lead, UM
MAYBE
But it’s not a binary issue anymore. The traditional divide between brand and performance is dissolving, especially as consumer journeys become more fluid and data-rich. Yes, there are still organisations clinging to outdated siloes, treating brand as a cost centre and performance as a conversion machine. But the more forward-thinking players are architecting unified strategies where brand fuels demand and performance captures it. Often, the barrier isn’t intent, it’s legacy structures, internal politics or measurement systems that can’t keep up. The industry isn’t over-rotating; it’s evolving, and some are simply evolving faster than others.
Hassan Abbas
Senior Director – Precision Marketing and Media, Nissan United – TBWA\RAAD
YES
Brands are shifting more towards performance marketing. I believe both performance marketing and branding serve essential but distinct purposes, and neither should be considered more impactful in isolation. Performance marketing delivers immediate, measurable results such as conversions and leads, but its effect is often short-lived if not supported by a strong brand foundation. Branding, on the other hand, builds long-term equity, customer loyalty, and top-ofmind awareness.
A strong brand also enhances customer stickiness, increasing the likelihood that customers remain engaged, return, and advocate for the brand over time. The most effective strategies strike a balance, where performance is strengthened by brand equity and storytelling is guided by data-driven insights. Brands that focus solely on short-term gains risk long-run stagnation. In my opinion, a balanced approach is key to sustainable growth.
Hatim Fakih General Manager Saudi Arabia for Mediaplus Middle East
YES
This trend is driven by the pressure on budgets and the perceived immediate value of performance metrics, while research indicates that this approach may be short-sighted and detrimental to long-term business growth.
Performance marketing is often seen as more valuable due to its immediate and measurable metrics, but these metrics can be misleading and do not always reflect true business performance, and this has led to an imbalance where performance marketing is exaggerated, potentially at the cost of long term brand health. While focusing solely on performance media can lead to a 'performance penalty', with a median 40 per cent decrease in revenue ROI. In contrast, a balanced approach that includes both brand-building and performance advertising can achieve a median 90 per cent greater revenue ROI.
In a rush to maximise perceived quick wins, we’re forgetting what audiences actually care about. Performance marketing is essential, but often too tactical, reactive and missing soul. In a region rich with culture and storytelling, too many brands are stuck chasing efficiency over emotion – counting clicks instead of building meaning. Nurture your brand and let it set the tone: performance should close the deal. Great brands shape perception and drive preference long before an ad is served. When audiences genuinely connect, cost per click drops and loyalty rises. It’s time to stop sprinting and start building long-term brand growth, where creativity leads and performance follows, albeit hand-in-hand.
I5th Element: Where technology meets creativity to drive business performance
n today’s fragmented advertising landscape, we at 5th Element, a Dubai-based network, are breaking new ground by seamlessly fusing technology and creativity to deliver measurable business outcomes.
BEYOND TRADITIONAL AGENCY BOUNDARIES
The traditional network model is increasingly becoming obsolete in today’s fragmented advertising landscape. Clients don’t want siloes; they want integration, accountability and a direct correlation between creative ideas and business results.
To meet their needs, we have established ourselved as a uniquely positioned network in the market. 5th Element operates at the intersection of performance media and creative solutions, creating an altogether new breed of network offering.
5th Element’s Muneef Khan explains how the network combines tech innovation with creative execution to deliver measurable business outcomes.
Supply-side platform (SSP): A uniquely crafted SSP combining new technologies including generative AI, edge caching and targeting algorithms across a customised pool of inventory.
We have global outreach through our out-of-home (OOH), digital-out-of-home (DOOH) and static inventory across major markets, and we represent international publications for the GCC region.
“5th Element operates at
Our unique position has appealed to lot of brands. As a result, we’ve had the privilege to work with more than 45 brands within a short span of time. Our existing positioning marks us as ‘a new breed of business partner’. This positioning isn’t just marketing speak; it’s embedded into our operational structure, where data scientists work alongside creative directors, and media specialists collaborate with technology developers.
the intersection of performance media and creative solutions,
creating an altogether new breed of network offering.”
What truly differentiates 5th Element is our eight distinct areas of expertise that together form a comprehensive ecosystem designed to address every stage of the customer journey.
COMPREHENSIVE SERVICE PORTFOLIO
What sets 5th Element apart is its diverse range of specialised services, each designed to address different stages of the marketing funnel.
B2B performance marketing: Delivering refined, compliant and consented personal data that fuels outsized returns through SQL, MQL, and appointment setting services – with a performance-based pricing model.
Digital-out-of-home (DOOH) innovation: As pioneers in the DOOH space, 5th Element offers blockchain-powered planning and measurement tools that address the transparency, verification and fraud challenges plaguing the industry.
Global media representation: Representing selective and unique media networks from nine international markets, including Russia, India, China, Japan, Turkey and Latin America, providing clients with access to previously untapped audiences.
Full-funnel performance: Optimising conversion paths with cost-per-sale, cost-per-order and post-install optimisation services that deliver measurable results.
Groundbreaking activations: 5th Element has built a reputation for creating innovative brand experiences and activations that break through the clutter and stand the test of time, while also using the latest technologies on offer accompanied by our own production warhouse.
AR/VR experiences: Creating immersive brand experiences through AR filters for Instagram, Facebook, Snapchat and TikTok that drive engagement and brand recall.
Content, creative development and management tool powered by AI: Creating limitless immersive concepts, managing brand guidelines and controlling the usage of brand assests along with insights into ad usage.
AGENCY PARTNERSHIPS
THE FUTURE-FORWARD VISION
The agency has quickly established itself as a trusted partner to some of the biggest names in the global agency landscape, including UM, Serviceplan Group, Initiative, Magna, GroupM, MullenLowe, FP7 McCann, BBDO, Publicis Groupe and BPN, among others.
We believe the future of advertising lies in the convergence of physical and digital spaces. Our technology stack enables brands to not only reach audiences across multiple touchpoints, but also to measure impact with unprecedented accuracy.
With coverage across major markets including the UAE, US, Russia, India, Germany, France, UK, Italy and various African countries, 5th Element has established a truly global footprint that allows brands to execute unified campaigns across borders.
By Muneef Khan, CEO, 5th Element
For brands and agencies looking to navigate the increasingly complex media landscape, 5th Element offers a refreshing approach – one that combines technological innovation with creative execution, all while maintaining a laser focus on delivering measurable business results.
MARKETERS CALL FOR COLLABORATION ON EDUCATION, TRUST AND CHANGE MANAGEMENT
Here’s an in-depth wrap-up of Campaign Middle East’s Market Minds CMO Round Table, powered by Publicis Groupe Middle East, which brought 12 retail media veterans together for a knowledgesharing and community-building exercise.
Some of the Middle East’s top retail media marketers have reached a consensus that the industry needs to prioritise trust, education, change management and tech integrations, while increasing its focus on artificial intelligence (AI)-shopping agents, the untapped power of first-party data, and effectiveness across on- and off-platform channels.
Campaign Middle East’s recent Market Minds CMO Round Table event, titled ‘Ready for a Retail Revolution?’, presented by Motivate Media Group in partnership with Publicis Groupe Middle East, witnessed 12 retail media industry veterans gather for a knowledgesharing and community-building exercise.
This closed-door round table meet was attended by: Omar Saheb, Chief Marketing Officer – MENA, Samsung Electronics MENA
Marilena Hadgianni, Director – Brand Marketing, Chalhoub Group
Sohail Nawaz, MBE, Head of Retail Media, Landmark Digital, Landmark Group
V. Nandakumar, Director – Marketing and Communications, Lulu Group International
Yogesh Shroff, Director of Ecommerce, Beiersdorf
Alisher Ziyaev, Associate Director – Retail Media, Union Coop
Tayab Hasan, General Manager – Ads, Careem
Kareem Al Saady, Regional Director –Retail Media, talabat
Mazen Mroueh, Head of Performance, Publicis Media
Rajesh Verma, General Manager, Epsilon
Chirag Galundia, Head of Commerce MENA, Publicis Commerce
Hitesh Malhotra, Marketing Director, 6thStreet.com, Apparel Group
Anup Oommen; Samsung Electronics’ Omar Saheb; Chalhoub Group’s Marilena Hadgianni; Publicis Media’s Mazen Mroueh; Lulu Group International’s V. Nandakumar; Landmark Group’s Sohail Nawaz, MBE; Union Coop’s Alisher Ziyaev; Publicis Commerce’s Chirag Galundia.
At the outset, conversations reinforced the notion that retail media is no longer only a trade marketing channel. Leaders agreed that retailers need to focus more on long-term customer value, upper-funnel brand spend, joint value propositions (JVPs) and full-funnel partnerships, while becoming true growth engines for organisations.
Marketers opined that the time has come to take conversations far beyond impressions, cost-plusclicks and data monetisation, and move the dialogue towards in-house analytics and tangible business outcomes such as incrementality of sales.
They also shared that while the industry has embraced technology – which enables the sharing of information and data – it needs a makeover in terms of collaboration at the C-suite level; aligning on pilots and common goals; ensuring trust and transparency along with data integrity and privacy; and “speaking the same language clearly” so that everyone is on the same page despite organisations being at different stages in terms of their retail media maturity.
Leaders also agreed to collectively address “the education piece” – across their organisations, agencies and partners – which calls for clearer communication on achievable expectations and clearer demonstration of value delivery from both upper-funnel spend and lower-funnel e-commerce.
The trend of AI shopping agents was also discussed, with a specific focus on how organisations now need to go beyond using AI for
search engine optimisation, to also optimise for answer engine optimisation (AEO). The consumer path to purchase journey is changing with the dawn of these shopping agents and marketers will soon be showing fewer ads to people and need to work out how to optimise for bots.
Sohail Nawaz, MBE, Head of Retail Media at Landmark Reach, part of the Landmark Group, said, “The questions that we need to ask ourselves as retailers are: Do we block or throttle shopping agents in our eco-systems? Do we create our own? As shopping agents like Operator, Alexa Plus and Nova Act become more mainstream and they achieve critical mass with consumers, whichever agent wins that battle to be the consumer shopping agent of choice, their big tech owners will win the future battle of agent-as-a-service revenue. This will ultimately result in retailers forming alliances with the most popular shopping agents to get their products discovered, selected and purchased. He who dares, wins. Last mover disadvantage in this space is real.”
Panellists also discussed advertising models within shopping agents, ensuing search changes and revenue opportunities that could be unlocked.
RETAIL MEDIA: FAR BEYOND TRADE MARKETING
While retail media is not new, and has had trade budget for a long time, the industry has witnessed rapid evolution with the added layer of analytics, data and technology as well as the way insights are derived and the way it is packaged.
V. Nandakumar, Director – Marketing and Communications, Lulu Group International, who oversees big box retailing across multiple geographies and thousands of stock-keeping units (SKUs), said, “The key trend to address is attributable packaging. We need to raise the right questions, such as: How did the ad perform compared with the business take off? Conversations in the industry are revolving around how we can better package – from a technology point of view – and then sell the insights to get the space sold on both in-store assets as well as online and off-site assets.”
Building on the discussion, Nawaz said, “It’s exciting to see how retail media technology can enhance the trade and merchandising discussions and relationships with our endemic brands. With the new tech comes the possibility of closed-loop measurement, which every brand wants to see. That is to say, ads shown, products bought, and SKU level data being provided, as part of the measurement and reporting suite. Collaboration with trade and merchandising teams to communicate these new developments to our existing brand partners is pivotal to retail media success and dedicated stakeholder engagement and joint working is key.”
He added, “This will include diving into deeper and regular conversations with trade and merchandising teams and asking questions such as: What are the most important gross merchandise volume (GMV) weeks, and what are the less important weeks? How can weave and optimise retail media ads (sizes and placements) in lower GMV weeks and reduce them in the weeks that are important to you?”
The panellists agreed that perceptions around retail media need to change, despite traditional trade budgets being a legacy contribution to the back-end margins. In the past, retail media used to be focused more on asset management, but now it’s a transformation piece that goes far beyond trading assets and has evolved into managing campaigns and long-term brand objectives.
Tayab Hasan, General Manager, Careem Ads, said, “In more mature markets, the upper funnel spend is huge and so is retail media spend. In this region,
Marilena Hadgianni, Director – Brand Marketing, Chalhoub Group, raised concerns about trust and transparency within the retail media landscape.
Marketers participate in Campaign Middle East’s first Market
Minds CMO Round Table, powered by Publicis Groupe Middle East.
Campaign Middle East hosted a networking session before the round table event.
we’ve got only our trade marketing sorted – or rather, we’re getting there. We need to do a lot of education on how to get more upper-funnel spend channelled into retail media because that’s where the closed loop measurement exists.”
CLARION CALL FOR CHANGE MANAGEMENT
Marketers also discussed the problems that arise when we compare the Middle East market to more mature retail media markets.
Absurdities arise when consultancies fail to clearly communicate the value of data to client-side C-suite leaders. Several panellists shared examples of consultancies promising millions in value from data within short timeframes, and the fallout of such unreal expectations.
Leaders explained how advertisers have an appetite for pilots and test campaigns but often get fixated on that big number – which then translates into how advertisers measure success metrics such as KPIs and clicks. This gets further complicated when programmatic is dragged into the discussion – especially in an industry where ad fraud remains rampant, and the system can be gamed by bots.
Hasan added, “Let’s be honest. Data owners or retailers can’t put their finger down on a specific dollar value that can be derived out of data and into their profit and loss (P&L). Sure, we can use our data to target our own customers better or optimise our marketing campaigns. But the interesting bit comes in when the question is raised about what more we can do with this data, and how we can monetise it, with so many buyers existing without the means.”
“ THE GOAL SHOULDN’T BE FOR RETAILERS TO SIMPLY MONETISE DATA. INSTEAD, WE SHOULD FOCUS ON HOW TO LEVERAGE INSIGHTS TO DRIVE MUTUAL GROWTH.”
through great partnerships with the likes of Beiersdorf, Landmark Group and Carrefour.
THE TRUST AND EDUCATION PIECE
Marilena Hadgianni, Director – Brand Marketing, Chalhoub Group, raised concerns about trust and transparency within the retail media landscape. She raised questions about data integrity, whether marketers trust the data being shared with them, whether the data is shared transparently, and whether the people sharing the data can be trusted. Hadgianni added, “It’s also a matter of whether the industry needs to learn to communicate better –speak to marketers and retailers in a way that there’s no room for uncertainty or misinterpretation in terms of what’s being communicated; especially, when the information and insights are delivered to clients and marketers in a comprehensible way that makes them feel like they can trust the people, trust the data, and that they see the value.”
Epsilon and Publicis Groupe Middle East shared how they have solved for this by activating campaigns against the data, thus putting value against the data and fixing expectations in terms of what this data is worth.
Rajesh Verma, General Manager, Epsilon, said, “It’s definitely an education piece. Everyone needs to be aligned on what the value of data is, and how it can be unlocked. This requires a deeper understanding of the granularity of retail media. It’s our jobs as marketers and agency leaders to educate and handle the internal assignments; to onboard everybody at the C-level and manage their expectations.”
Leaders stated that the time has come to change the way things work. It’s no longer OK for the C-level to get so distracted by the big numbers and how to get that money into their P&L that they forget about the tech, the customer journey, the true value of data, and brand.
Alisher Ziyaev, Associate Director – Retail Media, Union Coop, said, “Educate the industry that this is not a plug-and-play solution. Retail media is undergoing a massive transformation – and yes, while it usually sits within the marketing department, it involves the operations, commercial teams, finance, legal and IT – all coming together and ensuring that everyone is aligned at the C-level.”
Panellists agreed that internal alignment needs to be prioritised, and that marketing needs to be more
of an enabler. They discussed ways to reframe the process, ensure that everyone understands customers before monetisation, and enable data-led partnerships and JVPs.
Omar Saheb, Chief Marketing Officer – MENA, Samsung Electronics MENA, said, “The goal shouldn’t be for retailers to simply monetise data. Instead, we should focus on how to leverage our insights to drive mutual growth with our retail partners. It’s about using the information and insights we have to unlock new sales opportunities and co-create a joint business plan. At the end of the day, both we and the retailer want the same thing: to create more value respectively. But to get there, we need to go back to basics, understanding the consumer, identifying growth drivers, and working together to expand the total category value. It’s not about taking a bigger slice; it’s about growing the pie.”
Yogesh Shroff, Director of Ecommerce, Beiersdorf, added, “Some retailers are moving fast in this space, while others are lagging a bit. Top brass can, at times, be on board with change management, but the real questions are: Does this translate through the organisation? Are we setting the right KPIs at the bottom level? How are we signing up our JVPs with our partners and looking at incrementality? These are the critical questions.”
Mazen Mroueh, Head of Performance, Publicis Media, shared examples of how Publicis Groupe Middle East has already brought all this to life
Talabat’s Regional Director of Retail Media Kareem Al Saady emphasised the need for brands to gain visibility and control over their data, ensuring its proper consumption.
Al Saady said, “We need to address fundamental challenges, keeping in mind that talabat’s primary value in the context of retail media, and driving consumer packaged goods (CPG) growth lies in driving customer acquisition and product sales through the transactions occurring on its platform. This area requires clarity and focus.”
Leaders stated that marketers need to work with product, finance and commercial teams – catering to them, as well. It won’t do if a colleague has a sales target but doesn’t have the tools and support needed, they agreed, because without collaboration and trust built into the system, why would the sales team care about improving brand perception over time?
Chirag Galundia, Head of Commerce MENA, Publicis Commerce, said, “As agency partners, working both with retailers and brands, our job is to partake in education and set the expectations of the various stakeholders right. This is not only in terms of what media to sell, but also in terms of how retail media affects their business, their targeting, and so on. Clearly, a lot of technology adoption and transformation is needed in order for brands and retailers to maximise their business impact – and that’s where we come in.”
Building on the conversation of partner strategy and collaboration, Epsilon’s Verma added, “Trust is an important credential. Showing credibility, bringing partners together, discussing strategies transparently and building on small business cases is critical. The onus is on us to show that we’ve driven value and performance, while also setting realistic expectations.”
Verma concluded, “It’s OK to say that it’s not easy to have success in a one-month campaign, especially when measured on last-click. Trust begins with honesty, and that in turn begins with not giving false promises. So, let’s rest the case with this: That big number that we’ve all spoken about – not going to happen. Start small, do pilot cases and then build on them.”
Campaign Middle East Editor Anup Oommen addresses marketers at the CMO round table.
Lucid and MCH Global: a Saudi-first story of innovation and momentum
Here’s a look at how the multi-year collaboration between Lucid and MCH Global reflects a unique blend of strategy, storytelling and cultural fluency, and how it has resonated with regional audiences.
In the heart of Saudi Arabia’s transformation lies a story of bold ambition, cultural understanding and future-focused collaboration. American automotive and technology company Lucid, in partnership with experiential marketing agency MCH Global, has forged a unique journey in the region – rooted in purpose, driven by innovation and aligned with the Kingdom’s broader vision.
Over the past few years, this partnership has grown from a series of high-impact moments to a strategically layered brand presence that speaks deeply to regional audiences.
From launching world-class electric vehicles at the Kingdom’s most prestigious events to producing emotionally resonant campaigns, Lucid’s presence in the region today is both pioneering and personal.
GROUNDED IN THE KINGDOM: A SAUDI-FIRST FOUNDATION
Lucid’s regional story began with an intentional, Saudi-first approach. More than just a market, the Kingdom has been a strategic partner in realising the brand’s mission of sustainable luxury mobility.
That commitment materialised powerfully with the opening of AMP-2, Lucid’s Advanced Manufacturing Plant in King Abdullah Economic City – the brand’s first manufacturing site outside the US. As the only global EV manufacturer with a facility in the region, the opening marked a defining milestone for Lucid’s local and global strategy.
“Being the only EV manufacturer with a production facility in Saudi Arabia underscores our alignment with the Kingdom’s sustainability and economic goals,” says Firas Kandalaft, Marketing Director at Lucid Middle East. “Through this commitment, we’re not only growing our customer base but contributing meaningfully to Vision 2030 – driving innovation, job creation and long-term value.”
CREATING CULTURAL CONNECTION: FROM TRADITION TO TRANSFORMATION
Lucid’s impact in the region hasn’t been limited to infrastructure – it’s been felt deeply in culture.
A turning point came with the launch of Light the Way – a Ramadan TVC fully shot in the region in 2024. Conceptualised and executed by MCH Global, the campaign combined modern storytelling with traditional values, showcasing Lucid not just as a product, but as a meaningful part of regional life.
“Lucid’s storytelling has always honored the market it speaks to,” says Joann Correia, Account Director at MCH Global. “From a tradition-rooted Ramadan campaign to launching AMP-2, and now creating compelling employer branding content – we’ve partnered across the full spectrum of brand building, always with purpose and regional relevance.”
PLATFORM MOMENTS: LUCID AT THE CENTRE OF THE CONVERSATION
Lucid’s regional strategy has prioritised high-impact visibility milestones. As a recurring feature at the prestigious Saudi Cup – one of the Kingdom’s most prominent annual events – Lucid has used the platform to debut two of its most iconic models. The Lucid Gravity made its Middle East premiere in 2025, introducing the luxury SUV as a family-oriented yet performance-driven vehicle.
The brand also unveiled the exclusive, one-of-one Lucid Sapphire in 2024 – its ultimate high-performance model – in a private setting, further cementing Lucid’s position as a leader in luxury and innovation, and resonating with elite audiences.
Each moment was not just about product – it was about positioning Lucid as a lifestyle and innovation leader in a fast-evolving regional market. The agency’s focus remained on creating immersive, product-focused experiences that delivered on media resonance.
These events were also accompanied by the opening of the Lucid Studio in Dubai in 2024, expanding the brand’s physical presence and offering authentic experiences to a growing audience across the GCC.
PARTNERSHIPS THAT PROPEL THE FUTURE
Lucid’s strategic outlook continued to evolve with the signing of a landmark agreement with Riyadh Air – a move that signaled the brand’s intention to collaborate across industries in driving the future of sustainable mobility.
MCH Global has supported this narrative, ensuring that Lucid’s vision comes to life through experiences, campaigns, and environments that resonate with high-impact stakeholders while building broader market share and brand equity.
LOOKING AHEAD: THE NEXT CHAPTER
As Lucid ramps up Phase 2 of AMP-2, the momentum continues. The brand’s multi-year collaboration with MCH Global reflects a unique blend of strategy, storytelling and cultural fluency –positioning Lucid not only as an EV brand but as a force shaping the future of sustainable living in the region.
Kandalaft concluded “Our journey in Saudi Arabia is only just beginning. We’re building something enduring – not just in manufacturing or mobility, but in how people relate to what a brand like Lucid can represent here.”
BRAND FOCUS
HOW ANALYTICS IS RESHAPING DESTINATION MARKETING
Department of Culture and Tourism – Abu Dhabi’s Renos Fountoulakis discusses the evolution of tourism intelligence and what it will take for destinations to remain competitive in a data-rich environment.
In today’s hyper-competitive global tourism landscape, destinations can no longer rely solely on intuition or traditional marketing approaches. The tourism industry has entered an era when data-driven decision making isn’t just advantageous; it’s essential for sustainable growth and market differentiation.
At the Department of Culture and Tourism – Abu Dhabi (DCT Abu Dhabi), we’ve witnessed first-hand how embracing advanced analytics has transformed our approach to destination marketing. What began as basic reporting has evolved into a sophisticated ecosystem of market intelligence that informs every aspect of our strategy.
Beyond the numbers
Tourism data in its raw form offers limited value. The true power emerges when disparate data sources are integrated, analysed, and translated into actionable insights. This transformation from data to intelligence requires both technological capability and human expertise.
Visual intelligence
One of the most significant barriers to data-driven decision making is accessibility. Complex datasets and statistical analyses often remain underutilised because they’re not presented in ways that stakeholders across the organisation can easily understand and apply.
To address this challenge, we have pioneered a visual intelligence system that transforms complex tourism data into intuitive, interactive dashboards tailored to specific markets and business questions.
When we present data visually, we democratise access to insights.
Suddenly, everyone from marketing managers to executive leadership can explore trends, test hypotheses and make informed decisions without needing advanced analytical skills.
“DATA CAN TELL YOU WHAT’S HAPPENING, BUT IT TAKES HUMAN INSIGHT TO UNDERSTAND WHY IT MATTERS AND HOW TO RESPOND IN A WAY THAT RESONATES CULTURALLY.”
Looking forward: The future of tourism analytics
The challenge isn’t collecting data; it’s connecting the dots between different signals to reveal the complete picture. We’re analysing everything from search trends and booking patterns to brand perception metrics and competitive positioning across diverse markets. This integration allows us to identify correlations that would remain hidden in siloed data.
This holistic approach has enabled DCT Abu Dhabi to develop nuanced market-specific strategies rather than applying one-size-fits-all solutions. The power of connecting diverse data signals for strategic gain specifically by integrating insights from flight search patterns, travel queries, booking behaviours, brand metrics and media performance, allows us to reallocate media impressions to align more precisely with the customer journey, maximising impact at each touchpoint.
This visual approach to market intelligence has accelerated decisionmaking processes and fostered a culture of data-driven thinking throughout the organisation. Team members now routinely reference market dashboards when planning campaigns, allocating resources or evaluating performance.
Data-informed, not data-driven
Despite the emphasis on analytics, technology alone cannot drive tourism success. We’re data-informed, not data-driven. The data provides direction, but human creativity, cultural understanding and strategic thinking remain essential.
This balanced approach ensures that while decisions are grounded in empirical evidence, they still reflect the unique character of Abu Dhabi and the emotional aspects of travel that pure data might miss.
Data can tell you what’s happening, but it takes human insight to understand why it matters and how to respond in a way that resonates culturally.
As we look to the future, the role of data in tourism marketing will only expand. Emerging technologies such as artificial intelligence and machine learning are opening new frontiers in understanding traveller behaviour and personalising experiences.
We’re just scratching the surface of what’s possible. The next evolution will be systems that not only analyse past and present data but continuously learn and adapt to changing market conditions in real-time.
For destinations seeking to remain competitive in this data-rich environment, the message is clear: investing in analytics capabilities isn’t just about keeping pace, it’s also about setting the pace and defining the future of destination marketing.
This forward-thinking approach to market intelligence at DCT Abu Dhabi has helped transform the emirate into one of the world’s fastest-growing tourism destinations, proving that in modern tourism, the strategic use of data may be the most powerful attraction of all.
By Renos Fountoulakis, Head of Research and Insights, Department of Culture and Tourism – Abu Dhabi (DCT Abu Dhabi)
New trends and technologies are constantly reshaping the marketing landscape. What worked yesterday might be obsolete tomorrow. One thing’s crystal clear: the blending of performance marketing and brand-building is the core conversation for modern marketers.
This isn’t just about hitting targets; it’s about creating lasting and meaningful connections. Considering how rapidly tech evolves, how consumer behaviour shifts and how complex the market has become, the key challenges and opportunities lie in maximising impact through strategic alignment.
Clearly defining objectives is a crucial first step. While priorities may vary across departments, sales for some, memorability or engagement for others, they must align with key business objectives. These objectives often include revenue growth, enhanced credibility and sustained customer loyalty. As marketers, it is essential to maintain a clear focus on these core business goals.
AI and machine learning? They’re not just buzzwords any more. They’re the engines driving performance marketing, allowing us to get hyper-personal and data-smart with our communications. Consumers crave tailored experiences, demanding a deeper understanding than ever before. Customer experience is vital: happy customers are loyal customers. With the surge of new channels, maintaining brand consistency without sounding repetitive becomes increasingly challenging. The solution lies in contextual advertising. Moving beyond broad, uniform messaging, brands must adopt personalisation.
Clean rooms, retail data and second-party data empower us to create personalised, one-to-one communications. This contextual relevance must be leveraged across both branding and performance initiatives.
Let’s be real: when it comes to performance marketing, serious obstacles remain. Navigating the data privacy minefield, with regulations like GDPR, is complex. We must be ethical, build trust and still deliver personalised experiences, a challenging balance.
The attribution labyrinth persists. Untangling models to accurately identify effective channels feels like deciphering a bowl of spaghetti. The customer journey is very fragmented, making accurate conversion attribution a big headache.
Given this complexity, multi-touch attribution models are essential to provide a holistic view. Furthermore, establishing a real-time measurement framework is fundamental, enabling agile optimisation.
Ad fraud remains a constant threat, wasting valuable marketing spend. Brand safety is also important; specific ad technology is needed to keep our ads away from harmful content and fraudulent activity. The constantly evolving ad technology landscape presents another challenge: continuous learning and experimentation, which are vital to maintaining a competitive edge.
Proving ROI is crucial; reach and likes are insufficient. We must prove that marketing efforts are driving tangible business outcomes. Other teams, focused on longterm value creation, require a clear understanding of marketing’s potential. To bridge this gap, we need a framework encompassing both performance and branding, incorporating a mix of actionable and vanity metrics. Success, therefore, can no
BRAND FOCUS
RUN A MARATHON, NOT A SPRINT
DIOR’s Claudia Raya-Garcia takes a deep dive into how marketers can ensure shortterm results and long-term brand value.
longer be defined by a single metric but by a comprehensive set of indicators derived from incrementality studies, marketing mix modeling (MMM), brand lift studies and other rigorous analyses.
Moreover, modern branding isn’t about being the loudest voice in the room; it’s about building genuine relationships with your audience. A common mistake brands make is focusing heavily on performance marketing because the results are immediately visible. However, a sustainable strategy requires a balance between branding and performance marketing. Without a strong brand foundation, performance and sales will inevitably suffer. Think of it this way: performance marketing is the engine, but branding is the fuel.
Authenticity is non-negotiable; consumers can easily identify a lack of credibility. Brands should be genuine and transparent to earn their trust. We also need to focus on creating experiences, not just pushing products. This means thinking about emotional connections, not just sales pitches.
Building your tribe is also key; online communities are goldmines because they promote a sense of belonging, provide invaluable feedback and turn customers into brand advocates.
Finally, brands should remember to adopt a long-term vision; it’s tempting to chase quick wins, but we need to balance that with building long-term brand value. Imagine running a marathon, not a sprint.
At the end of the day, the most successful marketing strategies will be those that seamlessly integrate performance marketing and brand building efforts. It requires cross-functional collaboration between all marketing teams, with a shared understanding of the overall marketing goals. Data and analytics must inform both performance marketing and brand building decisions, providing insights into customer behaviour and brand perception. By aligning these two, marketers can create a cohesive marketing strategy that drives both shortterm results and long-term brand value.
In an ever-changing media landscape, the challenges and priorities in performance marketing and brand building are becoming increasingly clear.
Marketers must navigate complex data privacy regulations, embrace new technologies and focus on building authentic brands that resonate with consumers.
By integrating performance marketing and brand building efforts, marketers can create a powerful marketing strategy that drives both short-term results and long-term brand value.
By Claudia Raya-Garcia, Media Manager – Digital and Offline –MEIAT region, DIOR
BRING BACK BALANCE
Marketers and agency leaders speak to Campaign Middle East about the surge in performance marketing over the past decade, the need to understand and track brandbased metrics better, and the risks of undervaluing brand equity in the pursuit of short-term wins, before calling for a mindset shift to flip the script.
By Anup Oommen
Middle East marketers are demanding results. Client stipulations to justify investments through demonstrable return on ad spend (ROAS), quantifiable cost per acquisition (CPA) and bottom-of-the-funnel sales conversions that reflect on short-term profit and loss (P&L) statements are becoming increasingly pronounced.
Now, with agentic AI accelerating the pace of real-time adjustments and optimisation based on sophisticated attribution models, it’s no surprise that performance marketing is back in the spotlight, especially in a measurementdriven ecosystem.
Campaign Middle East speaks to marketers and agency leaders about the industry gravitating towards performance metrics and evaluates whether this is taking a toll on long-term brand equity.
While some seasoned professionals speak about existing synergies between brand and performance, others call for a shift in mindsets: for clients to stop viewing brand as a cost-centre, and for agencies to defend sustainable brand health.
IS PERFORMANCE WINNING THE TUG OF WAR?
‘‘IN THE AGE OF INSTANT GRATIFICATION, IT’S ALL TOO EASY FOR MARKETERS TO BECOME ADDICTED TO PERFORMANCE METRICS.”
Although brand versus performance is not a novel debate, it is a critical one in the current landscape. The discussion, previously reflected in the seminal works from James Hurman in ‘The Case for Creativity’ – circa 2011 – as well as the deep tech work of Karen NelsonField, has come back to the fore in r ecent research.
The 2024 Nielsen Annual Marketing Report reveals that 70 per cent of marketers plan to increase their emphasis on short-term performance marketing over brand building. Watching this notion come to life in 2025 is unsurprising.
Placing the age-old debate in the current context, Alka Winter, Vice President – Destination Marketing and
Communications, Ras Al Khaimah Tourism Development Authority (RAKTDA), says, “The almost zero-sum relationship between brand and performance is played out routinely over time. Now, as the focus shifts towards attribution and sales performance, especially in the age of agentic AI – where optimisation can now take place at a breakneck speed – performance marketing is certainly having its day.”
She adds, “This calls into question pressing issues all marketers face: How can we assign attribution? How do we balance brand and performance advertising? Can we iterate as we go; and if so, how often? Can AI technologies get us closer to cleaner targeting and cleaner attribution? Does brand need to be on the back burner to appease stakeholders, including the finance team?”
Mary Anne He, Head of Data Analytics and Insights, Havas Media Group, says, “In the age of instant gratification, it’s all too easy for marketers to become addicted to performance metrics, being readily available, quick to turnaround and somewhat easier to attribute to specific marketing activities.”
She adds, “On one hand, performance metrics are usually linked to the latest tech and shiny new tools.
On the other hand, brand metrics lack that excitement because they move much
Stern School of Business, told audiences at the Cannes Lions International Festival of Creativity, “The era of brand is dead.”
At the time, Galloway said, “I’m essentially training people to go to work for a CPG [consumer packaged goods] company and be fired, because the skills around creating intangible associations in broadcast advertising are, increasingly, being undermined by industry practice.”
Unsurprisingly, Galloway’s comments created pandemonium among ‘brandbelievers’. To settle a heated debate, leaders Campaign Middle East spoke to after Cannes Lions 2023 said that time would be the best litmus test.
Fast forward two years, and leaders now have proof that brands who have taken the braver route – even during the pandemic – succeeded and have important lessons to share.
slower, and proving their impact is challenging because so many factors come into play. As a result, many brands don’t track brand health as rigorously as they should, often lacking the granularity and continuity in methodology needed for meaningful insights.”
WISDOM POST-COVID AND WORDS OF CAUTION
Looking back, economic constraints began tearing up the brand budget between 2020 and 2023, and it hasn’t corrected since.
An article by Harvard Business Review posits that the Covid-19 pandemic led to a tidal shift from upper funnel reach and brand marketing towards performance marketing to generate leads. The simultaneous boom in digital channels exacerbated this trend.
In June 2023, as the world began to bounce back from the pandemic, Scott Galloway, professor of Marketing at NYU
Vicky Kriplani, Business Lead, Leo Burnett ME, says, “During Covid – when everything paused – it was actually brand narratives, not performance ads, that kept companies emotionally relevant. That period reinforced an important lesson: Brands that focused on long-term connection were the ones that endured. It’s a reminder that building a meaningful, lasting brand is just as crucial as chasing immediate performance metrics.”
The general verdict is clear: The industry has been overrotating towards performance for years. However, the data shows that the opposite is required.
Marketing research organisation WARC’s latest research analysis titled The Multiplier Effect argues that marketers need to switch things up –immediately – with findings proving that the strongest returns from advertising come from using brand equity as an accelerant for commercial performance. While most marketers believe in integrating brand and performance, the say-do gap is evident in the fact that only about a third practise it.
To spur this move towards a more balanced approach, marketers have shared words of advice.
Winter says, “Performance marketing alone might bump up conversion-based key performance indicators (KPIs) in the short run but, ultimately, to the detriment of long-term and sustained, growth. At some point it plateaus off and
Mary Anne He
Vicky Kriplani
Alka Winter
leads to diminishing returns.”
Gita Ghaemmaghami, Leader –Communications and PR, LIXIL IMEA, says, “We’ve seen this shift from brand to performance, especially under budget constraints. But it’s risky. As someone who has led both agency and in-house brand communication, I have seen how undervaluing brand equity leads to short-term wins but long-term loss.”
MINDSET SHIFT: TIME TO FLIP THE SCRIPT?
The harmonious co-existence of brand and performance – even in the current metrics-minded landscape – is not a utopian or idealistic concept, but one rooted in reality.
The trouble is: This will require the industry to challenge the status quo. It will require leaders to end the endless debate of ‘brand versus performance’ and accept a new normal that makes room for a ‘brand and performance’.
This will require a revamp of organisational structures to prevent separate siloed teams with different KPIs working separately on brand and performance, competing for budgets and often rowing the boat in different directions.
Mai Cheblak, Head of Corporate Marketing, Emirates NBD, says, “In today’s landscape, brand can’t exist in a silo; it must actively support commercial outcomes. That doesn’t mean compromising on brand; it means making brand accountable. The most successful marketers are those who can create campaigns within which brand storytelling and performance metrics reinforce each other.”
Cheblak adds, “This is especially relevant in the Middle East, where digital maturity is evolving rapidly, and audiences are increasingly discerning. There’s a unique opportunity for marketers to use data-led storytelling that drives both resonance and results –building meaningful connections while also delivering on business goals.”
However, this will also mean redefining ROI in a region where performance marketing often dominates the measurement agenda.
Ibrahim Ghazal, Head of Search and Social, GroupM MENA, says, “It’s about finding harmony, not choosing between them. This means aligning brand and
performance with short-, mid-, and long-term KPIs. Focus solely on sales in year one, and you may struggle in year two. Focus only on the brand, and you risk missed revenue. Performance media often mirrors sales targets, but even the best execution needs a strong brand.”
Maya Tayara, Managing Director, iProspect MENA, explains, “While performance KPIs remain critical, too often, immediate results are prioritised at the expense of future relevance. To walk the marketing tightrope, marketers and their partners must shift from binary thinking to fluid frameworks – using data and technology to not only track conversions, but also to unlock richer, predictive insights about brand impact, cultural relevance and consumer intent.”
Leaders share that both clients – and the agencies that serve them – should develop better ways to measure the effectiveness of investments into brand, which they believe will make the case for brand-based investments.
Hemalatha Subramanian, Senior Manager – Customer and Technology, Alshaya Group, says, “We need a passionate mindset shift, which involves seeing brand equity as a living, vital asset – not a soft extra. Agencies must fiercely defend sustainable brand health, resisting clients’ demands for instant results. Also, marketers collaborating with agencies should adopt a holistic measurement method, blending qualitative data and brand tracking with traditional metrics.
She adds, “Ultimately, success hinges on establishing a robust marketing KPI that evaluates the brand’s connection with its audience, not solely focusing on performance-based ROI.”
Building on this need for a ‘mindset shift’ Cheblak calls for a move away from
‘‘WE NEED A PASSIONATE MINDSET SHIFT, WHICH INVOLVES SEEING BRAND EQUITY AS A LIVING, VITAL ASSET – NOT A SOFT EXTRA.”
viewing brand as a cost centre to understanding it as a long-term growth enabler.
However, in order to achieve this, Cheblak says, “Marketers and agency leaders must move beyond transactional KPIs and build partnerships rooted in trust, shared goals and data transparency. Sophisticated measurement models are key – frameworks that capture both short-term wins and long-term brand health indicators such as trust, sentiment and loyalty.”
On the flipside, leaders are also challenging the industry to look beyond the numbers – to use insights not only to optimise performance, but also fuel innovation and meaningful storytelling.
With competition fierce and customer expectations soaring, marketers reached a consensus that it’s imperative for brands to master the balance and walk this tightrope – with authenticity and precision.
ARTIFICIAL INTELLIGENCE JOINS THE CONVERSATION
Before marketers embrace the thought of AI piloting them to the future, they discuss the need for a data sanity check. Leaders share that the biggest challenge is often collecting accurate, clean data to feed the tools and models we rely on.
Anne He said, “For brand in particular, the problem is usually a lack of data or inconsistency in measurement. But with the right data in place, there is a lot we can achieve.”
With the fundamental checks and balances in place, leaders evaluate whether the industry is optimally leveraging predictive analytics, machine learning and AI-driven insights to dynamically adjust budgets between brand and performance in response to real-time market changes.
Tayara says, “We’re heading in the right direction, but ‘optimal’ is a moving target. We’re already applying AI and machine learning to interpret signals across the marketing funnel and shift investment
Gita Ghaemmaghami
Ibrahim Ghazal
“Marketers and agency leaders must move beyond transactional KPIs,” Mai Cheblak says.
dynamically, based on real-time performance and market volatility.”
Winter adds, “Whether its performance optimisation on ad bids or dynamic creative output at scale, AI is doing the heavy lifting, and it’s about time. From an analytics perspective, marketing mix modeling can really help in determining attribution and ultimately budget adjustments.”
Leaders agree that in the age of AI, it is entirely possible to work both forwards and backwards at every stage of marketing to understand the impact of changes up or down the funnel, which allows marketers to
allocate budget where it will have the greatest impact.
Anne He explains, “We can model the full funnel using client’s own data and industry benchmarks, from awareness to consideration, to intent, in-market targeted reach, website visits, and finally to conversions.”
Research released by the likes of McKinsey and Company, and Forrester, further validate these notions, highlighting how AI-powered predictive analytics offer a promising shift from static budget allocation.
Companies are witnessing 30 per cent cost reduction and improvement in forecasting, according to these reports. Brands increasing conversion rates and reducing cost-per-acquisition – by leaning into AI and executing real-time campaign adjustments – are indirectly increasing financial pliability and channelling more investment into brand,
instead of pure performance plays.
Tayara says, “Our future lies in building adaptive strategies that learn, evolve and respond in real time, allowing brands to flow budget between performance and brand-building efforts without losing precision or impact. That’s how we unlock real growth, in any market condition.”
Yet, while the effects of AI on brand and performance budgets become part of mainstream conversations, leaders also call for the industry to take a step back, pause, reflect and ask: Are organisations equipped with the right infrastructure and skilled professionals? Are ‘brand success’ and ‘performance success’ clearly defined for AI? Can AI truly grasp real-time market changes?
Subramanian says, “While AI offers efficiency and better forecasting, it is crucial to address data infrastructure, skills and market aptitude. The potential is clear, but marketers must continue to invest and refine AI systems thoughtfully in a way that harmonises technology and human expertise.”
Ghaemmaghami adds, “There should be more upskilling, cross-functional collaboration and trust in data-driven experimentation. I have seen the most progress when marketing, technology and finance are aligned early on.”
Cheblak sums it up saying, “Brandbuilding today demands creative bravery but also disciplined measurement. When art and science come together, brand becomes a multiplier for performance –not a trade-off.”
‘‘BRAND-BUILDING DEMANDS CREATIVE BRAVERY BUT ALSO DISCIPLINED MEASUREMENT.”
Marketers conclude that while several tools exist to help them process larger datasets, identify discrepancies and move faster, there’s a need to balance the art and the science of marketing; balance brave and disruptive decisions with disciplined measurement; balance creativity with analytics; and balance time and money spent on building a well-cultivated brand and amplifying performance outcomes.
Hemalatha Subramanian
Mai Cheblak
Maya Tayara
“There should be more upskilling, cross-functional collaboration and trust in data-driven experimentation,” Gita Ghaemmaghami says.
In today’s travel and tourism sector, particularly in the Middle East, we stand at a pivotal crossroads. Our region is pioneering some of the world’s most ambitious tourism gigaprojects, designed to drive economic diversification and align with the United Nations Sustainable Development Goals (SDGs), also known as the Global Goals.
Yet amid this transformation, many chief executive officers and chief marketing officers find themselves grappling with a familiar, and increasingly perilous, tension: performance marketing versus brand building.
It is easy to understand why. The pressure to deliver immediate results is immense. New destinations must demonstrate return on investment quickly, measured in clicks, leads and conversions. Performance marketing offers speed, precision and the lure of instant gratification.
However, if we get trapped in a short-term mindset, we risk undermining the deeper, more vital work of building destination brands that inspire, endure and, above all, lead sustainable change.
PERFORMANCE MARKETING DELIVERS BUT BRAND BUILDING SUSTAINS
In the Middle East, as in the world beyond, tourism is no longer simply about attracting visitors. It is about catalysing economic transformation, fostering environmental stewardship and empowering communities.
Achieving these ambitions demands more than tactical media buys or algorithm tweaks. We need a careful cultivation of brand ecosystems that genuinely connect with global audiences seeking meaning, purpose and impact.
Performance marketing can drive bookings. But it cannot, on its own, build belief. And without belief – in a destination’s values, in its stewardship of culture and nature and in its commitment to sustainable progress – no amount of paid media can create the enduring loyalty and advocacy that
sustainable tourism depends on. True value in tourism comes not from transactions, but from trust – which must be earned, lived and shared.
BRAND AS A PLATFORM FOR PURPOSE
The next generation of travellers, particularly millennials and Gen Z, no longer view destinations as mere places to visit. They seek deeper alignment with their values, caring profoundly about sustainability, community empowerment and ethical stewardship. For them, a destination’s brand must transcend logos and slogans; it must embody a visible and credible commitment to shaping a better world, not merely offering a beautiful one.
In this evolving landscape, the SDGs offer destinations far more than a compliance framework. They provide a strategic foundation for purpose-led positioning, enabling brands to articulate ambitions around climate action, gender equality, responsible consumption and inclusive growth. Those that embed the SDGs authentically into their brand DNA are not only fulfilling a moral imperative – they are building reputational equity that no short-term campaign can replicate.
Some of the tourism gigaprojects across the Middle East are already signalling this shift. Conservation, renewable energy and community development are no longer peripheral to their brand propositions; they are central to their value creation strategies. Yet, as ambition grows, so too must authenticity.
In an era of radical transparency, brand expression must be matched by measurable action. Otherwise, the painstakingly earned credibility risks being undermined by scepticism – or, worse, by accusations of greenwashing – eroding the hard-won progress that no destination can afford to lose.
RESETTING PRIORITIES: A CALL FOR LEADERSHIP
As stewards of our brands, CEOs and CMOs must lead the charge towards a more holistic marketing philosophy – one that aligns short-term performance with long-term
brand equity and transactional goals with transformational impact.
Several priorities emerge:
First, embed sustainability commitments into the core of brand strategy, not just marketing communications. Sustainability should not be a campaign theme; it should be the brand’s enduring reason for being.
Second, recalibrate marketing KPIs. Bookings and conversions matter, of course. But so too must trust, advocacy, reputational strength and perceptions of authenticity. What we measure shapes what we value.
Third, foster cross-functional collaboration. Brand, sustainability, operations and guest experience teams must co-create the destination’s promise and proof points. Marketing must not simply package reality but help shape it.
Fourth, practise radical transparency. Perfect sustainability does not exist. Progress, not perfection, should be the goal. Brands that openly share their sustainability journey – including their challenges – will win far greater loyalty than those who attempt to curate flawless narratives.
Finally, invest in building deep, evolving brand ecosystems. Beyond promotional bursts, destinations need sustained expressions of their purpose – narratives that invite travellers to become part of a shared journey towards a better future.
TOURISM’S HIGHER CALLING
A BALANCING ACT THAT TOURISM CANNOT AFFORD TO GET WRONG
Megan French-Ritsch shares a nuanced take on brand as key to building belief, as a platform for purpose and as an avenue to sustainable growth.
The Middle East is uniquely positioned to lead this new era of tourism. Our gigaprojects are not burdened by legacy systems; they are being built, quite literally, from the ground up. We have a once-in-a-generation opportunity to redefine what success looks like – not just in terms of visitor numbers, but in terms of positive social, environmental and economic outcomes.
Performance marketing will always have its place. But brand-building rooted in authenticity, sustainability and purpose is what will future proof our destinations and allow us to contribute meaningfully to the Global Goals.
At its best, tourism is about hope, connection and possibility. Let us ensure our marketing practices, like our projects, reflect that higher calling. Let us build brands that not only invite the world to visit but inspire the world to believe – and to care.
The future of tourism depends on it.
By Megan French-Ritsch, Executive Director Strategic Marketing and Brand, confidential Public Investment Fund (PIF) project
MARKETING’S IDENTITY CRISIS IN THE AGE OF AI
G42’s Faheem Ahamed explains why marketing needs to redefine itself intentionally or risk fading away into irrelevance.
Let’s be honest, marketing has a definition problem. The industry that prides itself on shaping perceptions and narratives has failed to fix its own. For decades, marketing has borrowed from the language of warfare.
We ‘target’ audiences, ‘launch’ campaigns, ‘penetrate’ markets as if we are generals plotting strikes. This model that was born in an era of broadcast dominance is embarrassingly out of touch with how influence works today.
Audiences aren’t just passive ‘consumers’ anymore. They are the medium, the message, the critic, the curator and, increasingly, the competitor. They create, amplify, remix and even redefine brand narratives in ways no marketer can fully control.
Meanwhile, AI is emerging not as a tool for marketers to wield, but as an independent participant in the influence economy, augmenting human behaviour, shaping decision pathways and, soon, negotiating on behalf of users.
Marketing is facing an identity crisis. And if it doesn’t redefine itself urgently, AI and evolving consumer ecosystems will do it instead.
FALSE COMFORT OF BRAND VERSUS PERFORMANCE
For years, marketing debates have revolved around brand-building versus performance marketing. Should we invest in emotional resonance or transactional conversion? In today’s context, both models are built on outdated assumptions that humans are the primary decision-makers.
Today, influence is nonlinear, distributed and accelerated by both human creativity and machine intelligence. Brand equity and performance metrics are still valuable, but no longer sufficient measures of success. A strong brand in the human mind may no longer be enough to sustain if AI systems, acting as gatekeepers, prioritise other factors such as functional utility, contextual relevance or algorithmic trust.
In this emerging landscape, brands must compete not just for hearts and wallets, but also for favourable interpretation by autonomous agents. Marketing must evolve from consumer attention to the orchestration of entire ecosystems of human and machine interplay.
Marketing must start engaging dynamic ecosystems. It must move from trying to persuade individuals to also include partnering with complex networks of decision-makers, both human and machine.
REDEFINING MARKETING: A CROWDSOURCED, LIVING FRAMEWORK
Marketing doesn’t need cosmetic change. It needs a systemic reboot of its definitions. We must redefine marketing not as the art of persuasion, but perhaps a new consideration as the science
“BRANDS MUST COMPETE NOT JUST FOR HEARTS AND WALLETS, BUT ALSO FOR FAVOURABLE INTERPRETATION BY AUTONOMOUS AGENTS.”
of value orchestration across hybrid networks of human and augmented intelligence.
This redefinition must be living, decentralised and constantly evolving, shaped by global practitioners, researchers, behavioural scientists, psychoanalysts, ethicists, academics and intelligent agents. Imagine a blockchain-validated, crowdsourced framework for marketing, one that adapts as technology, society and cognition evolve.
Success will no longer be measured by impressions, clicks, or even brand recall alone. It will be measured by new influence metrics of how effectively a brand is interpreted and prioritised by an ecosystem or perhaps on how meaningfully it is co-opted and amplified by augmented human networks.
LEAD THE REDEFINITION OR BE REDEFINED
This isn’t a theoretical future. It’s already unfolding. Influence no longer belongs solely to brands or agencies, or media, it belongs to networks of users, creators, algorithms and intelligent systems. If marketing doesn’t redefine itself intentionally, it will be redefined by autonomous agents, decentralised creators and emergent systems that have little regard for outdated definitions.
We have a choice. Lead the transformation with creativity, courage and collaboration. Or watch marketing fade into irrelevance, another relic of a human-centred past.
The world of influence has changed. It’s time marketing changed with it.
By Faheem Ahamed, Group Chief Marketing and Communications Officer, G42
BLURRING THE LINES
Careem’s Tayab Hasan on how retail media bridges brand and performance marketing.
One of the most frustrating discussions for a chief marketing officer can be convincing the C-suite or the board to ramp up the awareness marketing spend. The cost leaves a dent in the profit and loss (P&L) statement and the uplift isn’t seen anytime immediately, nor is it always so easy to measure. Sometimes, it’s difficult to prove if there was any impact at all.
Marketers have long wrestled with balancing immediate, measurable results against building lasting brand equity. Lower-funnel performance marketing is data-driven, conversion-focused and ROI-obsessed. Upper-funnel awareness shapes brand perception, loyalty and emotional connection over time.
The objectives differ:
Brand-building reaches consumers who aren’t yet in-market, planting seeds of future demand through emotional resonance and memory structures, ensuring your brand is top of mind when they are ready to buy.
Performance marketing captures existing demand, targeting ready-to-buy consumers with calls to action such as ‘add to basket’ or ‘view product’. In the past, media consumption was relatively predictable. A brand might reach consumers through a TV campaign, complemented by print ads and radio – with a fairly linear journey from awareness to purchase.
Today, however, media channels are highly fragmented. A single consumer might see a brand’s Instagram ad while scrolling at breakfast, listen to a podcast sponsorship on their commute, get retargeted with a YouTube ad over lunch, read a review on an e-commerce site in the evening, and complete a purchase through a mobile app while watching Netflix. At the same time, consumer journeys have become more fluid and unpredictable. Shoppers no longer follow a neat path from awareness to consideration to conversion. They
might move instantly from discovery to purchase – or loop back through stages multiple times –influenced by content, peer reviews, promotions and convenience at any given moment.
This complexity makes it harder for brands to separate brand-building and performance into distinct activities. Platforms such as retail media, where consumers can be influenced and converted in the same moment – are increasingly necessary to meet customers wherever they are in their journey.
THE RISE OF RETAIL MEDIA: A DUAL-PURPOSE ENGINE
Retail media is reshaping how brands connect with consumers. E-commerce platforms or super apps are no longer just points of sale – they’ve become powerful advertising ecosystems.
Traditional digital advertising is limited to the mid and upper funnel as users can’t typically transact in the environment they consume the advert.
In contrast, retail media, typically lower down the marketing funnel, allows brands to achieve both within a single ecosystem – building awareness through sponsorships and driving purchases through native placements, often in the same session.
For marketers, this means no longer having to choose between long-term brand-building and short-term sales; retail media enables both simultaneously, backed by real-time measurement and first-party data.
LOGGED-IN ENVIRONMENTS: A STRATEGIC ADVANTAGE
A major strength of retail media is that it operates within logged-in ecosystems. Unlike traditional web traffic, where advertisers rely on cookies and proxies, retail media platforms have direct, first-party relationships with users.
This unlocks precise targeting, personalised experiences and accurate measurement – all while respecting privacy. As third-party cookies disappear and data regulations tighten, logged-in environments are becoming the gold standard for digital advertising. At Careem, our Everything App connects millions of logged-in users across ride-hailing, food delivery, groceries and more. Through Careem Ads, brands can engage highintent audiences in real-world moments, whether it’s sponsoring a grocery category to drive awareness, promoting offers based on ride destinations, or activating around food and basket behaviour to boost conversions.
With first-party data and real-time optimisation, advertisers can deliver targeted, measurable campaigns that build brand and drive performance – all within a single user journey.
BEYOND RETAILERS:
A NEW OPPORTUNITY FOR NON-ENDEMIC BRANDS
Retail media is no longer just for endemic brands selling through the platform. Increasingly, nonendemic brands, from financial services to telecoms
and entertainment, are tapping into retail media to reach high-value, logged-in audiences at moments of real intent. A bank promoting a cashback card during a ride-hailing trip, or a streaming service advertising a new show in a food delivery journey, are no longer exceptions. At Careem, we’ve seen non-endemic advertisers creatively leverage our ecosystem to engage consumers at meaningful points of their everyday lives. This shift dramatically expands the retail media opportunity, opening new demand sources and accelerating innovation in how platforms are monetised.
REGIONAL MOMENTUM AND MATURITY
The Middle East’s retail media landscape is evolving fast. Major e-commerce players are building sophisticated platforms that serve both brand and performance goals, fuelled by high mobile adoption, a young digital-first population, and a booming online commerce sector.
As privacy regulations tighten, the importance of first-party insights – a core strength of retail media – is only growing, making it a strategic choice for marketers seeking both reach and responsibility.
PRACTICAL IMPACT: MEETING MARKETERS WHERE THEY ARE
Retail media enables brands to run full-funnel strategies within a single, logged-in environment. Platforms such as Careem allow marketers to target specific premium audiences, personalise campaigns and attribute results accurately – delivering both brand-building and conversions seamlessly.
For non-endemic brands, this unlocks a powerful new channel to engage audiences without needing a direct retail relationship.
RETHINKING THE FUNNEL
The classic marketing funnel – awareness, consideration and conversion – assumed a linear path. Today, consumers move from discovery to purchase in minutes, often across multiple devices and platforms. Retail media matches this reality, allowing brands to reach and convert audiences seamlessly within trusted environments.
In a region as dynamic as the Middle East, adopting integrated, full-funnel retail media strategies isn’t optional; it’s becoming essential. Brands that separate brand-building and performance risk missing out on both growth and efficiency.
LOOKING AHEAD
As marketing budgets face more scrutiny and expectations for ROI increase, the industry will need more solutions that don’t force a binary choice between short-term results and long-term brand strength. Retail media offers a compelling answer with its ability to deliver both.
By Tayab Hasan, General Manager – Ads, Careem
PERFORMANCE WITH PURPOSE
Al Masaood Automobiles’ Delia Sandu explains why the best marketing is no longer an either/or between brand and performance, but ought to be a company-wide discipline.
As marketing continues to evolve, the industry is moving beyond the traditional divide between brandbuilding and performance marketing. Increasingly, brands and agencies are finding ways to strike a sustainable balance – one that delivers measurable outcomes without compromising long-term brand equity.
Achieving this equilibrium requires more than media optimisation or creative excellence; it demands that organisations stay close to their customers, remain true to their values, embrace change and continuously challenge the status quo. It calls for a mindset grounded in curiosity, adaptability and cross-functional alignment.
Crucially, it also means recognising that marketing doesn’t stop when performance KPIs are met – it continues through the entire customer journey, shaping experience, influencing loyalty and contributing to business performance at every level. In competitive and digitally mature markets such as the UAE, this approach is enabling forwardthinking brands to align marketing objectives with broader organisational impact.
The demands of today’s market – especially in high-stakes industries such as automotive –have made it clear: performance and brand are not opposing forces, but interdependent pillars of success. Performance marketing delivers measurable outcomes and speed to market. Brand-building fosters long-term value, emotional connection and differentiation. However, neither discipline achieves its full potential in isolation.
Campaign success today depends on how well marketing integrates with commercial teams, customer experience functions, operational workflows and – most importantly – the customer voice.
At Al Masaood, we’ve seen that the most effective campaigns are not created in a vacuum. They are shaped through alignment between departments: CEOs providing strategic direction, general managers and product teams contributing market insight, customer experience (CX) and aftersales
“MARKETING DOESN’T STOP WHEN PERFORMANCE KPIS ARE MET – IT CONTINUES THROUGH THE CUSTOMER JOURNEY.”
validating operational readiness, finance and procurement ensuring commercial feasibility and analysts supplying insights that link performance to business outcomes.
The customer, too, must be part of this equation. The model has shifted from customer-centric to customer-inclusive. Marketing today begins not with assumptions, but with listening – through research, conversation and engagement. Campaigns are stronger when customers are involved from the outset, not only validating messaging but influencing its direction. This approach increases relevance and trust –before a single dirham is spent on media.
Agencies are evolving as well. The most forward-thinking partners now offer integrated services that blend media with creative and short-term conversion with long-term brand positioning. Agile frameworks are being deployed where brand storytelling informs data strategy and performance outcomes feed back into the creative process. This dynamic cycle – often supported by real-time analytics and collaborative working models – is helping brands avoid fragmentation and build full-funnel coherence.
Personalisation has become another area where balance is key. Brands are leveraging data to deliver more relevant experiences, but the line between relevance and intrusion must be carefully managed. When hyperpersonalisation feels excessive or poorly timed, it compromises trust. Responsible marketing practices – shaped in
collaboration with data governance, legal and customer experience teams – ensure that targeting is respectful, not exploitative.
Sustainability is also no longer a standalone message. It is increasingly being embedded into campaign narratives across all stages of the funnel. Whether through promoting fuel efficiency, responsible ownership, or eco-conscious practices, customers expect substance behind the messaging. For marketing to credibly speak on these topics, alignment with product teams, supply chain and leadership is essential. A sustainability message must be a reflection of the business, not just the brand. Internally, organisations are transforming their operating models to support this convergence. Marketing is gaining a seat at the strategic table – not only to lead creative output, but to influence pricing, positioning, digital transformation and customer journey design. Campaign squads that include CX, digital, media, legal and commercial leads are becoming more common, enabling cross-functional accountability and greater organisational agility.
Ultimately, what we are witnessing is a necessary evolution: marketing as a business function, not just a communications function. It orchestrates strategy, ensures coherence and reflects the company’s readiness to serve its customers – not just attract them.
The brands and agencies that are striking the right balance between brand and performance are those that understand the need for integration across people, platforms and purpose. They listen earlier, test more honestly, measure more holistically and adapt more courageously.
Because, in today’s world, the most effective marketing does not just drive leads or awareness – it drives alignment, consistency and long-term value. That is the real balance – and the brands that master it are building something far greater than campaigns. They’re building momentum.
By Delia Sandu, Head of Marketing, Al Masaood Automobiles
Consumers today are increasingly seeking authentic, meaningful interactions and alignment with their values when they engage with brands. Gone are the days traditional advertising and the old marketing funnel approach really worked.
Now, brands must move beyond one-way promotions; and instead work towards fostering emotional connections that drive long-term advocacy. By embracing storytelling as a strategic tool, organisations can turn customers into advocates, creating an impact that extends beyond individual interactions to society.
Traditional brand campaigns, while effective in driving visibility, often come with high costs and diminishing returns. The modern marketplace is saturated with brands talking to consumers – making it increasingly difficult to capture consumer attention.
Today’s consumers demand meaningful interactions and want to be part of a movement. They wanted to be spoken with and not spoken to. They are sceptical of overt marketing; they are more likely to engage with brands that align with their values; that are transparent and authentic.
This shift has made traditional advertising less effective, paving the way for communitydriven storytelling as a means to foster trust and engagement.
POWER OF AUTHENTIC STORYTELLING AND COMMUNITY ENGAGEMENT
Storytelling is not about crafting a polished brand narrative – it is about showcasing real experiences that resonate with people. Consumers gravitate towards brands that
“CONSUMERS ARE DRAWN TO BRANDS THAT STAND FOR SOMETHING GREATER THAN THEIR PRODUCTS OR SERVICES.”
FROM AWARENESS TO ADVOCACY
Mashreq’s Muna Al Ghurair on transforming brand strategies through storytelling and community engagement.
demonstrate purpose through action. Stories that highlight impact, social responsibility and shared experiences cultivate emotional connections, making the brand more relatable and credible. When done well, storytelling fosters a sense of belonging, transforming customers into loyal advocates.
For storytelling to be impactful, it must be deeply rooted in a brand’s core values. It should not just resonate with individual personas but extend to communities, fostering a sense of collective purpose and shared identity.
When storytelling is built around real-life experiences and community engagement, it strengthens connections, encourages participation and ensures a lasting impact that goes beyond a single campaign or marketing effort.
ENGAGING CUSTOMERS AS ADVOCATES
Consumers today actively participate in shaping brand narratives.
User-generated content, social media interactions and online reviews carry significant influence. Brands that encourage and amplify these authentic voices create stronger emotional bonds with their audience. Community-driven content enhances credibility and fosters a culture of advocacy, where customers become the brand’s most powerful ambassadors.
Effective engagement means fostering genuine dialogue rather than simply broadcasting messages. Social media platforms provide brands with opportunities to interact directly with their audience through features such as polls, Q&A sessions and live streams, creating dynamic conversations that enhance engagement.
These interactive tools allow brands to gather real-time feedback, address customer concerns and personalise interactions. A two-way conversation builds trust, strengthens relationships and enhances brand affinity.
Continuous engagement is essential for long-term advocacy. Brands that listen, adapt and respond to consumer feedback demonstrate their commitment to customercentricity. Implementing a strong feedback loop through interactive platforms, loyalty programmes and meaningful incentives ensures a continuous exchange of insights, helping to cultivate a dedicated community that actively promotes the brand.
BUILDING AND NURTURING COMMUNITIES
Building brand advocacy goes beyond individual engagement – it requires fostering strong communities. Mashreq’s Climb2Change initiative exemplifies this approach.
In Egypt’s Wadi Degla Protectorate, volunteers from diverse backgrounds dedicated 809 hours to environmental conservation efforts, including 228 hours from Mashreq employees and 581 hours from schools, universities and community members.
Beyond the cleanup, the initiative provided 72 local entities with sustainability education, reinforcing long-term impact. Similarly, in Pakistan, Climb2Change volunteers removed 1.73 tonnes of waste from key mountain sites, engaging more than 100 local community members and benefiting 47 small businesses.
These initiatives highlight how brands can transcend transactional relationships and cultivate trust by embedding themselves within communities, demonstrating their values through action rather than mere messaging.
Consumers are drawn to brands that stand for something greater than their products or services. Those that champion social, environmental and cultural causes build deeper, more meaningful relationships with their audiences, and aligning brand efforts with impactful initiatives enhances credibility and engenders trust.
Events and grassroots initiatives strengthen consumer relationships and reinforce brand advocacy. By creating meaningful experiences, brands leave lasting impressions that encourage consumers to share their experiences, amplifying their impact.
STAYING RELEVANT IN A COMPETITIVE MARKET
To remain competitive, brands must evolve from being storytellers to community builders. The future of marketing lies in fostering relationships, nurturing advocacy and embedding purpose into every aspect of brand engagement.
By embracing authenticity, creating meaningful connections and empowering communities, brands can transform customers into lifelong advocates who champion their values and mission.
By Muna Al Ghurair, Group Head of Marketing and Corporate Communications, Mashreq
THE TUG OF WAR THAT DOESN’T NEED TO EXIST
Landmark Group’s Mitin Chakraborty explains how to savour the sugar rush of performance while enjoying the beautiful film that is brand.
There’s a quiet standoff playing out in marketing departments everywhere.
On one side: performance marketing, armed with dashboards, conversions and the intoxicating rush of real-time ROI. On the other: brandbuilding, with its slower burn, broader ambition, and that slightly smug aura of being in it for the long game.
If 2025 has taught us anything so far, it’s that this battle is exhausting and increasingly unhelpful.
The smarter question is not “Which one wins?” but “How can we make them work better together?”
SHORT-TERM SPRINTS. LONG-TERM VISION. BOTH MATTER
There’s no denying that performance marketing plays a vital role, especially in markets with organic demand on the table.
When the customer is actively shopping, you’d better show up, and fast.
Miss that moment, and you might lose them not just for the day, but for the entire customer lifetime. In categories like parenting, where brand trust builds early and sticks, this matters even more.
But let’s not forget: Brand isn’t a soft concept floating above the numbers. It fuels demand. It makes performance marketing cheaper, more efficient and more effective.
Which begs the question: what’s stopping us?
PERFORMANCE IS LEARNING FROM BRAND AND VICE VERSA
The line between the two has already blurred. Great performance campaigns are now brand vehicles too, especially when they show up in high-visibility formats and sound like the brand they represent.
Yet many organisations still plan and measure them in silos. The media team chases click-through rates while the brand team polishes a film. Agencies work off different briefs. Metrics clash. Timelines don’t align. And somehow, we expect synergy.
The brands that get it right? They collapse those walls. They look at the customer journey, not the org chart. They stop treating campaigns as either/or, and instead ask: How does this ad serve the now and the next?
CFOS AREN’T ANTI-BRAND. THEY’RE PRO-CLARITY
Now let’s talk about the tension we all feel but rarely say out loud.
It’s easy to pin the blame on finance. We say brand budgets are under pressure, performance is taking over, and CMOs are losing ground in the boardroom.
But here’s a gentler truth: CFOs aren’t allergic to brand. They’re allergic to vagueness. And if brand marketers show up with slides full of sentiment scores and no commercial link, it’s no surprise when the budget tips the other way.
THIS IS WHERE BOLD MARKETING LEADERSHIP COMES IN.
Of course, building the case for brand isn’t always straightforward, especially when you’re balancing monthly performance targets and a CFO who needs numbers, not narratives. But this is where a strong CMO
and CFO partnership matters. Ongoing conversations, shared learning from campaigns and transparent tracking of both short- and long-term results can build the trust needed to back brand investment.
Tools such as Binet and Field’s 60/40 rule, WARC’s effectiveness studies, or even brand health metrics linked to commercial outcomes can help bridge the gap. The goal isn’t just to justify brand, but to embed it in business thinking.
BRAND IS EVERYONE’S JOB NOW. ESPECIALLY YOURS
Here’s something we don’t talk about enough: brand-building is no longer just a creative or media challenge. It’s an orchestration challenge.
In 2025, your brand shows up in a hundred places at once – from search results to in-store displays to influencer shoutouts to that oddly specific push notification your CRM team just sent out. The old model where agencies handled the polish and internal teams handled the plumbing just doesn’t cut it anymore. If your brand feels fragmented, inconsistent, or ‘same-same’ in a cluttered market, chances are the issue isn’t the agency’s ways of working. It’s a lack of internal ownership. We’ve learned this first-hand. With multiple segments across different parenting life stages, precision matters. Segmenting, targeting and positioning (STP) is not just a framework – it’s our operating system. But creative and media strategy alone won’t save you. It’s the marketing team’s orchestration – the tone, the timing, the tenacity – that makes it land. CEOs, take note: this is not where you compromise on teams.
THE REAL MAGIC? WHEN BOTH SIDES RESPECT EACH OTHER
At its best, marketing doesn’t live in extremes. It thrives in balance.
Performance without brand is a short-term sugar rush. Brand without performance is a beautiful film no one watches. But together? They can move markets and mindsets. So let’s drop the tug of war. Let’s build teams, tools and trust that allow both sides to do what they do best, with one shared goal: meaningful, measurable, sustainable growth. Not just now. But for the long run.
By Mitin Chakraborty, Head of Marketing – Babyshop, Landmark Group
“BRAND-BUILDING IS NO LONGER JUST A CREATIVE OR MEDIA CHALLENGE. IT’S AN ORCHESTRATION CHALLENGE.”
There’s a perennial tension that underpins many marketing leadership debates: The tug-of-war between long-term brand building and short-term performance marketing.
We’ve all been there … watching passionate chief marketing officers (CMOs), performance directors and agency leaders fiercely defend their positions on conference panels, each armed with data, frameworks and conviction.
I’ve always leaned toward the Binet and Field school of thought. That neat ‘steps’ chart showing how brand drives performance? It’s been a mainstay in
calibrated bidding strategies. Instead, you go old school.
Editorial content, white papers, thought leadership – the unsexy stuff we scorned in the early 2000s because it didn’t generate clicks fast enough – are now some of the most influential materials in an LLM’s diet.
Casey Wishart noted that Gartner predicts brands’ organic search traffic will decrease by 50 per cent by 2028, which is right around the corner, as people embrace AI powered search. PR suddenly matters again. Authority matters. Citations, credibility, clarity of purpose are the
A TUG-OF-WAR AND A TANGLE
HSBC’s Aimee Peters explains what happens when LLMs join the brand versus performance debate.
my stakeholder conversations, quietly tucked in my back pocket for years. But recently, I felt that familiar framework beginning to fray.
HSBC recently hosted the first Financial Services Marketers Leaders Conference in Dubai. At the event, a London-based video and content agency, Casey Wishart, presented a provocative idea that large language models (LLMs) are not just tools or enablers. They’re now a channel. More radically, they are also an audience. That took me a minute to fully register.
We’re all adapting to a media landscape where younger audiences increasingly bypass traditional discovery channels. They don’t browse; they ask. Why scroll through pages of blue links when a single prompt to a chatbot can deliver context, options and a decision pathway? In that world, LLMs act as gatekeepers. They shape perceptions. They synthesise information. They may well decide which brand gets mentioned and which gets forgotten.
So then, is the question we should be asking: What influences the influencer... when the influencer is an algorithm?
This is where the debate about brand versus performance begins to get a bit knottier. Because if LLMs are to be understood as a new type of ‘media’, we have to play by a very different set of rules. You don’t buy your way into their favour through paid impressions or carefully
signals LLMs are tuned to absorb. That means brand marketers might be better placed to influence LLMs than performance teams – at least in their current form. And here’s the real kicker: while we can’t yet track ‘conversions’ from an LLM response, we all know that change is coming fast.
It’s only a matter of time before those answers are embedded with shoppable actions and transactional pathways, or logged in first-party data ecosystems.
There’s a whole new ‘Page 1’ battle commencing, and I’m not sure that many marketers are fully armed.
To be clear, this isn’t an argument against performance marketing.
But let’s be honest: it’s in the middle of an identity crisis. The obsession with click-through rates, attribution models and return on ad spend (ROAS) dashboards is starting to look a little brittle in the face of cookie
“IF LARGE LANGUAGE MODELS ARE TO BE UNDERSTOOD AS A NEW TYPE OF ‘MEDIA’, WE HAVE TO PLAY BY A VERY DIFFERENT SET OF RULES.”
deprecation, regulatory shifts and rising consumer cynicism.
The way we operate has to evolve, bringing together performance with brand authority, speed with credibility. And as some of the big tech platforms lose relevance or battle credibility issues, performance teams are being forced to rethink what success really looks like. Increasingly, the answer is: trust.
As marketers, we’ve always believed in the power of storytelling. Now we must learn to teach as well. These models learn by crawling, reading, indexing and summarising. So the question for every brand becomes: What are we teaching them about us?
This is not a job for the data science team alone. It’s not just a compliance issue. It’s a brand issue. A trust issue. And that lies firmly within marketing’s remit.
We’re entering a future where every brand interaction might be filtered through an AI lens – whether that’s a customer asking ChatGPT about mortgage options, or a procurement team querying an enterprise LLM about environmental, social and governance (ESG) credentials. If your brand isn’t represented clearly and credibly in the data, you may simply vanish from the shortlist. So yes, brand still matters. Performance still matters. But the battleground is shifting. The LLM layer adds complexity, but it also offers a new frontier – one where core principles such as consistency, clarity, credibility and trust come roaring back into relevance.
We must be ready to meet that challenge, to reframe how we think about influence and to ensure that when someone, or something asks who we are, the answer is accurate, powerful and aligned with everything we’ve worked so hard to build.
By Aimee Peters, Regional Head of Brand, Partnerships and Wholesale Marketing, MENAT, HSBC
The excitement of winning a client never gets old. Whether it’s a global brand, a local powerhouse, or a startup with ambition, that pitch win is a moment of pride – the culmination of strategic thinking, creative firepower and teamwork.
But after the confetti settles, the real work begins.
Winning the pitch lays the foundation – but what you build on it defines the partnership. A new client win isn’t just a moment of victory; it’s the start of building an enduring brand partnership – one rooted in trust, shared ambition and mutual respect.
Here are seven action points that I strongly believe in for delivering a successful and long-term client/ agency onboarding.
FROM CELEBRATIONS TO CALIBRATION
The first mindset shift we need to make is this: Win the client once, earn them for a lifetime.
This isn’t about delivering against expectations; it’s about shaping them. The joy of victory should quickly evolve into a state of listening, learning and leaning in.
We must shift from pitch mode to partnership mode.
ASK AND LISTEN MORE
Clients don’t just need agencies to execute briefs; they need allies who challenge, guide and co-create.
So, before we jump into answers and solutions, we should ask: What are the hidden truths beneath the business? What’s keeping you up at night? What change are you really seeking?
Listening, truly listening, is what earns trust faster than any presentation or a creds deck.
FAST IS GOOD. FOCUS IS BETTER
There’s understandable urgency in the early days: quick wins, first campaigns, stakeholder validations.
But speed without direction is a recipe for burnout and creative compromise. Move fast, yes, but move smart. Protect the brand’s long-term vision, not just its immediate KPIs.
We’ve had client relationships that have lasted over 25 years – and that kind of longevity doesn’t come from just doing the job well. It comes from building real partnerships grounded in trust, honesty and a shared ambition to grow together.
THE FIRST 100 DAYS AFTER WINNING A CLIENT
FP7 McCann UAE’s Tarek Ali Ahmad offers advice on what it takes to build a partnership that stands the test of time.
The best client relationships aren’t transactional; they’re enduring, evolving collaborations where we show up consistently, challenge each other respectfully and celebrate the wins as one team.
WIN THE TEAM, NOT JUST THE LOGO
Great partnerships aren’t built in boardrooms alone. They’re forged at every touchpoint.
From the brand manager to the marketing analyst, chemistry matters. Map your stakeholders. Build credibility early – and everywhere.
The strength of an agency isn’t measured by the senior relationships alone, but by the everyday trust built across the client’s entire organisation.
EXPERTISE AND EQ GO HAND IN HAND
And here’s where some things often undervalued become critical: emotional intelligence and emotional quotient (EQ).
Hard skills exist in every agency: strategic thinking, award-winning creative, technical craft. But soft skills? Those are rarer and, often, more powerful. Research consistently shows that the true driver of client loyalty isn’t just expertise; it’s relationship strength.
In our industry, where we’re not just selling products but creative ideas, trust is everything. And trust isn’t built through decks or pitches, it’s built through empathy, active listening, self-awareness and adaptability. In short: EQ.
When agency teams demonstrate emotional intelligence at every level, they forge deeper connections, anticipate client needs and navigate challenges with care. Pair EQ with expertise, and that’s when real, lasting partnerships are created.
PERFORMANCE VERSUS PURPOSE
Many times, these are seen as trade-offs. They’re not. Great brands and great agencies balance short-term metrics with long-term storytelling.
In an era built around ROIs, we must still be brave enough to champion purpose-led narratives that stir emotion, build culture and define legacy. Agencies must lead both the now and the next.
DON’T OVERPROMISE. OVER-UNDERSTAND
The first 100 days aren’t about perfection, they’re about building rhythm, trust and real alignment.
Overpromising creates expectations you can’t always control. Over-understanding creates partnerships you can sustain.
Clients don’t stay because of a great pitch. They stay because they see a partner who listens, adapts and understands what truly matters, often before it’s even spoken.
The first 100 days are when you prove you’re not just another agency; you’re the partner they can’t imagine growing without.
By Tarek Ali Ahmad, Managing Director, FP7 McCann UAE
In the ever-evolving digital landscape of the MENA region, performance media continues to reign supreme. Its undeniable efficiency, high measurability and direct link to acquisition goals have firmly established it as the go-to tactic for marketers pursuing immediate results.
Biddable platforms and affiliate marketing consistently deliver compelling return on ad spend (ROAS). Yet, this paradigm begs an important question: Are we fully capitalising on performance media’s potential, or merely scratching the surface?
Traditionally, performance media is often restricted to the lower funnel – a reliable tool for quick wins, disconnected from broader strategic visions. Yet, there’s more to performance media that transcends achieving quarterly revenue KPIs. When strategically elevated, it can transform into a powerful engine for sustainable business growth, moving beyond mere acquisition volumes to cultivate quality and customer lifetime value (CLTV). For far too long, performance media has operated in a silo evaluated solely on its ability to achieve cost-per-acquisition (CPA) metrics or predefined sales targets. This narrow focus perspective risks overlooking the bigger picture. Real strategic value emerges when performance media transitions from an isolated tactic to an integrated pillar of a holistic marketing strategy.
Its objectives must align not solely with campaign metrics, but with overarching business ambitions – market share growth, customer retention and enhanced profitability –necessitating seamless collaboration between performance specialists, brand strategists, creative visionaries and product teams.
The relentless pursuit of acquisition volumes, often incentivised by temporal KPIs, often leads to attracting low-value or transient customers. A strategic paradigm shift demands utilising performance channels with heightened discernment – emphasising qualitative metrics over quantitative attributes. Performance media offers sophisticated targeting capabilities that can be leveraged to identify and attract customer segments historically associated with superior loyalty and lifetime value.
Moreover, contemporary measurement platforms, augmented by recent advancements in predictive AI modelling, have made remarkable progress in quantifying, or at very least, estimating the lifetime value of distinct customer cohorts, subsequently relaying these insights to buying platforms as targeting signals.
RETHINKING PERFORMANCE MEDIA: FROM TACTICAL WINS TO A STRATEGIC GROWTH ENGINE
Magna
Global MENA’s
Ahmed Abayazeed shines a light on the untapped potential of performance marketing to elevate the quality of customers acquired.
The data generated through performance media represents a goldmine, yet its insights frequently remain constrained within campaign reports. Which audience segments demonstrate receptivity to specific value propositions? Which creative approaches drive not just clicks, but valuable actions post-conversion? Which channels acquire customers who ultimately demonstrate higher retention? These insights should inform everything from brand messaging and content strategy to product development priorities and market expansion plans.
Consider the aviation sector in the GCC region, when media investment is not enough to cover the entire demand volume. A traditional performance media approach would prioritise targeting firstclass, long-haul travellers to maximise immediate revenue, rather than focusing on frequent businessclass travellers who potentially generate superior lifetime revenue.
Conversely, integrating and passing back the CLTV from analytics to buying platforms, in tandem with tailored messaging based on customer lifecycle stage and value segmentation, would not only maximise long-term profitability but also help fortify airline market share and boost repeat purchase behaviour, leading to even higher ROAS from performance media investments.
While this sounds great in theory, practical implementation requires synthesising disparate
“DATA GENERATED THROUGH PERFORMANCE MEDIA REPRESENTS A GOLDMINE, YET ITS INSIGHTS REMAIN CONSTRAINED WITHIN CAMPAIGN REPORTS.”
elements into a cohesive strategy. To leverage performance media as a driver of long-term strategic value, measurement frameworks must evolve accordingly. These frameworks must encompass indicators of sustainable growth, including:
Customer Lifetime Value (CLTV) of cohorts acquired through specific performance channels; Contribution to sales pipeline or qualified leads: marketing-qualified leads (MQLs) or sales-qualified leads (SQLs);
Repeat purchase rates influenced by performance touchpoints;
Blended metrics that assess the combined impact of brand and performance activities.
Aligning measurement with long-term goals incentivises strategies that build brand/product equity, transcending the pursuit of the next click or conversion. Navigating this shift requires expertise. Agency partners should be regarded not as campaign executioners but as essential strategic collaborators.
The ideal agency partner can bring invaluable experience, objective insights and advanced analytical capabilities to the table.
Such partners can challenge internal assumptions, guide the development of CLTV-focused measurement frameworks, and help implement refined strategies that align performance activities with long-term business objectives – auditing existing media and marketing KPIs, fostering cross-functional data dialogue and sponsoring a testing calendar to optimise the customers’ experience with the brand.
The path forward is clear: performance marketing possesses untapped potential to elevate the quality of customers acquired by a business, and nurture relationships with the same efficacy it demonstrates in generating sales volumes. For chief marketing officers, digital strategists and business leaders across the region, embracing this evolution represents more than an opportunity – it constitutes an imperative for constructing resilient businesses and achieving sustainable success in an increasingly competitive landscape.
By Ahmed Abayazeed, Head of Performance, Magna Global MENA
Contextual advertising has become a widely used strategy in digital marketing. This innovative technology targets users based on their current interests without relying on personal data. Reflecting this rising adoption, contextual advertising spending is projected to grow by 13.8 per cent year-on-year from 2022 to 2030, highlighting its importance in a privacy-first world.
Up until now, contextual strategies have been linked to upper funnel branding campaigns focused on key performance indicators (KPIs) such as viewability and attention. But now, pioneering adtech companies are using advanced contextual AI to reach consumers further down the marketing funnel.
By training contextual AIs on intent-labeled datasets, advertisers can engage high-intent audiences ready to act – boosting conversion KPIs such as cost per quality visit (CPQV) and cost per lead (CPL) and,
“EMBRACING
INTENT-DRIVEN CONTEXTUAL
TARGETING WILL BE KEY TO OPTIMISING AD SPEND AND DRIVING REAL ENGAGEMENT.”
ultimately, delivering more qualified traffic and on-site actions.
This next generation of intentionbased contextual AI enables marketers to strike the right balance between performance and branding, making it an effective tool across the marketing funnel.
Why identifying intent matters
Traditional targeting methods often fail to distinguish between casual curiosity and genuine purchase intent. For example, a user’s likelihood to engage with an ad can vary greatly depending on the context of the webpage they’re interacting with. Someone browsing general information about travel destinations has much lower intent than someone actively searching for the best hotels in each area.
Failing to differentiate between these levels of intent can result in wasted impressions and budgets, with ads shown to users who are not yet in a decision-making mindset. In contrast,
advanced contextual AIs can leverage deep content analysis to place ads on articles that align with the intent level outlined in a campaign’s specific brief. By analysing intent signals – such as sentiment, engagement depth, and contextual nuance – they can distinguish between casual browsing and transactional readiness. For instance, these technologies can tell the difference between someone researching car options through content like ‘The Benefits of Leasing vs. Buying a Car’ and someone actively looking to make a purchase, with content like ‘Top 10 Electric Cars to Buy Today’.
In a performance-driven world, visibility alone is no longer enough In today’s privacy-first landscape, regulations such as the General Data Protection Regulation (GDPR), and Saudi Arabia’s and the UAE’s Personal Data Protection Laws (PDPLs) are reshaping how brands approach targeting. Relying solely on third-party data or behavioural tracking is no longer a sustainable strategy.
At the same time, visibility alone no longer guarantees results. Serving ads to users who quickly scroll past or disengage adds little value. Instead, advertisers need to shift their focus to intent-based strategies that connect with the right audiences at the right moment.
This is where intention-based contextual AI provides a new advantage by taking traditional branding strategies further down the marketing funnel. Instead of stopping at awareness and attention, it allows advertisers to engage users, showing real intent, effectively bridging the gap between branding and performance.
The benefits of intention-based targeting
By integrating advanced contextual AI in intention-focused campaigns, advertisers can:
Show up in the moments that matter, when buyers are most open to influence Align ads with content that reflects real interest, not just broad auto categories
Reach people actively comparing products, or reading reviews
Almost 90 per cent of consumers prefer personalised ads, and 87 per cent are more likely to click on ads for products they’re interested in or shopping for, highlighting the growing demand for relevant and tailored advertising experiences.
At Seedtag, we recently announced our latest innovation: AI Intention Models. Powered by our contextual AI, Liz, this solution enables effective engagement of action-ready consumers. For a leading automotive brand in Spain, Seedtag’s Intention Models delivered impactful results, reducing the cost per quality visit by 68
per cent and the cost per lead by 35 per cent compared with the target. Also, although test drives weren’t a primary KPI, the high-intensity traffic still boosted test rates. These results underscore the power of contextual AI in reaching consumers in a decision-making mindset.
As the industry shifts toward privacy-first solutions, embracing intent-driven contextual targeting will be key to optimising ad spend and driving real engagement.
Advanced contextual AI has the transformative potential to reshape digital advertising as we know it. By combining complex, intent-labeled datasets with open web intelligence, it proves we don’t need to know a person’s browsing behaviour to predict their next move.
As the industry shifts toward privacy-first solutions, embracing intent-driven contextual targeting will be key to optimising ad spend and driving real engagement.
By Sherry Mansour, Managing Director, Seedtag MENA
FROM AWARENESS TO ACTION
Seedtag’s Sherry Mansour on how intention-based contextual AI bridges the gap between branding and performance.
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I DREAM; THEREFORE, I PLAN
PHD Media’s Sara Daher says that it takes more than algorithms to build a brand.
Why have so many brands abandoned the dream phase of communications planning? For too long, brands have been chasing short-term wins, obsessing over conversions and putting brand building in the back seat.
According to a survey by Ebiquity and the World Federation of Advertisers (WFA), 42 per cent of global advertisers plan to increase their share of performance marketing in 2025, up from 21 per cent in 2024. In contrast, only 24 per cent intend to increase their share of branding efforts. This shift is driven by the need for immediate results and the growth of retail media and connected TV.
It is understandable. The lower funnel means numbers I can show in a boardroom full of big questions. I wish I could count the times I’ve heard, ‘they’re easy to measure’, ‘they’re quick to optimise’ or ‘they build momentum’.
Do you mean the illusion of momentum? Because real momentum means real growth. Real growth never comes from tactical wins alone. For decades, what has been – and most likely always will be – real growth comes from building brands that inspire, connect and endure.
Take destinations, for example. They exist in people’s imaginations for a long time before they watch a ‘Top 10 Things To Do’ video or visit booking.com. People form a relationship with a destination long before they even get there, through billboards, videos, influencers and even films and TV shows.
There’s a deep connection that’s forged through powerful storytelling and immersive brand presence over time. It’s through emotional resonance that withstands the clutter of flash sale banners or retargeted ads and comes out on top. Why? Because a destination isn’t just a place you’re
trying to sell; it’s a feeling you’re unlocking. Feelings aren’t bought with performance metrics alone. They can, however, be earned through brand building.
This isn’t to say brand and performance are opposing forces. In fact, it’s often overlooked that they are partners – and when they work together, innovation can thrive. Put simply, a brand builds desire; performance captures it. Having one without the other is like trying to ride a bicycle on one wheel – it’s not impossible, it just won’t get you there optimally.
This is particularly important, given that we have entered a new media reality. To inspire and to derive action are no longer conveniently sitting in separate stages of the funnel. Look at today’s audiences: they expect to be moved and motivated, often in the same scroll.
Content needs to inspire and convert in one experience. Those who have crafted that balance are leading the way.
In the past few years, Visit Saudi has done an excellent job of building a brand, a dream, a destination – and they’ve done this at speed. They have a clear vision statement: “To inspire pride by sharing Saudi with the world, captivating their hearts, minds and
“BRANDS NEED TO MARRY THE PERFORMANCE FOCUS IN THE LOWER FUNNEL WITH ACTIVATING THE DREAM STATE IN THE UPPER FUNNEL.”
imaginations.” In my opinion, they’ve delivered on that ambition.
It’s noticeable through their immersive content and unique messaging that have built a strong narrative. This transformed the tourism landscape and turned travellers’ heads towards Saudi, creating the type of consideration that has taken other destinations an entire generation to build. It’s evident when you look at Saudi Arabia’s Ministry of Tourism data.
Even with Covid pausing travel for two years, Saudi still saw 44.06 million inbound visitors in 2022 and 2023. This is a testimony to the ‘bothism’ that we see in industry commentary, and indeed to the large body of evidence that speaks to both long- and short-term investments.
Companies that continue to invest in brand – especially during challenging times – are the ones that will bounce back faster, stronger and with greater loyalty from consumers who already feel emotionally connected. Without a strong presence to anchor the strategy, the funnel eventually dries up, and no amount of retargeting will save a brand people have forgotten – or never cared about in the first place.
Many brands such as adidas, Uber and Airbnb have jumped back on the brand-building wagon and have reaped the rewards. These are brands that continue to build not just awareness, but advocacy. Not just bookings, but belief; not just visits, but lifelong memories.
There are no shortcuts in this journey. To get to their destination in the best conditions, brands need to marry the performance focus in the lower funnel with activating the dream state in the upper funnel. Ephemeral sales may come from algorithms, but durable brand appeal is built on emotion. Brands need both to thrive sustainably.
By Sara Daher, Executive Director, PHD Media
BRAND VERSUS PERFORMANCE? IS THIS REALLY THE FIGHT?
Platformance’s Waseem Afzal discusses the shift from brand-versus-performance to marketing performance.
Our industry loves a good debate. And over the past decade, we have been having one – around brand and performance. You either build emotional connections, or you drive measurable action. You either play the long game, or you deliver this quarter’s numbers. Pick a side.
We have been pushed into silos, particularly since measuring the business impact of digital ad investments became a mainstream approach in marketing.
This shift gave rise to new structures within marketing functions – structures where on one side we have the brand team, armed with storytelling, culture and creativity. On the other, we have the performance team, armed with dashboards, attribution models and media efficiency targets. Different teams. Different budgets. Different KPIs. Often working in isolation, or worse, at odds with one another.
This divide has led to ineffective decisions. Performance marketing wins favour because it is easier to measure and appears more efficient. Brand marketing often gets deprioritised because its impact takes longer to surface. But in truth, neither works in isolation. And both are incomplete without the other.
At its core, marketing is becoming more fragmented, and measurement is becoming more difficult. Over the last few years, we have seen a shift: from measuring everything to measuring what is measurable. And that shift risks missing what truly matters.
Here is my view.
ALL MARKETING IS PERFORMANCE
Because what matters to the businesses we work with is growth. If it does not move the needle in leads, conversions, sales, profit or customers, then it does not matter. It might look great. It might even win an award. But if it does not deliver outcomes, it does not sustain for the longer term.
The marketing world is evolving as fast as the technology behind it. CMOs are rewriting the growth playbook in real time. Retail media is exploding – new, closed ecosystems are emerging
“REAL MARKETING POWER EMERGES WHEN BRAND FUELS PERFORMANCE STORYTELLING, AND CREATIVITY IS HELD ACCOUNTABLE TO BUSINESS OUTCOMES.”
not just globally but also in our region. Budgets are shifting beyond Meta and Google for certain industries where the conversion cycle is relatively longer. Creators are emerging as scalable media channels. Large language model (LLM)-optimised search engine optimisation (SEO) is gaining traction. Search is being redefined, with inbound traffic from ChatGPT, Perplexity and others increasing month over month. We are moving from a search-driven world to an intent-first, moment-driven ecosystem.
It is time to rethink everything. Modern marketing is transitioning from brand-versus-performance to marketing performance, and from the age of channels into the age of outcomes. The lines between brand and performance will blur. Not because one will replace the other, but because both must integrate to drive sustainable momentum.
What happens to creative in a brand-meetsperformance ecosystem?
Real marketing power emerges when brand fuels performance storytelling, and creativity is held accountable to business outcomes.
I believe the industries poised for growth will be those that embrace performance storytelling –where personalisation is no longer optional, but essential.
WHY DOES THIS MATTER NOW MORE THAN EVER?
This shift demands that we stop thinking in silos of ‘brand’ versus ‘performance’ ownership.
I have sat in meetings where marketing was reduced to a cost line, and I have watched marketers defend million-dollar brand campaigns with metrics like reach, impressions and video views. It is not their fault. That is what the industry has rewarded.
But chief financial officers do not buy into narratives. They buy into outcomes.
That is where our narrative, ‘Always Relevant’ comes in. It is not just a line we use at Platformance. It is how we operate. Instead of chasing awareness for awareness’ sake, we look at moments that matter. What are people searching for, talking about, buying into today? Not as a campaign cycle. As a living, breathing ecosystem. And when relevance is the goal, brand and performance have to work together. Not as separate campaigns, but as part of the same motion. Your brand generates demand. Your performance activity captures the demand. When the two are in sync, marketing starts delivering like a growth engine.
THE REALITY?
Most companies do not need more ads. They need more alignment – between the creative and the commercial. That does not mean you ditch brand entirely for sales-led tactics. It means you build a brand that sells. And a performance engine that does not forget the power of advocacy.
One of the best campaigns I have seen recently in the month of Ramadan did not shout out with a multi-million dollar marketing drive. But it landed because the product, the message, the channel and the timing were all built around a single truth: relevance beats noise.
So we need to move beyond the question of ‘what does the brand stand for?’ and ask something more direct: ‘what does the brand do for the business?’
That is the future of marketing I believe in.
And if we get it right, we will stop debating about ‘brand-versus-performance’ entirely.
Because the customer does not care which team made the ad.
They just care it works.
By Waseem Afzal, Founder, Platformance
LUXURY LIVING
Leaders at ARADA, Alta Real Estate Development, House of OCTA and Devmark speak to Campaign Middle East about how luxury branded residences transform brand equity to not just a label but a lifestyle.
By Shantelle
The luxury landscape is witnessing a shift from scarcity-driven exclusivity to distinct curated experiences. However, these experiences need to better align with the values and lifestyles of consumers within the 1 per cent who purportedly invest in luxury.
In response to this, luxury brands, especially those not associated with property development, are ingraining themselves into the very homes of their core audiences.
This is coming to life in the form of luxurybranded residences with projects such as Cipriani’s Mr. C Residences by ALTA Real Estate Development, Armani Beach Residences by ARADA and the Trio Isle Interiors by Missoni undertaken by DURAR OCTA – a collaboration between DURAR Group and development management firm OCTA Development – all of which take the glamour of luxury brands into residential living, creating spaces that resonate with individuals who live life on their own terms.
THE INCENTIVE FOR LUXURY BUYERS
To explain why ultra-high-net-worth-individuals (UHNWIs) value these luxury branded residences, Rosa Piro, Senior Director of Business Development, ARADA says, “UHNWIs tend to view these developments as trophy assets within their real estate portfolios, with strong potential for capital appreciation.”
“They also see these properties as safe investments that align with their lifestyle aspirations, offering both status and security,” she says.
For real estate marketers, the golden opportunity lies in showcasing how a luxury brand’s equity can be activated to connect better with luxury buyers.
Elias Qarut, Head of House (Marcoms), House of OCTA, says, “When they buy a residence branded by a fashion house or luxury automotive
brand, it’s not about the logo on the door; it’s about living in the ethos of the brand.”
“They’re aligning with a brand that reflects their personal narrative. It’s a lifestyle statement and, increasingly, a status symbol. If these individuals admire a brand, they tend to be deeply loyal to them,” Qarut adds. “We’ve seen that for many buyers, this kind of real estate is a way of authentically expressing their identity. It’s emotional, aspirational and deeply personal.”
However, leaders also opine that it’s not only about status or the cost of an asset anymore.
“In this region, exclusivity is less about price tags and more about intention, refinement and legacy. Buyers here want access to something that feels globally recognised but locally rare –something you can’t replicate or repackage,” says Abdulla Al Tayer, Managing Director, ALTA Real Estate Development.
According to a recent report from Knight Frank, people buy branded residences in the region because they promise more than prestige. They invest in properties that offer world-class management, instant access to a certain lifestyle and a home that doubles as an asset – luxury they can live in or lease out.
ARADA’s Piro says, “Buyers are often drawn to the reassurance and familiarity of a trusted brand while still seeking a product that feels unique and elevated.”
Al Tayer adds, “When done well, a branded residence becomes more than a real estate offering; it becomes a living extension of a brand’s identity,” He reiterates the notion that high-net-worthindividuals (HNWIs) are “not just purchasing a home, they’re investing in a lifestyle ecosystem that reflects their values, habits and global footprint.”
Rosa Piro, Senior Director of Business Development, ARADA
Elias Qarut, Head of House (Marcoms), House of OCTA
Nagarajan
Left on the full page, Kempinski Marina Residences, Dubai; and above, Trio Isle Interiors by Missoni undertaken by DURAR OCTA.
“The halo effect lifts both parties: the brand gains cultural relevance in a new geography, while the development commands a price premium and elevated perception.”
CURATED EXPERIENCES
Across the board, developers agree that HNWIs and UHNWIs in the Middle East are highly discerning and expect a blend between brand and lifestyle through seamless experiences.
The onus lies on real estate marketers to offer an experience that does not start and end at the front door, but extends across service, community and brandled access.
“With Mr. C Residences, for example, the added value is deeply embedded in the experience architecture. Residents don’t just benefit from design cues or curated amenities – they gain access to the Mr. C Private Office, a global concierge platform that connects them to the family’s network of properties, services, and lifestyle privileges,” Al Tayer says. “Whether it’s securing a table in Monte Carlo, coordinating a private event in Beverly Hills, or arranging bespoke services in Dubai, the brand’s
global reach becomes a natural extension of home.”
This level of integration and access fosters brand trust but, more importantly, it creates emotional utility that helps residents feel seen, known and connected across borders.
“That’s the real value: not just a beautiful home, but a seamless, elevated way of living anchored in the identity of a brand they already believe in,” Al Tayer adds.
ARADA’s Piro also suggests investing in sophisticated sales centres that allow potential buyers to experience the fit-out, furnishings and location first-hand.
Real estate sales and marketing consultant Sean McCauley, Chief Executive Officer at Devmark, who has launched and marketed luxury branded residences across the UAE, also makes the case for the effectiveness of these curated experiences.
“Luxury-branded residences thrive on the perception of rarity, and the most effective marketing strategies are those that heighten this narrative through controlled access,
immersive experiences, and a highly curated journey,” says McCauley. “We find that creating an immersive brand world from the first touchpoint to post-sale engagement is key.”
MUTUALLY BENEFICIAL FOR BRAND AND DEVELOPERS
Beyond better brand experiences for consumers, McCauley also discusses the impact of branded residences on business outcomes.
He references Savills’ 2024-2025 Branded Residences Report, which shows that branded residences command an average global premium of 30 to 35 per cent, compared with non-branded residences, with Dubai seeing premiums of up to 45 per cent.
The report also anticipates 270 per cent increase in branded residential supply in the Middle East by 2030, highlighting robust regional momentum. “We’ve seen this first-hand with projects such as Kempinski Residences The Creek, where the brand’s
Armani Beach Residences by ARADA.
heritage in European luxury hospitality helped us drive outsized demand,” McCauley says. “The product sold out within hours, achieving more than AED 1 billion in sales. The success was due to a combination of not just branding, but also prime location, robust design narrative and curated features.”
“This halo effect lifts both parties: the brand gains cultural relevance in a new geography, while the development commands a price premium and elevated perception,” he adds.
However, Qarut advises caution, explaining that real estate developers have an inherent responsibility to uphold the reputation of a luxury brand during and after the partnership, especially given their control over a brand’s environment.
“For luxury brands to confidently step into the real estate sector, the credibility and track record of the developer are nonnegotiables,” he explains. “A trusted, on the ground presence – demonstrated through consistent delivery, past project performance and operational excellence – is what provides the foundation for such partnerships”
STRATEGIES FOR SUCCESS
Marketers are also leaning into a spectrum of other strategies such as storytelling, high-impact visualisation, influencer collaborations and engagements with celebrity brand ambassadors.
Storytelling:
Sharing her thoughts on effective storytelling techniques, Piro says that it “involves highlighting the journey of the brand alongside the evolution of the design concept. This narrative strengthens the perception of exclusivity. Positioning the development as highly tailored and personalised is key to reaching UHNWIs.”
Piro also suggests delivering storytelling through trailers or teasers featuring brand ambassadors, designers or architects.
Consistency:
However, McCauley takes this a step further, calling for consistency across the consumers’ entire digital and physical journey.
He says, “The entire lead-to-close pipeline should evoke the brand’s exclusivity, including bespoke CRM flows, private appointment scheduling, personalised gifting and continued white-glove service after the transaction.”
Qarut adds, “Branded residences must add holistic value to the building – curated experiences, long-term community engagement, and elevated daily living. This requires a meticulous approach to design,
delivery and marketing – one that truly understands both the DNA of the brand and the expectations of the buyer.”
McCauley also notes that it falls onto the marketer to maintain consistent messaging across all stages of the marketing funnel.
“We educate brokers with tailored toolkits so they can convey the narrative correctly, preserving the brand equity at every touchpoint,” he says. “Scarcity is not simply about limiting supply – it’s about reinforcing the unique value of what is offered through every layer of the sales and marketing strategy.”
Brand within the media mix:
Leaders also suggest holding on to traditional media outreach and targeted PR, including placements in elite publications across international luxury markets, roadshows at international property events and exclusive branded events.
Piro says, “Positive media coverage and the ability to cross sell other brand products - such as branded wallpaper or furniture and also contribute to the overall success.”
“For the brand, success is reflected in securing licensing or royalty fees, which support income diversification. A successful project also broadens the brand’s customer base across its core offerings – whether fashion, jewellery, hospitality or other sectors,” she adds.
However, Piro also calls for strict adherence to brand standards that translate the brand’s ethos into a high-quality, differentiated product.
She adds, “Equally important is maintaining brand integrity and visibility throughout the project’s life cycle, ensuring consistency across all touchpoints.”
Ultimately, a successful luxury brand partnership is measured not only in terms of the premium achieved on sales prices compared with non-branded projects, but also in terms of long-term asset value retention, enhanced buyer trust and loyalty, and the potential to unlock future
partnerships or replicate and scale the model.
Qarut says, “It’s not merely about affixing a luxury name to a building; it’s about bringing the brand to life in three dimensions, through design, experience and enduring quality.”
To achieve this success, industry leaders reach a consensus that marketing strategies must encompass exclusivity, tailored experiences, consistency and culturally relevant storytelling, without losing the essence of brand in luxury living.
Sean McCauley, Chief Executive Officer, Devmark
Mr. C Residences by ALTA Real Estate Development.
Abdulla Al Tayer, Managing Director, ALTA Real Estate Development
The concept of ‘luxury’ is evolving in the MENA context. Luxury is no longer just about flaunting a lavish lifestyle or possessing shiny goods – it’s now a complex weave of real experiences, culture immersion and intimate significance. It’s the seconds that stay with you – moments we’ll help last by connecting with people and places and encouraging a connection and understanding.
Today’s luxury customers throughout the region have a complex form of cultural identity, social aspiration and personal satisfaction. The quest for exclusivity, custom experiences and real stories isn’t simply about status; it’s about creating and expressing identity, standing out with intention and building genuine emotional connections. For brands to genuinely connect with this audience, they must be aware of these multistrand aspirations and design brands that, together with experiences, resonate personally and culturally.
FROM OLD-WORLD OPULENCE TO CULTURAL REINVENTION
The industry in the region is at a major turning point – moving away from the traditional “black box” aesthetic and one-size-fitsall luxury ideal towards an era of collaboration, local flavour and storytelling. Globalisation and technological revolution have brought luxury into a sphere where creative excellence and cultural legacy merge, through which the extraordinary is constantly being sought.
It’s about tying art and authenticity together, borrowing from tradition, art, music and craft to create full-bodied experiences that are not only beautiful but meaningful. Brands are now threading these cultural aspects into their designs to form increased emotional connections. They are raising luxury from mere things to stories with soul – experiences that respect history while embracing the new.
THE SHIFTING SANDS OF LUXURY
GroupM MENA’s Pauline Rady shares how luxury is evolving into meaningful, culture-driven experiences.
HONOURING THE PAST THROUGH CONTEMPORARY ARTISTRY
Consider Louis Vuitton’s ‘Savoir Rever’ exhibition as an example of celebrating regional culture inspired by Middle Eastern motifs, Islamic art and traditional crafts like detailed embroidery and calligraphy. Laced with these cultural notes, placed within the context of an established house with tradition and heritage, with one foot firmly planted in today and the other striding confidently into the future.
During the exhibition, guests stepped into immersive worlds such as traditional souks and historical architecture –transformed through modern materials and digital technology. It was a sensory trip where history married contemporary art. This show wasn’t only an homage to local know-how; it was about Louis Vuitton as a visionary bridge, forging a bridge between the past and the future, providing culturally resonant, meaningful
“They are raising luxury from mere things to stories with soul –experiences that respect history while embracing the new.”
luxury experiences that speak deeply to those interests through depth, authenticity and storytelling.
CULTURE IN MOTION
Cartier’s ‘A Journey of Wonders’ at the Al Shindagha Museum exemplified this new era. More than a showcase of exquisite craftsmanship, it was a tribute to the UAE’s rich cultural legacy. Cartier wove local traditions into every piece, creating a deeply emotional bond rooted in history while demonstrating limitless innovation. It was more than jewellery; it was an immersive, sensory experience – an artistic celebration of culture that elevates luxury into memorable, heartfelt encounters.
FROM OWNERSHIP TO EXPERIENCE: REDEFINING LUXURY
The rules of luxury are changing today. It is no longer only about owning beautiful things; it is about experiencing a story, an emotion, a genuine connection born of culture and creativity. The new luxury is about a journey of discovery and personal meaning – matters that linger long after the experience is over.
In this bright, moving landscape, brands that engage in local heritage, innovate through collaboration and tell stories will win. They will redefine the very meaning of luxury – an adventure into the extraordinary, where people do not just possess things but understand and feel the cultural pattern that makes them unique.
By Pauline Rady, Regional Managing Director – Client Lead, GroupM MENA
A DECADE IN THE UAE
Auditoire’s
evolving Vision for Luxury
This year, Auditoire celebrates 10 years of creative excellence in the UAE a milestone that reflects a broader, 20-year journey across the MENA region, which began with the agency’s first office in Qatar. Today, with strategic hubs in Dubai, Abu Dhabi, Doha, Riyadh, and AlUla, Auditoire has become a trusted partner for some of the world’s most iconic maisons. At the heart of this transformation is Auditoire Luxe, the agency’s global luxury division led by President Jean-Baptiste Cabrera. Under his direction, Auditoire has redefined luxury brand experience bringing together heritage, innovation, and emotion to craft immersive narratives that resonate with a new generation of consumers.
“Today’s luxury clients expect more than exclusivity they seek meaning,” explains Jean-Baptiste Cabrera. “Experiences must be seamlessly connected, digitally fluent, and rooted in cultural relevance.”
Luxury audiences, particularly in the Middle East and Asia, are now younger, hyper-connected, and deeply value-driven. Auditoire sees this as an opportunity to help brands shift from product storytelling to purpose storytelling.
“Luxury is becoming a space for reconnection,” Jean-Baptiste Cabrera notes. “Where the act of buying is less important than the experience of being.”
“It’s no longer just about prestige it’s about belonging to a world of values, creativity, and authenticity.”
With offices across Paris, Milan, Shanghai, New York, and every major luxury capital, Auditoire is part of an international network capable of supporting luxury clients across the globe. Whether in Tokyo, Riyadh, Geneva, or Miami, the agency’s teams collaborate fluidly to deliver consistency, cultural nuance, and excellence wherever a brand needs to activate.
“Our clients are global and so are we,” says the team. “We offer them both local insight and international reach, ensuring their narrative is aligned across markets while tailored to each moment.”
Innovation plays a key role in this strategy. Rather than diluting exclusivity, technology can enhance it when used with purpose. From AR and AI to immersive virtual environments, Auditoire designs tech-enhanced experiences that elevate storytelling and craftsmanship. The agency is also championing the rise of hybrid experiences. In a world saturated with digital acceleration, there’s now a powerful return to tactile, emotional, in-person moments. Auditoire calls this pre-digital nostalgia a renewed craving for the real.
Environmental and social responsibility are also central to Auditoire’s luxury philosophy. From circular scenography to plastic-free productions and transparent sourcing, the agency integrates sustainability at every level of execution. But responsibility extends beyond the environmental. “It’s also about honoring artisanship,promoting inclusivity, and transmitting knowledge,” the team emphasizes. “We believe that the new form of luxury is conscious, considered, and collective.”
This approach is supported by rigorous strategic planning and cultural intelligence. Every project begins with in-depth research into both the maison’s identity and the audience’s mindset. One recent example: for a Cartier experience in Dubai, the team discovered a historical reference to the city as a “mirage” in a letter by Jacques Cartier an insight that inspired the event’s entire creative concept.
Looking ahead, Auditoire’s regional presence continues to serve as a launchpad for global creativity. “The UAE is more than a key market it’s a crossroads of influence and innovation,” says Jean-Baptiste Cabrera. “It’s where brands come to challenge the ordinary and imagine the extraordinary.”
By Jean-Baptiste Cabrera, Président Auditoire Luxe & CEO Auditoire
Dubai
JEAN-BAPTISTE CABRERA
BEYOND THE GREEN VEIL
BUREAU
BÉATRICE’s Jon S. Maloy talks about the battle for luxury’s soul: possession versus preservation.
“Sustainability” has erupted across luxury like wildfire. Overnight, opulence draped itself in ecoconsciousness. But what truth lurks beneath this verdant veneer? Has luxury evolved, or merely adopted a convenient costume?
The ultimate luxury isn’t what we possess, but what we preserve.
THE GRAND GREEN METAMORPHOSIS
Paradox defines luxury today. Extravagant runway spectacles devouring resources. Private jets shuttling executives to climate conferences. Collections multiplying like rabbits in an industry supposedly embracing restraint. All while sustainability manifestos proliferate across glossy platforms.
This isn’t mere hypocrisy – it’s an industry in radical transition. The question isn’t whether luxury can be sustainable, but how brilliantly it will reinvent itself while preserving its soul. The brands that resist this evolution most fiercely may find themselves relegated to history’s footnotes. Tomorrow’s luxury is sustainable – or it simply isn’t luxury at all.
WHEN HERITAGE MEETS DISRUPTION
Luxury built its empire on timelessness – objects transcending fleeting trends. Now these same houses pioneer new frontiers. Zero-waste ateliers. Mushroom leather innovations. Circular design revolutions upending the linear consumption model luxury helped perfect.
The most ingenious brands don’t see contradiction here – they see their next competitive advantage. They recognise that sustainability doesn’t dilute luxury; it offers a new dimension of value, a fresh territory for expressing exceptional quality and distinction.
THE NUMBERS BEHIND THE NARRATIVE Raw metrics tell compelling stories marketing manifestos cannot disguise. Water footprints embedded in leather goods. Carbon calculations behind fashion shows. Waste trajectories from packaging excess. These figures reveal both challenges and progress in undeniable terms.
Leading fashion houses have slashed water consumption by jaw-dropping percentages. Energy-efficient
manufacturing isn’t just PR – it’s becoming standard practice. When brands lift the veil on operations, even incrementally, they signal genuine transformation beyond mere greenwashing.
RADICAL TRANSPARENCY: LUXURY’S NEXT FRONTIER
Luxury’s sustainability language has reached poetic heights. “Philosophies.” “Visions.” “Commitments.” Scepticism? Absolutely warranted. But this elevated discourse also reflects a deeper awakening to realities the industry can no longer ignore.
The revolution isn’t happening primarily in marketing departments. It’s transforming ateliers where heritage techniques meet biological innovations. Supply chains spanning continents. Business models built on constant growth.
This evolution demands patience –craftsmanship traditions don’t pivot overnight without sacrificing excellence.
“Luxury has always been about less but better. Sustainability just gives this principle a more profound purpose.”
Tomorrow belongs to brands whose actions eclipse their words, who translate lofty manifestos into measurable impact.
THE VOICES RESHAPING LUXURY
Luxury has always been about less but better. Sustainability just gives this principle a more profound purpose. Fresh perspectives are electrifying the industry. Stella McCartney’s pioneering commitment to leather alternatives and circular materials has created a blueprint for the entire sector.
Kering’s Material Innovation Lab develops sustainable fabrics that meet luxury’s exacting standards while dramatically reducing environmental impact. Louis Vuitton’s upcycled LV Trainer line transforms production scraps into coveted collector pieces.
These industry trailblazers aren’t just talking sustainability – they’re reimagining what luxury means. They recognise responsible luxury isn’t contradiction but
evolution. Perhaps even a return to luxury’s original promise: extraordinary quality that endures.
THE NEW LUXURY: PRESERVATION
What if tomorrow’s exclusivity stemmed not from artificial scarcity but from extraordinary care in production? What if the ultimate status symbol became products with impeccable environmental credentials rather than merely recognisable logos?
Visionary brands already recognise this fundamental shift – elevating sustainability from obligation to distinction. Luxury’s traditional values aren’t being abandoned but reimagined for an era demanding greater consciousness.
Some houses will treat sustainability as marketing veneer. Others will embrace it as their defining challenge – an opportunity for true leadership. The latter will define luxury’s next golden age, creating desirability through responsibility.
The industry that perfected desire now faces its most exhilarating opportunity: channeling that creative force toward sustainable excellence. The brands that triumph will view environmental responsibility not as constraint but as their most compelling narrative yet – perhaps the most luxurious story ever told.
By Jon S. Maloy, Co-founder and Chief Creative Officer of BUREAU BÉATRICE - Part of The Independents Group
Being a luxury house in the Middle East is so much more than being a brand name steeped in years of exclusive craftmanship.
Consumers in the region crave personalisation; they crave brands that communicate with them in ways that make them feel seen – and, more importantly, understood.
While the significance of a luxury brand name can support its marketing strategies and anchor seasonal campaigns, consistent emotional resonance that builds brand love and loyalty requires much more.
Nicola Lavelle, Director of Digital Marketing, Communications and E-Commerce – MEISA at Guerlain, speaks to Campaign Middle East about all this and more, describing how luxury marketers can shape their strategies to build longstanding brand desirability among consumers in the region.
“A brand name is not simply a logo or a label; it’s the spark that ignites emotion and, hopefully, creates a lasting connection,” she says. “It is set apart by the unique brand codes that become micro-signatures, such as visual cues and language used.”
According to her, Middle East consumers strongly resonate with and respond to luxury houses that blend heritage with local nuances of the markets they operate in.
Lavelle says, “These tiny details make the communication around a brand feel intentional and unforgettable. The most desirable brands draw from their past to shape the future, creating something timeless yet relevant.”
MAKING LUXURY RELEVANT
While consumers in the Middle East have come to embrace luxury brands, the concept of ‘luxury’ in itself fails to lead them through the full funnel of marketing, unless people resonate closely with brands within this landscape.
“In the Middle East, representation is crucial to build lasting brand resonance,” Lavelle says.
“A CRM strategy should focus on the heart of viewer design and meaningful moments that feel personal.”
DESIRABILITY THROUGH EMOTIONAL RESONANCE
Guerlain’s Nicola Lavelle speaks to Campaign Middle East about decoding luxury buyers in the region by leaning into data-led insights, relevance and personalisation.
By Shantelle Nagarajan
Clearly, aspiration and global status symbols don’t make the marketing cut any more. If consumers can’t see themselves – their identity and values – represented in the brands they feel drawn to, even exclusive ownership fails to lift purchase intent.
“Luxury consumers in the region are highly versed in the world of luxury and want to see themselves reflected in the brands they engage with.” Lavelle says. “Featuring local faces, voices and stories in well-thought-through communication creates authenticity and trust.”
A recent Savills report echoes these sentiments emphasising the need for brands to evolve their strategies, not just in terms of store and brand experience, but also through a laser focus on localised brand concepts to enhance customer engagement.
FOLLOW THE FIRST-PARTY DATA
Middle East consumers also place a high value on family legacy and generational storytelling. So, brands that embrace these values – and do so consistently – tend to come across as more meaningful.
To achieve this, brands must use data to personalise and tailor their messaging without being intrusive or raising privacy concerns.
Lavelle says, “Aim to celebrate the viewer, making them feel valued through curated experiences. The messaging has to come from the heart.”
However, instead of merely translating global messages in a local context or stretching creative output to a point of irrelevance, it has now become essential to use local and regional data-led insights to inform marketing strategies.
Lavelle suggests improving customer relationship management (CRM) strategies in ways that make marketing feel personal.
She says, “A CRM strategy should focus on the heart of viewer design and meaningful moments that feel personal. In the same vein, performance marketing data should be carefully analysed to pinpoint relevance.”
Rather than starting with a brand narrative and then finding a way to stitch that narrative to specific audiences, Lavelle advises luxury marketers to place consumer behaviour, preferences and audience analytics at the forefront of their planning.
Used contextually, data can not only reveal who consumers are, but also open avenues for brands to connect with consumers memorably.
“It’s about understanding behaviours first, then curating campaigns and messaging in a natural and beautiful way, that will be remembered,” she concludes.
QUIET CONFIDENCE AND CULTURAL RELEVANCE
HAVAS Red Middle East’s Dana Tahir shares insights about the consumers of tomorrow – people who are not just buying luxury but interpreting it, curating it and shaping it.
Luxury has always been a reflection of cultural aspiration. It tells us what people value, what they dream of, and how they want to be seen. But as the world evolves, so do the codes of luxury.
According to the recent HAVAS Prosumer Report, the global luxury sector is undergoing a shift driven by a new generation of discerning, emotionally aware and digitally fluent consumers. These audiences are not rejecting luxury – they are reshaping it.
The rules are changing. Desire is still at the core, but what defines that desire now looks very different from even five years ago.
CONSUMERS ARE CHOOSING INTIMACY, MEANING AND CRAFTSMANSHIP OVER SPECTACLE
There was a time when luxury meant being loud, visible and status-forward. Today, the appeal of subtlety is rising. 61 per cent of prosumers – early adopters and influential tastemakers – say true luxury is defined by products that only a few people can recognise. This marks a major cultural shift. For this audience, value lies in what is understood, not what is flaunted.
Craftsmanship, heritage and authenticity now carry more weight than logos. Three out of every four prosumers say they buy luxury to celebrate highquality craftsmanship. They are choosing products not because they are trending, but because they stand the test of time. It is less about being first and more about being meaningful.
Luxury brands that win today are those that build long-term value. They invest in quality, offer cultural credibility and focus on the art of creation over the volume of consumption. This return to thoughtful production is not nostalgia – it is a recalibration of what matters.
GEN Z EXPECTS LUXURY TO INSPIRE, REFLECT VALUES AND CONNECT EMOTIONALLY
No group is driving this transformation more than Gen Z. They are young, but they hold disproportionate influence across fashion, culture and commerce. And they are approaching luxury from a very different place.
In the HAVAS Prosumer Report, 100 per cent of Gen Z respondents said luxury is important because it helps them dream. That insight alone reframes the role of luxury in their lives. For this generation, luxury is not just about ownership.
It is about escape, storytelling and emotional connection. Whether through a product, a campaign or a digital moment, they expect luxury to spark something personal.
Gen Z is highly exposed to trends – 75 per cent say they are influenced by social media – but they are also critical of what they engage with. They look for authenticity and are quick to detect when brands are performative. They expect
companies to take clear stands on social and environmental issues. And they will walk away if those beliefs are not consistent.
This is where purpose becomes essential. For Gen Z, luxury needs to stand for something. Aesthetics alone are not enough. They want beauty with substance and storytelling with values. Brands must now be culturally aware, emotionally intelligent and ready to be held accountable.
ACCESS IS EXPANDING; BRAND UNIVERSES MATTER MORE THAN EVER
While the desire for luxury remains strong, the way people access it is shifting. Second-hand and resale, once seen as secondary, have become central to how consumers engage with high-end goods. 73 per cent of prosumers say they would love to learn the backstory behind a second-hand item and 75 per cent want brands themselves to curate these resale experiences. This is not about affordability – it is about depth, sustainability and individualism. At the same time, digital engagement is no longer just a nice-to-have. It is where many luxury journeys begin. Consumers are not looking for just a product page. They want digital spaces that reflect the brand’s world – from immersive showrooms and storytelling platforms to exclusive content and behind-the-scenes access.
Nearly three in four prosumers say they would pay for exclusive digital content from a luxury brand. That alone signals a major shift in how people want to engage. More broadly, consumers are no longer satisfied with a single product. They want to live inside a brand’s universe. More than 80 per cent of prosumers say they love when brands move into new arenas, from hotels and restaurants to home design and experiences. This expansion is not about diversification. It is about immersion.
In the Middle East, where luxury is deeply tied to culture and lifestyle, this rings especially true. Regional audiences are increasingly looking for experiences that feel tailored and local. It is not enough for a brand to simply show up. It needs to speak the language – of taste, of heritage and of place.
LUXURY IS NO LONGER JUST A PRODUCT – IT IS A PHILOSOPHY
The consumer of tomorrow is emotionally aware, socially conscious and culturally confident. They are not just buying luxury. They are interpreting it, curating it and shaping it.
To earn their loyalty, brands need to move beyond price points and prestige. They need to offer meaning, create immersive stories and reflect the values of their audience. The future of luxury will not be driven by how much a brand can sell. It will be defined by how deeply it can connect.
By Dana Tahir, CEO, HAVAS Red Middle East
LUXURY WORK
A round-up of campaigns within the luxury category from the region this past year.
JUMEIRAH: JUMEIRAH MARSA AL ARAB
The launch campaign for Jumeirah Marsa Al Arab intended to position the resort at the centre of cultural conversation. The campaign’s key objective was to elevate and redefine guest expectations of luxury hospitality into one that transcended tradition to create an experience that was deeply personal, sensorial and emotionally resonant. Leveraging a comprehensive 360-degree marketing mix, the campaign was strategically executed across a mix of high-impact channels, targeted platforms and premium placements, including social media, digital and programmatic platforms, luxury fashion, lifestyle and travel print publications, as well as targeted OOH including airport lounges and private jet terminals.
BVLGARI: JOURNEYS OF RAMADAN
This Ramadan campaign from Bvlgari brought themes of rebirth, resilience and reflection to life through the work of three remarkable Middle Eastern artists. Each film was a dialogue between tradition and evolution, memory and transformation, told through light, movement and a refined visual aesthetic. The project took three months, with more than 15 people working full-time. To reflect the luxury house’s Serpenti collection, Bvlgari abstracted motifs into natural symbols from the region –the desert rose, the wadi, and the setting sun – allowing the campaign to stay true to the essence of Serpenti while ensuring it remained culturally respectful.
RAFFLES HOTELS & RESORTS: THE BUTLER DID IT
This campaign from the luxury hotel brand offers a playful twist on the classic ‘whodunnit’ narrative. The campaign’s narrative is themed around the ability of Raffles butlers to anticipate guests’ every need – before they even think to ask. Launched in video and still picture formats, the campaign was rolled out globally across print, digital video, digital display, and paid social partnerships. As the brand grows globally, with debuts in Jaipur, London, Boston and Bahrain, the new international campaign is an invitation to guests to enter Raffles’ world of elegance and enchanted glamour.
BENTLEY: BENTAYGA EWB MULLINER
Bentley released three creative videos promoting the automotive brand’s luxury SUV, the Bentayga EWB Mulliner. Created in collaboration with Al Habtoor Motors, the official UAE dealer of Bentley, the videos detail the different features of what the brand dubs as ‘the most luxurious SUV in the world’. The videos feature the SUV against iconic UAE backdrops and landscapes in a modern, dynamic and playful way.
This out-of-home campaign from Jimmy Choo ran for nearly a month from June to July 2024, leveraging high-impact advertising spaces. It explicitly targeted screens near Downtown Dubai en route to Dubai Mall and Umm Suqeim Road, making it an effective drive-to-store campaign for the brand. Displayed across BackLite’s Digital Icons network, the campaign was able to deliver approximately 45 million impressions.
JIMMY CHOO: SUMMER CAMPAIGN
ALL THAT GLITTERS ISN’T GOLD
TBWA’s Catherine Bannister and Aneeta Aby explore how luxury has shifted away from surface-level narratives to meaningful experiences rooted in heritage, wellness and ease.
Remember when we thought that luxury was all about the designer labels you wore, the car you flaunted and the places you dined at? Well, that is now a tale as old as time. But don’t get me wrong – it’s not entirely untrue.
Much like every other podcast preaching ‘looks are not everything’ when it comes to relationships, the same goes for this exclusive realm of living. There is so much more to luxury than what meets the eye, especially in a city like Dubai.
Recently, the UAE has been welcoming a largely affluent, young audience who come in search of luxury experiences like
“Luxury is not something we have to reach for; it’s at our fingertips here in the UAE.”
no other. While the more obvious answers come in the form of extravagant resorts, yacht cruises and so on, there are some that aren’t so surface-level.
According to Booking.com, 77 per cent of Gen Z and 72 per cent of millennials are on the lookout for authentic and personalised experiences. Lucky for them, the UAE has a rich heritage and culture that is front and centre, in a tangible and intangible way. The Al Maha Desert Resort keeps the aesthetics of the country’s Bedouin history alive while combining it with luxurious amenities.
The Emirati fragrance culture is also intertwined with modern luxury, holding Oud and Bukhoor at the heart of it all. Homegrown luxury perfume brands such as Ajmal Perfumes and Abdul Samad Al Quraishi not only focus on craftsmanship but also on traditional rituals such as Mukhalat, the art of scent layering.
It’s not just about the perfumes that smell good; it’s also about feeling good. Self-care is the greatest investment of them all and another great testament for how luxury is not just about what’s on the outside. Both residents and tourists alike can splurge on wellness treatments and cosmetic procedures, with a strong trend towards treatments that are pricier yet personalised and high-tech.
For example, Beit Sisu consists of private suites with built-in cold plunges, infrared saunas and red-light therapy towers. The Zoya Health retreat is a luxury stay with personalised detox programmes focused on holistic wellness methods, including Ayurveda.
Let’s get a little corny now: it is a luxury for so many diverse nationalities to be able to co-exist together here in the UAE. It is impossible to live in a bubble while you’re here in the country, as you can access different cultures and celebrations with ease. For years now, events like Sikka Art Festival and Sole DXB have successfully brought people together to bond over art, music and food.
Moreover, the Emirati community truly considers hospitality as a sacred value and has quite literally opened their doors to bring people together through small businesses of their own, such as Poteto and Juntas.
Luxury is not something we have to reach for; it’s at our fingertips here in the
UAE. Running out of gas? Cafu comes to your car, wherever you may be. A valet service at almost every other restaurant or leisure experience, food or groceries being delivered in 15 minutes, kids being able to go to and from school in private buses – convenience has been established at every nook and corner for our own peace of mind.
Intimacy in a platonic sense, where you feel seen and appreciated, is another virtue that makes an experience even more luxurious. For example, walking into Moonrise and being able to connect with the chef on a one-on-one basis somehow makes the dinner experience feel more exclusive.
Clutching your pearls is not really a thing here, and that is a luxury we don’t give enough credit to. As of 2025, the UAE has been ranked the second safest country in the world according to Numbeo’s Safety Index. In terms of cities, Dubai and Abu Dhabi are consistently recognised as the happiest cities in the Arab region, according to the World Happiness Report. Feel rich yet? I hope so.
True luxury is found in the preservation of heritage amid futuristic skylines, in the warmth of Emirati hospitality that bridges countless cultures, in a scent that tells a story or a sense of security that is irrevocably priceless. So, the next time you think of luxury, know that it’s evolving beyond the obvious.
By Catherine Bannister, Chief Strategy Officer
and Aneeta Aby, Senior Strategist, TBWA\Raad
(left),
(top)
Luxury is no longer just a product – it’s a cultural conversation. And in the Middle East, that conversation is evolving faster than ever before.
Traditionally associated with exclusivity, status and craftsmanship, the luxury industry is now navigating a more complex world. Today’s consumer, particularly in the GCC, is younger, digitally fluent and culturally aware. They are not just buying into a brand – they are buying into a set of values and experiences that reflect who they are or aspire to be.
This shift is prompting client-side marketers to ask important questions: What does luxury mean to the next generation? How do we build emotional connection while preserving brand mystique? And how can we remain aspirational in a region where attention is fleeting?
Here are four key challenges – and priorities – that premium brands must address to stay relevant in this dynamic landscape.
FROM EXCLUSIVITY TO CULTURAL RELEVANCE
The traditional codes of luxury – heritage, craftsmanship and rarity – still matter, but they’re no longer enough. In the Middle East, where identity and self-expression are increasingly individualistic, brands must rethink what exclusivity looks like.
Younger audiences, particularly Gen Z, value purpose over pedigree. They expect brands to stand for something meaningful and reflect the diversity of their lives. A brand that once built desire through scarcity may now find more success by creating culturally relevant limited editions or partnering with local artists who offer fresh perspectives.
Our own journey reflects this evolution. Since 2021, we’ve repositioned the brand toward a more luxury direction through major rebranding – from retail and packaging updates to a refined colour palette and a clearer, purpose-led identity. These moves were more than cosmetic – they marked a strategic shift to align with changing consumer expectations.
Cultural relevance also means showing up authentically. That’s why we’ve launched regional campaigns around key moments like Ramadan and collaborated with talents such as Laila Abdullah, fostering emotional connection through local storytelling.
RETHINKING THE RETAIL EXPERIENCE
Despite the digital shift, physical retail remains central in the Middle East. Malls are more than shopping centres – they’re lifestyle hubs. Consumers want more than transactions; they seek immersive, personalised experiences.
Luxury brands must reimagine retail as an experiential space. This includes seamless integration between digital and physical – apps with VIP concierge services, AR tools in fitting rooms and loyalty programmes offering exclusive access.
We recently brought this to life with the global launch of our Arianna collection, which featured a high-impact event and a Burj Khalifa takeover. This wasn’t just about buzz – it created a culturally relevant moment that reinforced brand positioning and drove awareness.
“Luxury marketing isn’t just performancedriven; it’s perception-driven.”
However, many brands still struggle with fragmented omnichannel strategies. CRM systems aren’t always aligned with local behaviours and store teams may lack the training to deliver high-touch service. Solving this isn’t just about tech upgrades –it’s a mindset shift toward holistic client engagement.
BRIDGING THE TALENT AND EXECUTION GAP
Another challenge is the disconnect between global strategy and local execution. Headquarters may set the vision, but local teams are the ones who bring it to life in culturally meaningful ways.
The problem? There’s a shortage of senior marketing talent in the luxury space who can blend global brand thinking with regional nuance. Agencies, too, are often stretched thin, with roles focused more on adaptation than innovation.
To overcome this, brands must invest in building empowered in-market teams – marketers who think strategically, not just tactically. At the same time, agency relationships must evolve into co-creative partnerships that go beyond execution.
TRACKING DESIRABILITY, NOT JUST VISIBILITY
In the world of luxury, success isn’t just about being seen – it’s about being desired.
At Swarovski, desirability is one of our key metrics. While performance indicators like reach and engagement offer a snapshot of campaign visibility, they don’t fully capture the strength of emotional connection or long-term brand equity. Especially in
premium markets like the Middle East, it’s not enough to generate noise – we need to cultivate aspiration.
That’s why regional teams must push for frameworks that assess brand love, emotional resonance and cultural relevance – factors that build true affinity over time. It’s about understanding how our brand is perceived, how it makes people feel and how meaningfully we show up in their lives.
Luxury marketing isn’t just performancedriven; it’s perception-driven. And that calls for deeper, more nuanced metrics that reflect lasting impact – not just campaign visibility.
THE WAY FORWARD
The Middle East is not just a luxury growth market – it’s a trendsetter. With its young, affluent population and appetite for innovation, it’s fertile ground for bold, thoughtful brands.
But relevance won’t come from repeating global playbooks. It requires listening deeply, acting nimbly and marketing with both heart and context. For client-side marketers, the task is clear: lead with empathy, localise with integrity and remember – in luxury, the smallest details often speak the loudest.
By Sarah Dja Yahia, Head of Marketing ME, SEA and India, Swarovski
RELEVANCE IS THE REAL LUXURY
Swarovski’s
In 2025, luxury has never looked better. But in the pursuit of perfection, many luxury brands have sacrificed emotion, tension and truth. And the audience can feel it. Campaigns are cinematic. Renders are hyperreal. Voiceovers are velvet smooth. Every frame whispers ‘wealth’ – yet so much of it leaves us cold.
We’ve mastered beauty, but somewhere along the way, we’ve forgotten how to make people feel.
THE DUBAI PARADOX: FLAWLESS; FORGETTABLE
In markets such as Dubai, where the pace of launches is relentless and competition is fierce, luxury brands – particularly in real estate and hospitality – often fall into the trap of visual déjà vu.
One glossy film fades into the next: sweeping drone shots, elegant hands, filtered gold sunsets, infinity pools. Technically immaculate, yet
emotionally sterile. The irony? These campaigns sell homes, hotels, experiences – spaces designed for life. And yet they feel like places that no one could ever truly inhabit.
What’s missing is the story. The soul. The spark of human desire that brings a space to life.
Instead of panning across a CGI-perfect restaurant, show the chef’s calloused hands shaping dough at 4 a.m.
Replace that beachfront render with the sound of kids kicking sand on to their parents’ designer towels.
Audiences are no longer impressed by perfection. They’re craving substance and a real point of view.
LUXURY’S LOST INGREDIENT: TENSION
The most iconic brands don’t avoid tension – they leverage it.
The launch of Apple Watch Hermès traded tradition for disruption. Jacquemus turned heads with irreverent absurdist scale-play, abandoning traditional opulence. And Loewe’s mud-stained
“Audiences are no longer impressed by perfection. they’re craving substance and a real point of view.”
runway provided a memorable element of raw humanity in a sea of polished presentations.
These brands understand a powerful truth: Connection isn’t built through perfection. It’s forged through what feels undeniably human.
Dubai has the talent, ambition and platforms to lead this shift. The resources are here, but it takes courage to step away from the render and into the real.
COURAGE
IS THE DIFFERENTIATOR
Real estate brands invest millions in architecture and design, only to launch with the same generic campaign as their rivals.
THE COST OF LOOKING EXPENSIVE
Luxury hotels open with identical tropes and motifs: slow-motion doors, silent hallways and untouched towels.
This isn’t a creativity gap. It’s a bravery gap.
Today’s luxury consumer doesn’t just ask what you’re selling. They want to know why it matters. And they can tell immediately whether your brand’s soul is authentic or spray-painted on.
SO, WHAT’S NEXT?
It’s time to move beyond luxury that simply looks good and start creating luxury that feels true. Not just content, but connection. Not just aspiration, but emotion. Not only launch films but also living stories.
In a world where everything looks expensive, what feels real truly stands out.
By Rémy Abouchakra, CEO and Founder, OUI Agency
WELLNESS IS LUXURY
Marketers representing The Ritz-Carlton Dubai, Palazzo Versace Dubai, Anantara Santorini Abu Dhabi, Rosewood Hotel Jeddah and Waldorf Astoria Cairo Heliopolis talk to Campaign Middle East about a key facet driving the future of luxury hospitality marketing.
By Hiba Faisal
Wellness is no longer a side quest within the premium luxury hospitality marketing landscape; it is, in fact, having its main character moment.
This is being driven by consumer appetite for holistic, meaningful escapes, which is an evident shift from ‘Instagrammable’ escapades to balanced, transformative and rejuvenating experiences that feel exclusive.
For the discerning traveller – especially ultra-high net-worth individuals (UHNWIs) and high net-worth individuals (HNWIs) –wellness isn’t just a trend. It has become a non-negotiable lifestyle and a mandatory aspect of expected hospitality experiences.
Campaign Middle East speaks to luxury hospitality marketers who comment on these shifts, while sharing their reasoning for making wellness a core part of their brand positioning and identity.
They discuss a world where access to health, recovery and time for self-care is a privilege, and those who afford it can unlock real ‘luxury’. This is a world where the new marker of status is premium wellness.
STEPPING BEYOND THE STATUS QUO
Moving past luxury narratives of sun, sand and scenery, premium luxury getaways are
currently being marketed and advertised as transformative retreats, and spaces for introspection, creative renewal and a physical reset.
Rana Eid, Director of Marketing and Communications, The Ritz-Carlton Dubai, says, “In luxury hospitality, we’ve moved past the flawless visuals.”
She explains how, post-Covid, luxury travellers have become significantly more focused on real concerns such as their health, actively seeking out destinations that support and elevate their wellness journeys.
Other leading marketers from recognised luxury hospitality brands in the region echo these sentiments.
Gaurav Arora, Senior Marketing and Communications Manager, Palazzo Versace Dubai, says, “Over the years within the hospitality industry, we’ve witnessed how luxury wellness has become an integral part of the overall guest experience.”
Earle Enriquez, Marketing, PR and Communications Manager, Anantara Santorini Abu Dhabi, adds, “There are a growing number of guests nowadays who aren’t just looking for a stay, but also experiences and spaces that help them
slow down, recharge and reconnect with themselves.”
However, while bringing these experiences to life, it’s crucial for everyone within the luxury hospitality landscape to view them as more than just a ‘consumer offering’.
Azzah AlGhamdi, Marketing Manager, Rosewood Hotel Jeddah, explains, “Wellness is no longer an optional amenity or additional service; it is now an essential part of the guest’s lifestyle and emotional connection to a brand.”
As such, marketers call for luxury wellness experiences to be structured and packaged as strategic brand and business differentiators in a competitive landscape.
Enriquez says, “Personalised wellness experiences speak to lifestyle and values, and they create a deeper connection with the brand. When thoughtfully integrated, they encourage longer stays, build loyalty and open up new revenue streams.
She adds, “Wellness and fitness offerings have evolved from amenities into strategic brand and business assets that appeal to niche markets and boost positioning in a competitive landscape.”
Earle Enriquez
Rana Eid
Azzah AlGhamdi
Gaurav Arora
Nehal Fahim
MORE THAN A SPA DAY
Leaders agree that tailored fitness programmes will become critical to luxury hospitality marketing in the near future.
“The modern luxury traveller is increasingly seeking personalised wellness experiences that go beyond traditional spa offerings,” says Nehal Fahim, Director of Marketing and Communications, Waldorf Astoria Cairo Heliopolis
The Ritz-Carlton Dubai’s Eid echoes this sentiment saying, “We’re seeing a real shift from indulgent spa moments to more meaningful, purpose-driven wellness experiences. Tailored treatments and fitness offerings are becoming key drivers to why guests choose a destination.”
Fahim adds that trends such as social ‘spa-ing’ and longevity are no longer ‘nice to have’ offerings but are make-orbreak strategies within premium luxury hospitality marketing. They actively inform how brands should promote destination experiences.
Anantara Santorini Abu Dhabi’s Enriquez says, “Destinations are now marketed as transformative escapes rooted in wellbeing, especially when paired with close-to-nature experiences, wildlife encounters and artistic immersions. These experiences are transforming how travellers choose where to go and why.”
Having identified the need to leverage specialised wellness experiences as part of the luxury offering, marketers also advise a word of caution. They insist that luxury hospitality brands must take a thoughtful approach.
WELLNESS WITH INTENTION
Palazzo Versace Dubai’s Arora emphasises that effective marketing must reflect the true philosophy behind a wellness-centric approach – one that prioritises substance, intention and long-term impact instead of merely following trends.
Taking the example of Palazzo Versace Dubai, Arora explains that while its marketing efforts include wellnesscentric content, strategic collaborations with relevant influencers, media and targeted digital campaigns, what stands out is that the brand’s wellness philosophy has become a defining pillar of its identity.
He comments, “The thoughtful design of The Spa and its tailored treatments are crafted not just to provide relaxation but to restore balance, energy and focus.”
This shift is visible across the region.
Anantara Santorini Abu Dhabi’s Enriquez says, “I think it’s all about authenticity, purpose and being intentional. The messaging should go beyond showcasing spa rooms or facilities. Instead focus on capturing personal journeys, highlighting how real
“We’re seeing a real shift from indulgent spa moments to more meaningful, purposedriven wellness experiences.”
guests feel and what they discover about themselves during the experience.
Enriquez adds, “Truly connecting with them means listening to them and understanding their values, wellness goals and lifestyles to personalise the experience.”
Insights derived from being intentional show that travellers seek much more than just sightseeing experiences, culture, art and restorative events.
Putting this into practice, Enriquez explains how the visually calming Greekinspired retreat is paired with personalised experiences such as yoga with handpan meditation; creative expression workshops; and spa treatments. The resort has positioned itself as a sanctuary for emotional balance, mental clarity and holistic renewal.
Reiterating the argument for marketing with intention, The Ritz-Carlton Dubai’s Eid takes this a step further, saying, “It’s not just about relaxation; it’s about helping our guests feel grounded and recharged.”
A DIP IN THE POOL, A TRIP TO THE SPA Another common theme that emerges in conversation with marketers is the need for effective visual storytelling.
Rosewood Hotel Jeddah’s AlGhamdi points out the power of storytelling as a key differentiator, saying, “Moving beyond the traditional ‘perfect visuals’, successful campaigns must humanise wellness by showcasing real experiences, guest journeys and purpose-led initiatives that resonate on a personal level. We believe wellness should be communicated through authentic storytelling that reflects our local culture and nuances, speaking to individual aspirations while still addressing the modern traveller’s need for mindful luxury.”
She adds, “By highlighting how wellness is seamlessly integrated into daily life, from tailored treatments to holistic rituals, we create emotional relevance that elevates the brand and builds long-term loyalty.”
Similarly, The Ritz-Carlton Dubai and The Spa at Palazzo Versace Dubai also focus on storytelling that highlight relaxation, renewal and the art of slowing down.
Eid says, “What matters now is telling stories that feel authentic, intentional and human. That’s why our campaigns lean into stories of renewal, vitality, using behind-thescenes moments and raw content that capture the emotional journey of wellness, not just the aesthetic.”
Arora adds, “Our curated content features visuals that provide a sense of peace, emotional renewal and bodily rejuvenation.”
While a swim or a spa session may once have sufficed, today’s luxury guests seek more than momentary relaxation – they seek transformation. In response, leading properties are weaving holistic wellness into every layer of the guest journey.
“For modern travellers seeking inspiration or a sense of calm, these elements strongly influence their decision-making when choosing a meaningful luxury escape,” Enriquez adds.
But storytelling ‘wellness’ for luxury travellers also means recognising that these audiences are nuanced and, often, ask questions that need well-informed messaging.
Enriquez explains, “It’s about helping guests understand that wellness practices are science backed, with experts leading the programmes. It is about building trust so guests can embrace the process, making the experience meaningful and deeply human, which is something UHNWIs and HNWIs truly value and appreciate in a world of oversaturation.”
PRIORITISING PERSONALISATION
Personalisation has also become central to luxury hospitality marketing – often ingrained in descriptors and phrases such as ‘customised’, ‘exclusive’, ‘signature’, ‘one-of-a-kind’ experiences – which caters specifically to HNWIs and UHNWIs.
Waldorf Astoria Cairo Heliopolis’ Fahim says, “By offering everything from customised yoga and meditation sessions to expert-led, exclusive nutrition consultations and spa treatments, we’ve positioned our hotel as a sanctuary for guests seeking not just relaxation, but a transformative wellness journey.”
At The Ritz-Carlton Dubai, wellness is similarly integrated into the guest experience.
Eid adds, “Our signature spa treatments are both advanced and trend-driven. Nutrition also plays a key role in our approach. Through our farm-to-table initiatives and the use of our in-house vertical farm, we provide our restaurants and bars with fresh, organic produce daily. This allows our chefs to craft healthy, good-foryou menus and dishes that align with our guests’ wellness goals.”
THE SOUL OF HOSPITALITY
As brands compete to create sanctuaries of serenity, those who lead with intention, authenticity and emotional resonance are poised to shape the future of luxury hospitality.
Rosewood Hotel Jeddah’s AlGhamdi sums it up well, saying, “For UHNWI and HNWI guests, wellness represents balance, personalisation and meaningful experiences. Ultimately, luxury wellness today is about sharing a vision of wellbeing as a way of life, deeply rooted in place, purpose, and personal connection.”
After all, for the world’s most discerning travellers, wellness isn’t simply a break from reality; it’s an investment in living well.
In today’s tourism landscape, travellers seek more than just beautiful places. They’re looking for a sense of connection; to the culture, to the people and to the stories that shape the experience. They travel for the thrill of discovery, the warmth of human interaction and the feeling of arriving somewhere that stirs something profound within them.
As marketers in the luxury space, our role is not just to describe a destination; it’s to help people feel something long before they arrive.
Today’s luxury travellers – particularly those in the top 15 per cent of global travel spend – are more discerning, curious and conscious than ever before. They are culturally connected, globally minded individuals who’ve stayed in the best hotels, flown to the farthest corners and seen beauty in countless forms.
What they’re drawn to now are experiences and emotional resonance: the personal, the purposeful and the real. They want to understand where they are, what makes it matter and how they can connect more deeply to the people and stories behind the view.
This is where storytelling becomes so powerful. Because meaning travels farther than messaging can.
WHY STORYTELLING WORKS, AND WHY IT HAS TO CHANGE
For years, destination marketing leaned on the same ingredients: sweeping views, glossy architecture and curated amenities. And while beautiful content still matters, it is no longer enough.
Recent insights reinforce this change.
ancestors once crossed the desert and seas using only the stars.
In a world of digital everything, these are the kinds of moments guests talk about later, not because they were part of a brochure, but because they were real.
These narratives bring texture, emotion and identity to the experience in a way that branded visuals or amenity lists never could. These stories do more than add colour. They shape perception. They add depth. And most importantly, they reflect the truth of a place, not just the image of it.
Similarly, as we develop AMAALA, which is envisioned as an ultra-luxury wellness haven with a strong emphasis on arts and culture, the stories will emerge from the world-class wellness practitioners, the artists shaping its creative landscape and the culinary experts who translate local ingredients into transformative experiences.
McKinsey’s 2023 report on experience-led spending shows that people are increasingly drawn to trips that leave a lasting emotional impact.
Skift’s 2024 travel trends highlight emotional storytelling and human connection as key factors in destination preference, especially in the luxury segment. This shift isn’t just about what people want to see – it reflects what they’re hoping to feel. In a world that often feels disconnected, the desire for transformation, self-reflection, authentic encounters and purposeful travel has only intensified.
So how do we speak to this audience – the one that values meaning as much as beauty? We start with people.
When storytelling is centred on locals, community leaders, artisans, guides and quiet moments of interaction, it creates a kind of trust that no visual alone can replicate.
It draws travellers in not as consumers, but as participants. And in doing so, it elevates a destination’s identity from a place to visit to a place to remember.
CAMPAIGNS THAT INVITE, NOT JUST IMPRESS
The most effective destination campaigns today don’t just showcase luxury; they open an emotional door. They extend a feeling of welcome, of resonance and of belonging. That human layer is what elevates a destination from a place to stay to a place to connect.
This kind of storytelling is especially relevant in the luxury sector, where guests are no longer looking to be impressed – they’re hoping to be understood. They want a brand that reflects who they are and what they care about.
Some of the most meaningful campaign ideas I’ve worked on started not at a laptop, but have emerged in moments of observation. That’s when you realise that our job isn’t just to shape campaigns. It’s to listen closely enough to share what already exists.
As marketers, we’re often seen as storytellers. But I’ve come to think of us as translators, and increasingly, as responsible stewards of these narratives.
Elevating destination appeal
At The Red Sea, I’ve seen how these ideas come to life through the people who guide our guests: There’s a beekeeper whose family has worked the same stretch of land for generations, sharing not just honey but a taste of heritage; a mountain guide who shares how his great-grandfather discovered the very cave guests now explore on one of our trails, making every step an echo of history; and then there are brothers – Mohammed and Eddie Alkhamees – who introduce guests to ancient navigation traditions, explaining how their
We take the essence of a place, its values, rhythms and voices, and help others understand it. Not through adjectives, but through tone, intuition and care.
And that kind of storytelling? It builds more than affinity. It builds loyalty. That loyalty doesn’t just result in longer stays or return visits – it shows up in word-of-mouth, advocacy and reputation. It’s how brands last.
The Red Sea and AMAALA’s Julie Audette discusses the power of human-centred storytelling.
We’re at a moment in the industry when travellers are asking for something more, something real. And that evolution is not just an opportunity; it’s a responsibility to the places and people whose stories we are privileged to share.
Because when we get it right and build stories that honour the place and the people, travellers walk away with more than memories.
They walk away with something that stays with them. And they come back for how it made them feel.
By Julie Aude e, Senior Director of Destination Marketing, The Red Sea and AMAALA
SAUDI FOCUS
While the gaming industry feels incredibly fresh and cuttingedge, it is easy to forget its origins stretch back further than the 1972 launch of the Magnavox Odyssey, a product often cited as the first home-gaming console. It’s been an incredible half-century of video game development since, and yet there is no better time to be involved in the field.
The industry now stands at the threshold of an exhilarating future. Thanks to significant advances in technology and artificial intelligence, tomorrow’s gaming will be defined by more immersive experiences, expanded content and greater social connectivity. It’s no exaggeration to say the coming years will push the boundaries of what is possible – not only within gaming, but across a range of tangential industries –and Saudi Arabia is poised to be a major driving force.
First, some context. The global gaming market is huge, valued at $178bn in 2024. This is almost three times larger than the movie box office and music industries combined, which are valued at $30.5bn and $29.6bn respectively. The market is experiencing robust growth, with its value projected to rise to $198bn by 2027. Of course, sustained growth translates into opportunities for developers, designers, imagineers, esports organisers and players across the world. And here in Saudi Arabia, gaming is rapidly evolving from a popular pastime into a national priority and strategic economic pillar.
An estimated two thirds of the Saudi population – about 25 million people –enjoy gaming. Initiatives such as the Esports World Cup, which will be held in Riyadh over seven weeks in the summer this year, and the first ever Olympic Esports Games, which will be hosted in the Saudi capital in 2027, will further boost the Kingdom’s gaming industry. While this presents a massive long-term opportunity for Saudi Arabia, it also presents a mid-term challenge.
Currently, more than 90 per cent of the money spent on games by young Saudis makes its way into the pockets of overseas game developers and publishers. As most games are developed abroad, the majority of consumer spend flows internationally to those respective firms. Economists have a term for this outflow of capital –‘economic leakage’ – and it positions Saudi Arabia as a net importer rather than a net exporter of games, despite its massive consumer market.
SAUDI FOCUS
Game on
NEOM’s Toby Evan-Jones discusses the rise of Saudi Arabia’s homegrown gaming industry.
‘‘The most rewarding aspect of our work is witnessing young gaming developers forge meaningful connections with their peers and mentors.”
Gaming and Esports Strategy, under Saudi Vision 2030, the gaming division at NEOM is playing a crucial role in nurturing the first generation of Saudi game developers.
women to form teams and develop game prototypes.
These two initiatives drive career interest, feed into relevant higher education programmes, promote connectivity and ultimately spark the formation of game development teams. This is where NEOM’s accelerator programme, ‘Level Up,’ makes its mark, providing pre-seed funding and ongoing mentorship from industry veterans to game development start-ups.
The Level Up accelerator has so far supported 23 Saudi gaming studios, invested in 10, and is already notching up a range of accolades within its portfolio.
For example, in December 2024, Fahy Studio made history as the first Saudi gaming startup to secure an international publishing deal, which was signed with UK-based publisher Kwalee.
More recently, on 8 May this year, Majestic Mind Games secured the MENA Games Industry Award for ‘Best Games Startup.’ This success marked the second year running that a ‘Level Up’ startup has taken the number one spot, with Starvania setting the standard in 2024.
But it’s not just the wins that count. The most rewarding aspect of our work is witnessing young gaming developers forge meaningful connections with their peers and mentors. We’re seeing firsthand that gaming can be a transformative force, fostering a happy and connected society. This is not just a lofty ideal; it is the bedrock of economic growth and a core pillar of Saudi Vision 2030.
It is immensely fulfilling to be part of this thriving global industry, right here in Saudi Arabia, at this transformative time. Just as the Magnavox Odyssey once captivated the world, we anticipate a future where groundbreaking games
It’s no surprise, then, that developing the local gaming industry is a priority for the Kingdom. This is where NEOM – the giga-project located in the northwest of
the local gaming industry is a priority for the Kingdom. This is where NEOM – the giga-project located in the northwest of
NEOM’s gaming initiatives include the Game Dev Challenge, a recurring three-month high school programme which teaches 15- to 17-year-olds about the industry and the tools used in game development, offering them the chance to win a physical game development lab for their school. ‘She Jams’ is an international game development hackathon which encourages young
By Toby Evan-Jones, Gaming Executive Director, NEOM
Abu Dhabi Channel
Founded: 1969
Parent company: Abu Dhabi Media Company
Head office: Abu Dhabi
Language: Arabic
Media rep: ADMN commercial team
Phone number: 8002366
Email: commercial@admn.ae
Content: Entertainment
Availability: (Nile Sat 7 west and Hot bird), cable services (Du and Etisalat)
Viewership numbers: UAE (28%) and KSA (16%)
Viewer demographics: 24-44
Flagship programmes: Ahlam, Al Mamar, The Box, Taabeer Abu Dhabi, Sha’er Al Million, Bladna Amana
Launched in 1969, Abu Dhabi TV is a general entertainment channel that serves as Abu Dhabi’s national media platform aimed at enhancing the national identity and reflecting the Emirati culture, heritage and values. Abu Dhabi TV is one of ten channels owned by Abu Dhabi Media Company (ADMC), the UAE’s leading broadcaster and media company.
Abu Dhabi Sports Channels
Founded: 1998
Parent company: Abu Dhabi Media Company
Head office: Abu Dhabi
Language: Arabic & English
Media rep: ADMN commercial team
Phone number: 8002366
Email: commercial@admn.ae
Content: Sport/FTA
Availability: Arab Sat and Nile Sat, STARZPLAY, Elife, Etisalat and du Viewership numbers: Viewership in the UAE - 12%
Viewer demographics: 15 - 40
Flagship programmes: Man to Man, Share’ Al Riyadi, Riyada alyom Abu Dhabi Sports are among the most popular sports TV channels in the Arab region, renowned for delivering exceptional programs and comprehensive coverage of major global tournaments and sporting events across four channels. Since its establishment in 1998, Abu Dhabi Sports have stood out for offering innovative, highquality sports coverage.
Al Resalah
Founded: 2006
Ownership: Rotana Media Group
Country: Kingdom of Saudi Arabia
Language: Arabic
Al Resala provided over 4,000 hours of continuous live broadcasting to promote peaceful and reassuring content that filled a cultural void and influenced minds with positive intellectual and spiritual messages.
Al Sumaria TV
Parent company: Al Sumaria Group
Founded: 2004
Based in: Iraq & Lebanon
Language: Arabic
Website: alsumaria.tv
Reach: Iraq, Lebanon, UAE, Jordan, GCC, Egypt and more
Satellites/Cable services: Worldwide via Internet and satellite
Viewership numbers: 2.2 million
Viewer demographics: Arabs, 60% Males, 73% Age 15-44
Alsumaria adopts a liberal perspective whilst maintaining religious faith and strongly refuting repression and autocracy. Alsumaria produces almost all of its 24/7 programs in-house. It broadcasts live entertainment, social, political, and game shows hosted by young Iraqis, and drama and comedy series starred, directed, and produced by Iraqis.
ARY News
Founded: 2002
Parent company: Pakistan
Head office: Pakistan
Language: Urdu
Media rep: IAS Media
Phone number: +971 4 447 5760
Content: News
Availability: Etisalat, DU, Ooredoo
Asharq Discovery
Founded: 2023
Parent company: Saudi Research and Media Group (SRMG)
Head office: Riyadh, Saudi Arabia with offices in Dubai, UAE.
Content: Infotainment content, includes programmes from the award-winning Warner Bros. Discovery catalogue, across different genres including pop science and engineering, crime and mystery, motoring, adventure and travel, food and cooking, wildlife and nature, lifestyle, and reality, as well as an extensive lineup of outstanding original content produced in the region.
Availability: Arabsat and Nilesat, STC, DU, Etisalat, Shahid and through the catchup service Asharq NOW and Asharq Discovery’s social media platforms
Asharq Documentary
Founded: 2023
Parent company: Saudi Research and Media Group (SRMG)
Head office: Riyadh, Saudi Arabia with offices in Dubai, UAE.
Content: High-quality factual documentaries, uncovering the stories behind the headlines in politics, business and economics, and history.
Availability: Arabsat and Nilesat, STC, GoBox, DU, Etisalat, Shahid and through the catch-up service Asharq NOW and Asharq Documentary’s social media platforms.
Asharq News
Founded: 2020
Parent company: Saudi Research and Media Group (SRMG)
Head office: Riyadh, Saudi Arabia with offices in Dubai, UAE.
Content: Asharq News provides an insightful and diverse mix of political and economic news, programmes and documentaries, and offers Arabic-speaking audiences around the world curated news and analysis on the companies, markets and economies shaping the Middle East.
Availability: Arabsat, Nilesat, Hotbird, OSN, STC, GoBox, Du, Etisalat, Shahid, Cablevision, Dailymotion, Freeview, Sling, Mysat, Rogers, Magenta TV, Vodafone. And through the catch-up service Asharq NOW and Asharq News’s social media platforms.
Al Arabiya News Channel
Founded: 2003
Parent company: Al Arabiya Network
Head office: Riyadh
Based in: Riyadh
Language: Arabic
Media rep: MBC Media Solutions
Address: Riyadh, Dubai & Egypt
Website: mms.net
Email: hello@mms.net
Content: Politics, business, sports, current affairs and lifestyle shows
Reach: Worldwide
Availability: Arabsat, Nilesat, OSN, Shahid, Etisalat, Du, GOBX, JAWWY
Flagship shows: Tafa3olcom, Fil Marma, Future of Energy & Closing bell, Mahal Niqash, Poilitical Memory
In an age where information is being delivered at an ever-increasing pace and where the need to form an opinion is becoming more challenging; Al Arabiya Network remains the Arab world’s leading source of news. With round-the-clock core news bulletins complemented by a dynamic mix of the latest business, sports current affairs and lifestyle shows. Al Arabiya network is where globally minded viewers tune in for the latest from within and beyond their national borders.
Grow Your Business with MBC Media Solutions - MMS.
We are MBC group’s commercial arm that connects brands to the region’s leading premium media solutions: TV, digital and audio platforms.
Al Hadath News Channel
Founded: 2012
Parent company: Al Arabiya Network
Head office: Riyadh
Language: Arabic
Media rep: MBC Media Solutions
Address: Riyadh, Dubai & Egypt
Website: mms.net
Email: hello@mms.net
Content: Politics & breaking news
Reach: Worldwide
Availability: Arabsat, Nilesat, OSN, Shahid, Etisalat, Du, GOBX
Flagship shows: 19 GMT bulletin, Studio Al Hadath and Al Akhbar Al Layla
Al Hadath is a free-to-air news and current affairs satellite channel, which operates as an extension of the long-standing Al Arabiya news channel. From an editorial perspective, Al Hadath focuses on extensive live coverage of events as they happen from across the Arab world and beyond.
Grow Your Business with MBC Media Solutions - MMS.
We are MBC group’s commercial arm that connects brands to the region’s leading premium media solutions: TV, digital and audio platforms.
ARY Digital
Founded: 2000
Parent company: ARY Group
Head office: Pakistan
Language: Urdu
Media rep: IAS Media
Phone number: +971 4 447 5760
Content: family entertainment shows
Availability: Etisalat, DU, Ooredoo
Asianet Middle East
Head office: JioStar, Dubai Media City, Dubai
Language: Malayalam
Email: salesme@jiostar.com
Content: Malayalam GEC featuring series, movies, reality shows and content created locally in the GCC
Asianet Movies
Head office: JioStar, Dubai Media City, Dubai
Language: Malayalam
Email: salesme@jiostar.com
Content: Malayalam movie channel featuring the biggest blockbusters and stars
Asianet Plus
Head office: JioStar, Dubai Media City, Dubai
Language: Malayalam
Email: salesme@jiostar.com
Content: Malayalam GEC featuring Series, Movies and content created locally in the GCC
B4U Plus
Founded: 1999
Parent company: B4U Entertainment Limited
Head office: Mauritius
Language: Hindi
Website: b4uplus.com
Phone number: +971506507978
Email: shoeb@b4unetwork.com
Content: General Entertainment - Series, Bollywood shows & Bollywood Movies
Reach: MENA
Availability: Eutelsat 7 West A
Baynounah TV
Founded: 2013
Parent company: Abu Dhabi Media Network
Head office: Abu Dhabi
Language: Arabic
Media rep: ADMN commercial team
Phone number: 8002366
Email: commercial@admn.ae
Content: The channel’s content includes stories of the UAE’s illustrious past, aimed at passing them on to present generations, as well as various programs and media coverage of key cultural events and festivals in the country. It serves as a media partner for many leading organizations and institutions in the community.
Viewer demographics: 16-50 years old
Flagship programmes: Ferasat Al Sahra, Jozr (islands)
Launched in 2013, Baynounah TV offers distinguished heritage and cultural content that contributes to raising public awareness of the cultural heritage of the United Arab Emirates. It also focuses on all aspects of Emirati society’s daily life.
BBC World News
Founded: 1995
Parent company: BBC
Website: bbcglobalnews.com
Headquartered: London
Language: English
Colors Rishtey Asia
Head office: JioStar, Dubai Media City, Dubai
Language: Hindi
Email: salesme@jiostar.com
Content: Bollywood movie channel featuring the best of Hindi Movies
Cartoon Network Arabic
Founded: 2010
Parent company: Warner Bros Discovery
Head office: Dubai
Language: Arabic
Website: wbd.com
Media rep: ATL Media
Content: Kids 6-12
Reach: Globally
Cartoon Network HD
Founded: 2015
Parent company: Warner Bros Discovery
Head office: Dubai
Language: Arabic and English Select Track option
Website: wbd.com
Media rep: ATL Media
Content: Kids 6-12
Reach: Global
Cartoonito
Founded: 2023
Parent company: Warner Bros Discovery
Language: Arabic and English track selection
Website: wbd.com
Content: Kids preschoolers
Cathay Pacific
Founded: 1946
Parent company: Swire Pacific
Head office: Hongkong
Language: English, Chinese
Media rep: IAS Media
Phone number: +971 4 447 5760
Content: Business, Hollywood new releases, Asian cinema classics, award winning tv box sets, Latest Albums, Podcast, Game, HBO Max
Availability: TV
Colors TV
Head office: JioStar, Dubai Media City, Dubai
Language: Hindi (Subtitled in English)
Email: salesme@jiostar.com
Content: Hindi general entertainment channel featuring series, movies, reality shows and content created locally in the GCC
CNBC Arabia
Parent company: Middle East Business News
Head office: Dubai, UAE
Founded: 2003
Availability: Free-to-air in Nilesat and Arabsat
CNBC Arabia is the Arab World’s preeminent and first 24-hour Arabic-language financial and business information channel, presenting in-depth and up-to-theminute coverage of regional and international affairs from an Arab economic perspective.
CNN
Founded: 1980
Parent company: Warner Bros. Discovery
Headquartered: Atlanta, USA
Language: English
Media rep: Media International Services (MIS Gulf – Marwan Kai, CEO)
Website: misgulf.com
Phone number: +971 4 321 2003
Viewership and demographics: CNN International, the most widely distributed news channel reaches over 348 million households and hotel rooms globally. It attracts high numbers of influential and business audiences globally. Flagship programmes: Newsroom, Connect the World with the Becky Anderson, Quest Means Business, Amanpour, Marketplace Middle East, Isa Soares Tonight
CNN Worldwide is the most honoured brand in cable news. CNN’s portfolio of news and information services is available in seven different languages across all major TV, digital and mobile platforms. CNN International is the number one international TV news channel, distributed in over 200 countries and territories and reaching more than 348 million households around the globe. CNN Digital is the #1 online news destination, with more unique visitors than any other news source. CNN is uniquely positioned to tell stories for, about and from the Middle East from our bureau throughout the region including Abu Dhabi, home to a major global broadcast hub and Connect The World with Becky Anderson. On digital, CNN Arabic has been based in UAE for over 24 years and is undergoing substantial audience growth across the region and beyond.
Cox Media Group
Founded: 2008
Parent Company: Cox Enterprises
Headquartered: Atlanta, USA
Language: English
Content: 24/7 News, Business, Sport and Lifestyle
Reach: USA
Media Rep: The Vantage: +9714 425 3300
Dijlah TV
Launched: 2010
Based in: Iraq and Jordan
Language: English, Arabic Website: dijlah.tv
Reach: Iraq, Lebanon, UAE, Jordan, GCC, Egypt and more Satellites/Cable services: Worldwide via Internet and satellite Viewership numbers: 1 Million
Viewer demographics: Arabs, 56% Males, 69% Age 15-44
Genre: Entertainment; Political; Educational; Sports; Social
Discovery
Founded: 1996 (MENA)
Parent company: Warner Brothers Discovery
Based in: MENAT & EMEA
Language: English
Content: Science, natural history, anthropology, survival, geography, and engineering.
Availability: Arab Sat Badr, Hot Bird and Nile Sat
Viewership numbers and demographics: 720,000 (GCC Adults15+) 70% between 15-44 yrs
Flagship programmes: Block Buster Movies, American Series, Dubai Today, Dubbed series
Dubai Racing
Founded: 2008
Parent company: DMI (Dubai Media Incorporated)
Head office: UAE
Language: Arabic Media rep: MEMS
Phone number: +9714 454 54 54
Email: mems@choueirigroup.com
Content: Sports/Racing
Availability: Arab Sat Badr, Hot Bird and Nile Sat Viewership numbers and demographics: 10,000 (GCC Adults15+) 90% between 15-44 yrs
Flagship programmes: Horse and Camel Racing
Dubai Sports
Founded: 2003
Parent company: DMI (Dubai Media Incorporated)
Head office: UAE
Language: Arabic Media rep: MEMS
Phone number: +9714 454 54 54
Email: mems@choueirigroup.com
Content: Sports
Availability: Arab Sat Badr, Hot Bird and Nile Sat
Viewership numbers and demographics: 70,000 (GCC Adults15+) 70% between 25-54 yrs
Flagship programmes: Gulf Cup, UAE National Soccer League, WASL Basketball League, Golf World Cup Tournament
The evolving power of TV and video
Middle East Media Services’ Jean-Pierre Tannous discusses the importance of impact, connection and transformation and explains why video will remain at the heart of how we learn, engage and experience the world.
Digital transformation has touched almost every aspect of our lives, from how we communicate to how we shop, learn and stay informed. Yet, among all forms of content, video remains the most powerful and engaging medium. Whether it’s short-form clips on social media or long-form episodic series, video content continues to shape consumer behaviour, influence cultural identity and define our social footprint. What started as scheduled programming on a single TV screen has now evolved into an always-on, multi-device experience that caters to every viewer’s personal preferences. The transformation of television and video is not only about technology – it’s about how people interact with content and how that content reflects and impacts the world around them.
TRENDS AND IMPACT: A NEW AGE OF ACCESSIBILITY AND CHOICE
With the widespread adoption of smartphones, tablets, smart TVs and other connected devices, video content has become more accessible than ever before. Today’s audiences can watch what they want, when they want and where they want. Time zones, geography and even traditional broadcast schedules are no longer limitations.
Viewers now have access to an infinite amount of content from all over the world, instantly and seamlessly. For younger audiences especially, video consumption is a mobile-first experience – often driven by social platforms and streaming apps. This shift has redefined the way content is consumed and produced, turning TV from a fixed-time event into a personalised, on-demand experience that adapts to individual preferences and lifestyles.
RESILIENCE OF TELEVISION: A MEDIUM STILL GOING STRONG
Despite the rise of digital platforms and streaming services, television has proven its resilience. Far from becoming obsolete, traditional TV has adapted by integrating new models and embracing digital transformation. In many parts of the world, especially in the MENA region, broadcast television remains a trusted source of news, entertainment and cultural storytelling.
Globally, TV networks are increasingly moving toward hybrid models where broadcast TV coexists with ad-supported video-ondemand (AVOD) and subscription-based services (SVOD). This creates
an integrated ecosystem that blends the reliability of scheduled programming with the flexibility and personalisation of digital platforms. It’s no longer a battle between TV and streaming – it’s a collaboration that’s reshaping the media landscape.
CONTENT AND QUALITY: THE GOLDEN AGE OF TELEVISION
We are currently experiencing what many experts refer to as the ‘Golden Age’ or ‘Peak TV’ era. This refers to the explosion of high-quality, narrative-driven content that spans every genre and format. From gripping dramas and documentaries to innovative comedies and mini-series, viewers today have access to a level of storytelling that rivals cinema.
This content boom has raised the bar for production quality and creativity. Broadcasters, platforms and creators are under increasing pressure to deliver original, compelling and binge-worthy shows. This has also democratised the industry, allowing new voices, cultures and perspectives to emerge, contributing to a richer and more diverse media environment.
TECHNOLOGY AND THE FUTURE: PERSONALISED, SMART AND SEAMLESS
The future of video lies in technology – specifically in how it enhances the viewing experience. Innovations such as 5G connectivity, edge computing, AI-driven recommendations and improved compression technologies are making streaming faster, clearer and more interactive. Gone are the days of long buffering times or poor video quality.
OTT platforms such as Awaan, Netflix, Disney+, Apple TV +, StarzPlay and Shahid have transformed TV into a user-curated experience. Whether you’re watching a live sports event, a blockbuster movie, or a niche documentary, it’s all available at your fingertips, on any device. Smart features such as voice search, content suggestions and interactive storytelling are redefining how we engage with video content.
SOCIETAL AND CULTURAL IMPACT: TV AS A MIRROR AND CATALYST
Beyond entertainment, TV and video play a profound role in shaping society. Television has always been a mirror to our lives, reflecting our values, hopes, fears and identities. It also acts as a catalyst for change – raising awareness about social issues, sparking important conversations and influencing public opinion.
The globalisation of content, enabled by digital technologies, means that even small or independent broadcasters can now reach international audiences. This has turned TV into a powerful tool of soft power, capable of shaping perceptions and building cultural bridges across borders. From political commentary to environmental advocacy, TV remains a vital platform for societal dialogue and education.
A MEDIUM IN CONSTANT EVOLUTION
The future of television and video content is not just about screens and streams – it’s about impact, connection and transformation. As accessibility improves, content evolves and technology advances, video will remain at the heart of how we learn, engage and experience the world. Whether broadcast or streamed, scheduled or on-demand, the power of TV continues to grow in influence and importance.
By Jean-Pierre Tannous, COO, Middle East Media Services (MEMS)
Emarat TV
Founded: 1974
Parent company: Abu Dhabi Media Company
Head office: Abu Dhabi
Language: Arabic
Media rep: ADMN commercial team
Phone number: 8002366
Email: commercial@admn.ae
Content: Entertainment
Availability: GCC and MENA
Viewership numbers: Viewership in the UAE is 21%
Viewer demographics: 16 - 50
Flagship programmes: Sabah Al Emarat, Sawalif Yaddo, Omor Jadeed, Qesat Makan
Launched in 1999, Al-Emarat TV is UAE’s leading national TV channel targeting audiences in the UAE and across the Arabian Gulf Region through its distinctive local-themed content. The channel focuses on strengthening national identity to ensure the practice of good citizenship across all segments of society.
Euronews
Founded: 1993
Parent company: Euronews SA
Head office: Brussels, Belgium
Website: mediahub.euronews.com/
Phone number: Christian Kachacha, Regional Head Middle East: +971 4 431 3302; +971 50 7143 436
Email: christian.kachacha@euronews.com
Reach: Available in 160 countries
Availability: More than 1,000 operators worldwide. In the Middle East: Ooredoo, Etisalat, Du, BeIn
Euronews is the number one international news channel in Europe. Its mission is to empower people to form their own opinions. Euronews is unapologetically impartial and seeks to offer a diversity of viewpoints. Euronews is broadcast 24/7 and boasts 13 distinct language editions.
Content: Entertainment, News, Sports, Documentaries, Drama
Reach: France, Germany, Spain, Italy, UK
Availability: Streaming, IPTV, HOTBIRD satellites, national cable networks
Fatafeat
Founded: 2006 (MENA)
Parent company: Warner Brothers Discovery
Headquartered: MENA Operations: Dubai, Turkiye, London and Amsterdam
Based: MENAT & EMEA
Language: Arabic
Content: Cooking shows
Reach: MENA-wide
Satellites/ Cable services: OSN tv & OSN+, Starzplay, BeIN, STC
Fox News
Founded: 1996
Parent company: News Corp
Headquartered: New York, USA
Language: English
Content: 24/7 News, Business, Reality and Lifestyle
Reach: USA
Viewership: 200 million each month
Media rep: The Vantage: +9714 425 3300
Hum Sitaray
Founded: 2013
Based in: Dubai
Parent company: Hum Network Limited Pakistan
Website: humsitaray.tv
Hum News
Founded: May 2018
Parent company: Hum Network Limited Pakistan
Based: Dubai
Website: humnews.pk
Hum MENA
Founded: 2014
Parent company: Hum Network Limited Pakistan
Based in: Dubai
Website: hum.tv/hum-mena
Hum Masala (Masala TV)
Founded: November 2006
Based in: Dubai
Website: masala.tv
Parent company: Hum Network Limited Pakistan
HGTV
Founded: 2016 (MENA)
Parent company: Warner Brothers Discovery
Head office: MENA Operations: Dubai, Turkiye, London and Amsterdam
Based: MENAT & EMEA
Language: English
Content: Reality programming related to home improvement and real estate.
Reach: MENA-wide
Satellites/Cable services: BeIN & STC
LA7
Founded: 2001
Parent company: Cairo Communication Group
Headquartered: Rome Italy
Language: Italian
Genre: News, Current Affairs, Entertainment Programming, Talk Shows, Documentaries
Reach: Italy
Media Rep: The MediaVantage: +9714 425 3300
Lebanese Broadcasting Corporation International LBCI
Founded: 1992
Head office: Adma- Lebanon
Language: Arabic
Website: lbcgroup.tv
Content: LBCI, first private TV Channel in Lebanon and the Arab World. Established in 1992. LBCI has in its own library a wide range of hit shows, programs and drama series.
Reach: worldwide
Availability: lbcgroup.tv/frequencies/en
LBC Sat
Founded: 1994
Parent company: Rotana Media Group
Based in: Lebanon
Language: Arabic Media rep: RMS
Phone number: +971 4 567 4380; +971 52 538 8889
Email: rms@rotana.net
Reach: GCC, Levant, North Africa, Europe, and USA
Availability: Arabsat, Nilesat
Genre: General entertainment, social talk shows. Home to an impressive collection of shows catered to Arab female audiences as it airs a wide variety of shows with a Levant flair, including some of the latest Egyptian and Pan-Arab productions. Flagship programmes: Be My Guest, Under Control (ta7t el saytara)
M+HD
Founded: 2013
Ownership: Rotana Media Group
Country: Kingdom of Saudi Arabia
Language: Arabic
Media rep: RMS
Phone number: +971 4 567 4380; +971 52 538 8889
Email: rms@rotana.net
Content: UNCUT Music hits from all over the planet for the viewers to enjoy in high definition format. 24-hours a day, a wide selection of the latest and most appealing Arabic video clips, from all over the Arab world for all subscribers to enjoy hours of Arabic tunes in high definition format.
Majid
Founded: 2015
Parent company: Abu Dhabi Media Company
Head office: Abu Dhabi
Language: Arabic
Media rep: ADMN commercial team
Phone number: 8002366
Email: commercial@admn.ae
Content: Kids educational and entertaining content
Flagship programmes: Amoona, Fateen, Zakia AlThakia, Gadha, Mustakshif MAJID, Fodholi, Qala Al Shear, LOUMI
With the increasing popularity of Majid Magazine and Majid comic, Majid TV was established in 2015 with the task of not only continuing the Majid legacy but also extending the appeal and benefits to its target audience that stretched far beyond a weekly print edition.
Manorama News
Founded: 2006
Parent company: Malayala Manorama Group
Head office: India
Language: Malayalam
Media rep: IAS Media
Phone number: +971 4 447 5760
Content: News
Availability: Etisalat, Ooredoo, DU, STC, Mobily, Qatar Cable vision
MBC Action
Founded: 2007
Parent company: MBC GROUP
Head office: Riyadh
Language: English (with Arabic subtitles) and Arabic
Media rep: MBC Media Solutions
Address: Riyadh, Dubai & Egypt
Website: mms.net
Email: hello@mms.net
Content: Western entertainment, Arabic reality shows & sports shows
Reach: MENA
Availability: Arabsat, Nilesat, OSN, Etisalat, Du, GOBX, Shahid
Flagship programmes: Action Ma3 Waleed, WWE, Japanese Anime, Hollywood action movies
Catering to the lifestyle of young Arab viewers who are passionate about all things extreme sports, motoring, and other adrenaline-fuelled content, MBC ACTION showcases the latest in high-octane international programmes, sports segments, car shows and action-packed movies. The channel was launched in 2007.
In 2019, MBC GROUP won the exclusive rights to broadcast the FIA Formula One World Championship until the year 2023. It marked the return of the world’s biggest motorsport event to a free-to-air network in the MENA region, following years of being available on subscription-only networks.
TV BUILDS BRANDS
People Remember What They See.
44% Ad Recall (+33% above global benchmarks)
TV Makes the Brand Memorable.
56% Brand Attribution (+70% vs. non-viewers and +22% above global benchmarks)
TV Drives Meaningful Exposure
135% higher positive brand perception vs. non-viewers (+31% above global benchmarks)
Source: Average results from 15+ MMS campaigns, in partnership with Happydemics
Beyond reach: winning attention in MENA
The most effective strategies today aren’t just about delivering impressions; they’re about earning a ention. MMS’ Mathieu Yarak shares his perspective on what’s driving real performance in the region.
WHAT’S PROVING EFFECTIVE IN CAPTURING AND SUSTAINING AUDIENCE ATTENTION IN MENA’S FRAGMENTED VIDEO LANDSCAPE?
In today’s attention economy, fragmentation isn’t the problem, irrelevance is. With viewers scattered across platforms, the most effective brands are those that plan for attention, not just exposure. This means building creative and media strategies around platform behaviour, not media formats. Short-form content optimised for mobile, contextual alignment with programming, and seamless cross-screen storytelling are outperforming traditional placements in terms of media and brand KPIs. Most importantly, brands that use attention metrics rather than just impressions or view-through rates are seeing clearer
“Local content remains one of the most underutilised tools in the media mix for marketers aiming to connect with real people.”
signals of engagement and effectiveness, and many global and local use cases are showing that impact. Sustained attention is now the closest proxy we have to ad impact, and the most innovative marketers are already optimising for it.
placements. Despite its potential, local content remains one of the most underutilised tools in the media mix for marketers aiming to connect with real people rather than just focusing on reach metrics.
WHAT MEASUREMENT AND TARGETING CAPABILITIES ARE BEING PRIORITISED TO IMPROVE MEDIA PERFORMANCE ACROSS TV AND STREAMING?
As media consumption straddles linear and digital, advertisers are demanding cross-platform, outcome-based measurement. The focus is shifting away from siloed reach and frequency toward unified metrics that quantify brand impact and behavioural response. This includes brand lift studies, attention-based planning, and attribution solutions that link exposure to real-world actions, be it store visits, app installs, purchases, or any other lower funnel metric. On the targeting front, the emphasis is now on consented data, with zero-party and first-party audiences becoming of high value to campaign planning. Advanced platforms are enabling real-time segmentation and clean-room integrations, allowing brands to activate data responsibly while maintaining performance at scale. In this new era, measurement must prove not just that an ad was delivered, but that it delivered results.
WHAT ROLE DOES LOCALLY PRODUCED CONTENT PLAY IN DRIVING LOYALTY AND ROI IN THE REGION?
Locally produced content has transitioned from being a niche to a key driver of engagement and brand trust in the MENA region. It offers cultural relevance, communicates in the local language (both literally and figuratively), and consistently results in higher metrics for time spent and deeper emotional connections. From a branding perspective, this means more attentive audiences and improved performance on key brand indicators such as recall, favourability, and purchase intent. Integrating brands into local formats through in-content partnerships and branded entertainment has proven to be far more effective than generic ad
ad was delivered, but that it delivered results.
WHAT’S ONE EMERGING TREND IN MENA’S TV AND STREAMING SPACE THAT BRANDS SHOULD BE PAYING CLOSER ATTENTION TO?
The most significant shift currently taking place is the emergence of attention as a key metric for strategic planning. As the shortcomings of traditional metrics like reach and viewability become increasingly evident, attention is becoming a more reliable indicator of advertising effectiveness. This metric provides a clearer understanding of how people engage with content and, crucially, with advertisements. Brands that focus on attentive seconds instead of passive impressions are finding better alignment with their business outcomes. This trend reflects a broader movement in the industry from volume-based planning to value-based planning, where success is determined by impact rather than mere exposure. It reflects a broader industry move from volume-based planning to value-based planning, where impact, not exposure, defines success.
value-based planning, where
By
Mathieu Yarak, Head of Data at MMS
Mazhvil Manorama
Founded: 2011
Parent company: Malayala Manorama Group
Head office: India
Language: Malayalam
Media rep: IAS Media
Phone number: +971 4 447 5760
Content: Malayalam general entertainment
Availability: Etisalat, Ooredoo, DU, STC, Mobily, Qatar cable vision
MBC MAX
Founded: 2008
Parent company: MBC GROUP
Head office: Riyadh
Language: English (Arabic Subtitled)
Media rep: MBC Media Solutions
Address: Riyadh, Dubai & Egypt
Website: mms.net
Email: hello@mms.net
Content: Western movies
Reach: MENA
Availability: Arabsat, Nilesat, OSN, Etisalat, Du, GOBX
As MBC GROUP’s second dedicated movie channel, MBC MAX was introduced in 2008 to deliver a remarkable 24-hour movie channel that caters to a variety of audiences, offering an alternative movie viewing option for viewers.
MBC BOLLYWOOD
Founded: 2013
Parent company: MBC GROUP
Head office: Riyadh
Language: Arabic dubbed; Hindi (Arabic Subtitles)
Media rep: MBC Media Solutions
Address: Riyadh, Dubai & Egypt
Website: mms.net
Email: hello@mms.net
Content: Bollywood
Availability: Arabsat, Nilesat, beIN, Etisalat, Du, Shahid, OSN, GOBX
Flagship programmes: Monday Star of the Month Theme Night, Tuesday Premiere Movie Night, Arabic dubbed Indian drama series
MBC BOLLYWOOD brings a fresh and culturally relevant approach to Bollywood entertainment, combining the latest Bollywood film releases with daily drama series and premium celebrity magazine shows from the Indian subcontinent. Launched in 2013, MBC BOLLYWOOD caters to viewers in the MENA region by dubbing or subtitling all content into Arabic.
MBC IRAQ
Founded: 2019
Parent company: MBC GROUP
Head office: Iraq
Based in: Iraq
Language: Arabic
Media rep: MBC Media Solutions
Address: Riyadh, Dubai & Egypt
Website: mms.net
Email: hello@mms.net
Content: General Entertainment
Reach: MENA
Availability: Arabsat, Nilesat, OSN, Shahid, Etisalat, Du, GOBX
Once again redefining television entertainment, MBC IRAQ provides premium content tailored to the entire Iraqi family, featuring both local and regional productions. Launched in 2019, MBC IRAQ rose to the top of the country’s TV rankings within a year, establishing itself as Iraq’s leading satellite TV channel. Debut programmes on launch included Koma D, Sahraya, Al-Nahr Al-Thalath and Al-Laylah Wayah Da’adoush.
MBC DRAMA
Founded: 2010
Parent company: MBC Group
Head office: Riyadh
Language: Arabic
Media rep: MBC Media Solutions
Address: Riyadh, Dubai & Egypt
Website: mms.net
Email: hello@mms.net
Content: Arabic Series
Reach: MENA
Availability: Arabsat, Nilesat, OSN, Shahid, Etisalat, Du, GOBX
Flagship shows: Drama series
Arriving in 2010 to coincide with the 20th anniversary of MBC GROUP, MBC DRAMA is the tenth channel in the Group’s ever-expanding portfolio. Offering round-theclock Arabic drama series, the leading family entertainment channel broadcasts a distinct selection of top-rated Egyptian and Syrian series, amongst others. A family entertainment channel dedicated to Arabic drama series 24/7. Offering round-theclock Arabic drama series, the leading family entertainment channel broadcasts a distinct selection of top-rated Egyptian and Syrian series, amongst others.
MBC MASR
Founded: 2012
Parent company: MBC GROUP
Head office: Egypt
Language: Arabic
Media rep: MBC Media Solutions
Website: mms.net
Phone number: +20 22 125 4800
Email: hello-egypt@mms.net
Content: General entertainment
Reach: MENA
Availability: Arabsat, Nilesat, OSN, Shahid
Flagship shows: Al Hekaya, Yahdoth Fi Masr, Masrah Masr to name a few
Catering to Egyptian viewers, MBC MASR focuses on providing refined entertainment that includes leading and popular talk shows, drama series, series, Egyptian films, and documentaries. Debuting in 2012, MBC MASR understands the diverse concerns and tastes of its audience and carefully selects content that resonates with their preferences.
MBC1
Founded: 1991
Parent company: MBC GROUP
Head office: Riyadh
Language: Arabic
Media rep: MBC Media Solutions
Address: Riyadh, Dubai & Egypt
Website: mms.net
Email: hello@mms.net
Content: General Family Entertainment
Reach: MENA
Availability: Arabsat, Nilesat, OSN, Shahid, Etisalat, Du, GOBX
Flagship shows: Kalam Nawaem, Nadeena, Arab Idol, The Voice Arabia, Arabs Got Talent, and Top Chef Middle East.
Since its launch in 1991 as the world’s first independent Pan Arab channel, MBC1 has been at the forefront of delivering fresh and contemporary entertainment programming to Arab audiences worldwide. As the pioneering free-to-air satellite TV channel, MBC1 swiftly gained trust and respect, becoming the go-to resource for viewers. Today, MBC1 continues to hold the top spot for family entertainment in the region, offering a diverse range of compelling content, such as talk shows, reality TV competitions, and drama series. In recent times, MBC1 has made significant further investments in Turkish adaptations, showcasing popular shows like Althaman and Crystal.
MBC2
Founded: 2003
Parent company: MBC GROUP
Head office: Riyadh
Language: English (Arabic subtitled)
Content: Western Movies
Media rep: MBC Media Solutions
Address: Riyadh, Dubai & Egypt
Website: mms.net
Email: hello@mms.net
Reach: MENA
Availability: Arabsat, Nilesat, OSN, Etisalat, Du, GOBX
Launched in 2003, MBC2 is a premier destination for fans of Hollywood movies. With an extensive collection of blockbuster hits, timeless classics, and thrilling new releases, MBC2 offers a delightful cinematic experience for fans of everything from action-packed adventures to gripping suspense, and award- winning dramas to heart-warming romcoms. MBC2 is also the home of Scoop with Raya, with renowned host Raya Abi Rachid regularly taking viewers on a captivating journey into the world of Hollywood and the Arab cinema scene. Scoop with Raya keeps viewers connected to the latest buzz and excitement of the silver screen, covering everything from glamorous red-carpet events and movie premieres to prestigious awards shows and film festivals, including Cannes, the Red Sea Film Festival, the Academy Awards, the Emmys, and the Joy Awards.
MBC3
Founded: 2004
Parent company: MBC GROUP
Head office: Riyadh
Language: Arabic & English
Media rep: MBC Media Solutions
Address: Riyadh, Dubai & Egypt
Website: mms.net
Email: hello@mms.net
Content: Kids edutainment
Reach: MENA, USA and Europe
Availability: Arabsat, Nilesat, OSN, Shahid, Etisalat, Du, GOBX
Flagship shows: A mix of the biggest kid’s blockbuster titles.
MBC3 is the leading kids’ edutainment channel in Middle East and North Africa (MENA) region.
MTV INDIA
Head office: JioStar, Dubai Media City, Dubai
Language: Hindi & English
Email: salesme@jiostar.com
Content: Music, Reality shows and youth culture programming
MBC4
Founded: 2005
Parent company: MBC GROUP
Head office: Riyadh
Language: Arabic, English (Arabic subtitled)
Media rep: MBC Media Solutions
Address: Riyadh, Dubai & Egypt
Website: mms.net
Email: hello@mms.net
Content: General entertainment with a focus on women
Reach: MENA
Availability: Arabsat, Nilesat, OSN, Shahid, Etisalat, Du, GOBX
Flagship shows: Turkish Series
Exclusively tailored for young contemporary Arab women, MBC4 broadcasts a variety of Turkish, Korean, Spanish, and Arabic-language dramas. Launched in 2005, MBC4 also broadcasts compelling adaptations of international series, featuring some of the Arab world’s biggest stars.
National Geographic
Founded: 1997
Parent company: The Walt Disney Company
Regional HQ: Dubai, UAE
Language: English (with Arabic subtitles)
Content: National Geographic explores the planet with purpose, fueling curiosity, inspiring change, and taking audiences where few dare to go with dazzling shows like, Air Crash Investigations, Car S.O.S, Tucci in Italy, David Blaine Do Not Attempt, Titanic: The Digital Resurrection, Jaws at 50: The Definitive Inside Story and Cleopatra’s Lost Tomb.
Reach: Algeria, Bahrain, Chad, Djibouti (Republic of), Egypt, Iraq, Jordan, Kuwait, Lebanon, Libya, Mauritania, Morocco, Oman, Palestine, Qatar, Saudi Arabia, Sudan, Syria, Tunisia, United Arab Emirates, Somalia, South Sudan, and Yemen
Availability: beIN, TOD TV, eLife (Etisalat), Switch TV, Du TV & STC TV
National Geographic Abu Dhabi - NGAD
Founded: 2009
Parent companies: Disney Middle East FZ LLC and Abu Dhabi Media
National Geographic Abu Dhabi is MENA region’s first international factual channel in Arabic and the first National Geographic Free-to-air channel. It was established as the result of a collaboration between Abu Dhabi Media and the National Geographic Channels International (NGCI) in 2009.
On the sidelines of World Governments Summit earlier this year, a fascinating discussion took place between CNN’s Chairman and CEO Sir Mark Thompson and two of the network’s foremost journalists, Richard Quest and Becky Anderson.
At a dinner for VIPs attending World Governments Summit, they reflected on the global news agenda at a time when the news cycle was already in overdrive with the LA fires, the inauguration of President Trump for his second term and continuing conflicts and geo-political tension around the world.
However, the conversation wasn’t just about breaking news, conflict and politics; they also reflected on many of the themes that had emerged from the sessions, events and interviews that had taken place at World Governments Summit and the World Economic Forum in Davos.
Themes such as innovation, collaboration and advancements that could benefit society, culture, wellness, the environment and more. Anderson talked about covering rich stories from across the Gulf and the Middle East, and Quest gave his perspective reporting on global business.
This discussion made me reflect how in a way this conversation encapsulated the changing nature and purpose of ‘news’ in today’s world. Yes, the brand promise of the world’s foremost news organisations to cover breaking news and politics is even more important in an era of prevalent, rapidly spreading misinformation. This is why people around the world turn to CNN when it really matters. But people also turn to CNN to learn more about topics that they are passionate about, which may not be strictly defined as ‘news’.
The data backs this up. According to GWI – a major global survey which looks at behaviour of 16- to 64-year-olds in 52 markets around the world – 72 per cent of CNN’s audience has an interest in gadgets and technology, 68 per cent in music, 63 per cent in food and drink, 58 per cent in films and cinema and 58 per cent in cooking.
The same survey found that 69 per cent are interested in personal healthcare, fitness and exercise, 68 per cent are interested in business, economy and entrepreneurship, and 54 per cent plan to purchase a handbag, jewellery, wallet or wristwatch.
This data tells us that news networks such as CNN have diverse audiences with all kinds of passions, hobbies and interests. Therefore, it makes sense that audience expectations of a news provider go beyond breaking news and politics as they also want to hear about other topics important to them.
For years, CNN has had this commitment whether in business – where shows such as Quest Means Business have been a mainstay in the schedule – or in CNN Style, for decades a show fronted by the iconic Elsa Klensch and now a smart, video-led digital destination – or in travel, where Richard Quest, Eva Longoria, Anthony Bourdain and others have fronted travel show franchises, and CNN Travel remains a go-to hub for incredible content.
When it comes to travel, GWI data tells us that in the last year, 465 million people who consume CNN travelled on at least one business trip, and 704 million people had at least one trip for vacation. Those are incredible numbers.
Consequently, news organisations such as CNN have developed franchises such as the long-running Quest’s World of Wonder and the newly launched My Happy Place – the first CNN Original to launch simultaneously on CNN US and international networks.
Such franchises are a counterweight to the news agenda and provide audiences with ‘news you can use’ in an entertaining and informative way.
GOING BEYOND
BREAKING NEWS
MIS
Gulf’s Marwan
perceptions and
Kai reflects on the changing nature,
purpose of ‘news’ in today’s world.
As news organisations embark on transformation programmes, these franchises feature on different platforms to reach diverse audiences in new ways. Such content lends itself to podcasts, newsletters, social media and, of course, streaming and on-demand as well as TV and digital. As CNN accelerates its own transformation, we are seeing more touchpoints for content, bringing new angles and perspectives to audiences.
From a brand perspective, news-adjacent content provides a unique space for advertisers to reach news audiences. Data from Stagwell and others shows no negative impact to brands that advertise alongside breaking news and politics, and that avoiding doing so can threaten the sustainability of business models that enable such important news provision.
In which case, as someone who has worked in this space for a long time, I point brand partners to areas such as travel, business, sports, technology and culture.
Advertising alongside or sponsoring such content enables brands to reach audiences at scale in a premium environment. With the multiplatform approach enabled by transformation, publishers can also provide advertisers with more data, insights and attribution on the audience response to the content.
So, the next time you think of news – either as a consumer or as an advertising partner – be prepared for more than the headlines. Breaking news will always be the bedrock of a major international global news network, but news is also about life.
By Marwan Kai, CEO, MIS Gulf
“IT MAKES SENSE THAT AUDIENCE EXPECTATIONS OF A NEWS PROVIDER GO BEYOND BREAKING NEWS.’’
National Geographic Wild
Founded: 2006
Parent company: The Walt Disney Company
Regional HQ: Dubai, UAE
Language: English (with Arabic subtitles)
Reach: Algeria, Bahrain, Chad, Djibouti (Republic of), Egypt, Iraq, Jordan, Kuwait, Lebanon, Libya, Mauritania, Morocco, Oman, Palestine, Qatar, Saudi Arabia, Sudan, Syria, Tunisia, United Arab Emirates, Somalia, South Sudan, and Yemen
Availability: beIN, TOD TV, eLife (Etisalat), Switch TV, Du TV & STC TV
Nat Geo Wild is dedicated to providing a unique insight into the natural world, the environment, and the amazing creatures that inhabit it.
OSN Movies Premiere
Founded: 2009
Parent company: OSN
Head office: Dubai
Language: English (and other languages) with Arabic Subtitles
Genre: Movies
Reach: MENA
Satellites, cable services: OSN Box, Telco Partnerships in most countries
OSN Movies Action
Founded: 2009
Parent company: OSN
Head office: Dubai
Language: English (and other languages) with Arabic Subtitles
NEWS 18
Head office: JioStar, Dubai Media City, Dubai
Language: English
Email: salesme@jiostar.com
Content: Indian English-language news television channel
Content: Rotana+ HD broadcasts movies, series, and lifestyle programs in HD format to provide its viewers with a crisper picture and an immersive experience.
Rotana Aflam+HD
Founded: 2013
Ownership: Rotana Media Group
Country: Kingdom of Saudi Arabia
Language: Arabic
Content: Known as Rotana’s most popular movie channel in the region, Rotana Aflam+ HD encrypted channel offers early access to its subscribers by broadcasting all of Rotana cinema’s monthly movie premieres one week before their release, all in high definition.
Rotana Classic
Founded: 2005
Ownership: Rotana Media Group
Country: Kingdom of Saudi Arabia.
Language: Arabic.
Content: The channel’s slogan, Immortal jewels, truly says it all! Rotana Classic features classical movies, music, and theatrical plays that transport viewers back in time to celebrate the golden and magical era of platonic love stories, idealistic values, and resonant soundtracks.
Rotana Cinema KSA
Founded: 31 December 2004
Ownership: Rotana Media Group
Country: Kingdom of Saudi Arabia
Language: Arabic
Content: Rotana Cinema KSA broadcasts bespoke blockbusters and classic Arabic movies carefully selected for the Saudi community in particular and the Khaliji audience in general.
Rotana Clip
Founded: 2003
Parent company: Rotana Media Group
Based in: Egypt
Language: Arabic
Reach: GCC, Levant, North Africa, Europe, and USA
Availability: Arabsat, Nilesat
Genre: Music videos
Rotana America Channel
Founded: 2010
Parent company: Rotana Media Group
Based in: Egypt
Language: Arabic
Reach: North America
Availability: Encrypted
Website: rotana.net
Media rep: RMS
Phone number: +971 4 567 4380; +971 52 538 8889
Email: rms@rotana.net
Rotana America was established to reach a population of more than 3.6 million Arabs living in North America. With its select programmes, the channel has made it possible for those Arab expats to remain connected to their homes, diminishing distances and providing a comforting sense of belonging along the way.
Rotana Comedy
Ownership: Rotana Media Group
Head office: Al Ryadh Kingdom Tower of Saudi Arabia.
Founded: 2020
Country: Kingdom of Saudi Arabia.
Language: Arabic
Content: The newly launched channel is bound to attract all Arab spectators from different age groups bringing Arab viewers world-class comedy content, all handpicked from Rotana TV library.
Rotana Drama
Ownership: Rotana Media Group
Founded: 2017
Country: Kingdom of Saudi Arabia
Language: Native and Dubbed Arabic
Content: The favorite stop for all drama series lovers, Rotana Drama hosts the largest collection of TV drama series in the region with different languages.
Rotana Cinema Egypt
Founded: 2014
Ownership: Rotana Media Group
Country: Kingdom of Saudi Arabia
Language: Arabic
Content: Rotana Cinema Egypt is one of the most prominent Arab channels, being the exclusive home to some of the biggest Egyptian superstars. Rotana cinema EGY broadcasts a myriad of premium production films ranging from classic oldies of the golden age to the latest blockbusters. With the airing of assorted movies from different genres like action, tragedy, thriller, romance, and comedy, Rotana Cinema EGY appeals to all types of Arab movie viewers.
Rotana Khalijiah
Founded: 2005
Ownership: Rotana Media Group
Country: Kingdom of Saudi Arabia
Language: Arabic
Content: The channel of choice for Saudi and GCC viewers. With its Khaliji flavor that celebrates the region’s rich culture, this channel caters to Gulf viewers by broadcasting a wide range of diverse and interest-oriented programs that attracts more audience.
BEYOND ENTERTAINMENT
IAS Media’s Prasad S. Amin shares how media mirrors and moulds modern culture.
TV and video content do more than entertain –they participate in a powerful cultural feedback loop. What society values, questions, or fears often finds its way into the content we consume.
In turn, that content influences public opinion, behaviour and culture. This dynamic exchange between media and society is constant and evolving, with creators and audiences shaping each other in real time.
Below is a breakdown of how TV and video content both reflect and shape societal trends.
REFLECTING SOCIETAL TRENDS
TV and video often serve as a mirror to society, revealing what we care about, what we’re debating and how our identities are shifting.
Real-world issues in storytelling: Contemporary storytelling often draws from real-world concerns. Documentaries and dramas address urgent issues
– When They See Us explores systemic racism and police brutality, while Taare Zameen Par sheds light on mental health and learning disabilities. These stories echo public discourse and deepen social awareness.
Generational trends and digital culture: The rise of YouTube, TikTok and other participatory platforms reflects a shift toward democratised media. Audiences no longer just consume content – they create it. This shift mirrors our culture’s move toward individual expression, authenticity and instant connection.
SHAPING SOCIETAL TRENDS
While content reflects society, it also actively
shapes it – guiding how we think, what we value and how we behave.
Setting norms and aspirations: TV shows influence cultural expectations and lifestyle choices. Sex and the City, for instance, redefined urban single life and consumer culture for an entire generation. Home renovation shows influence how people view personal space and home ownership.
Language, fashion and pop aesthetics: TV and video are major trendsetters. Catchphrases, fashion styles and makeup looks often go viral after appearing in a popular series. Shows such as Euphoria and Stranger Things have shaped youth fashion, music and visual culture across social platforms.
Shaping political and social perspectives: Satirical news programmes such as The Daily Show or Last Week Tonight don’t just entertain – they inform and persuade. They help frame political events for a younger, often more sceptical audience. Meanwhile, political dramas such as House of Cards influence public perception of government and leadership.
“AUDIENCES ARE NO LONGER PASSIVE VIEWERS – THEY’RE ACTIVE PARTICIPANTS.”
FEEDBACK LOOP BETWEEN MEDIA AND SOCIETY
In today’s digital world, the relationship between media and society is more interactive than ever. Audiences are no longer passive viewers – they’re active participants.
Real-time reactions and content evolution: Social media has revolutionised how audiences respond to content. Viewer feedback – whether praise, critique, or backlash – reaches creators instantly. This immediacy has led to real-time adjustments in casting, storytelling and tone.
Influence of social movements: Movements such as #MeToo and Black Lives Matter have directly affected the media landscape. Networks and studios are rethinking representation, investing in inclusive narratives and prioritising authentic voices to reflect societal calls for justice and equality. Demand for authenticity and representation: Audiences demand content that feels real and inclusive. This push has led to diverse casts, culturally sensitive writing and collaborations with underrepresented creators. Media now responds not just to market trends, but to ethical and cultural imperatives.
MEDIA AS A CULTURAL FORCE
TV and video content are cultural artifacts and engines of change. They both document and shape the identities, ideologies and dreams of society. As digital platforms and global audiences grow, so does the speed and scale of this feedback loop. What we see on screen doesn’t just reflect who we are – it helps define who we’re becoming.
By Prasad S. Amin, CEO,
Rotana Kids
Founded: 2020.
Ownership: Rotana Media Group
Country: Kingdom of Saudi Arabia.
Language: Arabic
Content: Rotana’s experience, long track record and success stories gives it an edge over any other competitor, making it a steady entertainment trademark in the Arab world. Kids entertainment is a growing market offering Rotana a unique opportunity to prove once again the high standards it can offer in the entertainment business.
Rotana Mousica
Founded: 2003
Ownership: Rotana Media Group
Country: Kingdom of Saudi Arabia
Language: Arabic.
Content: Rotana Mousica, Arabs’ favorite music channel, caters to connoisseurs of Arabic music by bringing live broadcasts of Grade A concerts from KSA and the gulf to Arab homes. Rotana Mousica is also home to the latest artistic productions like music videos, single releases, special superstars interviews, behind-the-scenes segments, etc.
Rotana Clip
Founded: 2003
Ownership: Rotana Media Group
Head office: Al Ryadh Kingdom Tower of Saudi Arabia
Country: Kingdom of Saudi Arabia
Language: Arabic
Content: Rotana Clip broadcasts 24 hours a day a selection of the latest Arabic video clips.
Media rep: RMS
Phone number: +971 4 567 4380; +971 52 538 8889
Email: rms@rotana.net
Rotana Cinema+France
Founded: 2022
Ownership: Rotana Media Group
Country: Kingdom of Saudi Arabia
Language: Arabic+French subtitled
Content: Rotana Cinema+FR, the new home of Arabic cinema offering French subscribers an unprecedented movie experience, uncut, ad free, French subtitled & broadcasted in native HD.
Rotana Cinema+US
Founded: 2023
Ownership: Rotana Media Group
Country: Kingdom of Saudi Arabia
Language: Arabic+English subtitled
Content: Rotana America aims to reach a population of more than 3,665,789 Arabs living in North America. By providing selective localized Arabic Films into English subtitled for the Arab diaspora, Rotana Cinema USA brings home a little closer.
Availability: Arab Sat Badr, Hot Bird and Nile Sat
Viewership numbers: 182,000 (GCC Adults15+) 77% between 25-54 yrs
Flagship programmes: Collagen, Al Muzee’a, Halat Khassa, Sports News
Sony Entertainment Television
Founded: 1995
Parent company: Sony Pictures Network
Head office: India
Language: Hindi
Media rep: IAS Media
Phone number: +971 4 447 5760
Content: General Entertainment
Availability: Etisalat, DU, Ooredoo
Sony Max
Founded: 1999
Parent company: Sony Pictures Networks India
Head office: India
Language: Hindi
Media rep: IAS Media
Phone number: +971 4 447 5760
Content: Blockbuster movies from Indian cinema
Availability: Etisalat, DU, Ooredoo
Sony Sab
Founded: 1999
Parent company: Sony Pictures Network
Head office: Family oriented comedy shows
Language: Hindi
Media rep: IAS Media
Phone number: +971 4 447 5760
Content: Family Oriented comedy shows
Availability: Etisalat, DU, Ooredoo
Spacetoon Kids Television FZ LLC
Founded: 2000
Parent company: Global New Age Media International LLC
Head office: UAE - Dubai
Language: Arabic
Website: spacetoongo.com
Email: Nour Yanam - N.yanam@spacetoongroup.com
Content: Anime + Animation / Cartoon
Reach: MENA
Availability: Nilesat
Sport24
Founded: 2012
Parent company: IMG
Headquartered: London, UK
Language: English
Content: 24/7 Global Sport
Reach: Global
Media rep: The Vantage: +9714 425 3300
Star Action
Founded: 2024
Parent company: Disney Middle East
Head office: Abu Dhabi
Language: English with Arabic Subtitles
Media rep: IAS Media
Phone number: +971 4 447 5760
Content: Action Movies, Thrillers, Superhero Films, Hollywood Blockbusters
Availability: Etisalat, BeIN, Ooredoo, My HD, DU, STC, OSN, Mobily
Star Bharat ME
Head office: JioStar, Dubai Media City, Dubai
Language: Hindi
Email: salesme@jiostar.com
Content: Hindi GEC featuring Series & Movies
Star Gold International HD
Head office: JioStar, Dubai Media City, Dubai
Language: Hindi (Subtitled in English)
Email: salesme@jiostar.com
Content: Bollywood movie channel featuring the best of Hindi Movies
Star Movies
Founded: 1994
Parent company: Disney Middle East
Head office: Mumbai India
Language: English with Arabic subtitles
Media rep: IAS Media
Phone number: +971 4 447 5760
Content: Hollywood movies
Availability: Etisalat, BeIN, Ooredoo, My HD, DU, STC, OSN, Mobily
Star Plus ME HD
Head office: JioStar, Dubai Media City, Dubai
Language: Hindi (Subtitled in English)
Email: salesme@jiostar.com
Content: Hindi General Entertainment channel featuring series, movies, reality shows and content created locally in the GCC.
Star Vijay International
Language: Tamil (Subtitled in English)
Email: salesme@jiostar.com
Content: Tamil General Entertainment channel featuring series, movies and reality shows.
Star World
Founded: 1991
Parent company: Disney Middle East
Head office: Mumbai, India
Language: English with Arabic subtitles
Media rep: IAS Media
Phone number: +971 4 447 5760
Content: Hollywood TV Shows, Drama, Comedy, Reality, Talk Shows
Availability: Etisalat, BeIN, Ooredoo, My HD, DU, STC, OSN, Mobily
Sky News Arabia
Founded: 2012
Based: UAE, with reporters in 25 different globally
Language: Arabic
Content: Rolling 24-hour news coverage including live breaking news, in addition to a variety of programs and factual entertainment covering business, sports, and lifestyle, along with award-winning documentaries.
Reach: Global
Satellites/ cable services: Hot Bird 13G, Badr 8, Nile Sat 201, Astra 2F
Telecinco
Founded: 1988
Parent company: Mediaset
Headquartered: Madrid, Spain
Language: Spanish
Content: News, Business, Sport and Lifestyle
Reach: Spain
Media rep: The Vantage: +9714 425 3300
TF1
Founded: 1975
Parent company: TF1 Group
Headquartered: Paris, France
Language: French / Arabic
Content: 24/7 News, Business, Reality, Sport and Lifestyle
Availability: TV ( Satelite + Cable) + Digital streaming (Web & Mobile)
YAS
Founded: 2015
Parent company: Abu Dhabi Media Network
Head office: Abu Dhabi
Language: Arabic
Website: yastv.ae/
Media rep: ADMN commercial Team
Phone number: +971 2 414 5666
Email: commercial@admn.ae
Availability: Arab Sat and Nile Sat
Yas Sports Channel targets Emirati sports enthusiasts with a passion for camel racing and falconry by broadcasting their favorite traditional competitions and shows; simultaneously attracting a large audience of competition enthusiasts with an interest in equestrian and marine sports, allowing them to further integrate with the Emirati community.
Zee Aflam
Founded: 2008
Parent company: Zee Entertainment Middle East
Head office: Zee Entertainment Enterprise Ltd, India
Language: Arabic
Website: zee5.com
Phone number: Medhat Houalla: +971 436 53700
Content: Exclusive Bollywood movie premieres and Turkish movie premieres all dubbed and subtitled in Arabic, as well as some of the best and exclusive awards shows and TV programs including Zee Cine Awards, Zee Connect Bil Arabi, IIFA Awards and many more.
Availability: Eutelsat, OSN, e-life, Du, STC, Mobily, Jawwy TV, Weyyak and more.
Zee Alwan
Founded: 2012
Parent company: Zee Entertainment Middle East
Head office: Zee Entertainment Enterprise Ltd, India
Language: Arabic
Website: zee5.com
Phone number: Medhat Houalla: +971 436 53700 -
Content: Arabic Drama Series & non-fiction TV Programs, best and like Makanak fel Qalb Hwa Alqalb Kolo, Khafaya Alqoloub and Rihlat Laxmi and Turkish drama series dubbed in Arabic like Fatat Al Nafithah, Al Fakh and Al Sayf Al Akheer.
Availability: Eutelsat, OSN, e-life, Du, STC, Mobily, Jawwy TV, Weyyak and more
Zee Cinema
Founded: 2010
Parent company: Zee Entertainment Middle East
Head office: Zee Entertainment Enterprise Ltd, India
Language: Hindi
Website: zee5.com
Phone number: Medhat Houalla: +971 436 53700 -
Content: Bollywood Movies; Bollywood Chat Shows; Zee Cine Awards, IIFA Awards and many more
Reach: 190+
Availability: Available in the Middle East through your favorite service providers
Zee Keralam
Founded: 2019
Parent company: Zee Entertainment Middle East
Head office: Zee Entertainment Enterprise Ltd, India
Language: Malayalam
Website: zee5.com
Phone number: Medhat Houalla: +971 436 53700
Content: Reality shows: Dance Keralam Dance; Sa Re Ga Ma Pa Keralam; Drama Shows: Kudumbasree Sharada, Snehapoorvam Shyama, Mangalyam
Reach: 190+
Availability: Available in the Middle East through your favorite service providers
Zee TV
Founded: 1995
Parent company: Zee Entertainment Middle East
Head office: Zee Entertainment Enterprise Ltd, India
Language: Hindi
Website: zee5.com
Phone number: Medhat Houalla: +971 436 53700 -
Content: Reality Shows: Sa Re Ga Ma Pa; Drama Shows: Vasudha, Bhagya Lakshmi, Saru, Jagriti- Ek Nayi Subah; Lifestyle: Zee Connect; Awards: Zee Rishtey Awards
Reach: 190+
Availability: Available in the Middle East through your favorite service providers
Content: Live streaming of Asharq News, Asharq Discovery and Asharq Documentary channels, and a catch-up service for all Asharq Network programmes and documentaries videos and episodes. Reach: Worldwide
Availability: Website, mobile app and smart TV apps
ADtv APP
Founded: 2020
Parent company: Abu Dhabi Media Company
Head office: Abu Dhabi
Website: adtv.ae
Media rep: ADMN commercial team: Phone number: 8002366
Email: commercial@admn.ae
Subscription: None, free registration
Number of subscribers/viewers: In 2024, the Number of users was +22.6M
Viewership demographics: In 2024, over 50% of users are millennials and gen Z (50% Female / 50 % Male)
Content: Entertainment Series and shows, various Arabic originals, Gulf, Egyptian and Pan Arab content, Turkish, English all for free Reach: Worldwide
Availability: Apple TV, Android TV, LG, HUAWEI, Roku TV, Apple and Android App Stores, website: adtv.ae
Most popular shows: Al Raheel, Khattaf, Kaser Adem, Qadayah Min Al Bidayah, Al Boom, Haq Oroub, Ba’ad Ghiyabek A‚Äôni, Qalbi Itma’an.
ADtv app was launched in February 2020 to provide diverse and exclusive content, featuring the companies’ original productions, along with Arabic, Khaleeji, Turkish, and international movies, series, news, educational production, sports shows, documentaries, and others, with a dedicated section curated for kids.
Al Aan TV
Head office: Dubai
Subscription costs: Free to watch
Content: Entertainment and news
Availability: Mobile App, radio and website
Available in: Pan-Arab Region
Number of subscribers/users: 5M/ Monthly
Viewer demographics: male and female viewers aged 18-24 in the Arab region
Awaan
Founded: 2016
Parent company: DMI (Dubai Media Incorporated)
Head office: UAE
Website: awaan.ae
Media rep: MEMS
Phone number: +9714 454 54 54
Email: mems@choueirigroup.com
Subscription: Free
Number of subscribers/viewers: 2 M
Viewership demographics: All over the world, mainly from KSA UAE
Content: TV shows, format shows, series, dramas, comedies, documentaries, movies, and live channels as well as Sports events
Reach: Global with internet connection
Availability: Awaan is accessible through the website awaan.ae, Mobile apps available on the Apple Store and Google Playstore, Apple TV, Samsung Smart TV, Chrome cast, and soon on other platforms and devices.
Most popular shows: X Factor, Carpool Karaoke, Turkish Series, Mahaheer, Awal Marra, The Wheel, Exclusive movies and Series
Awaan.ae is an online streaming platform that provides users with access to a wide range of Arabic TV shows, series, dramas, comedies, documentaries, movies, and live channels. The platform is owned and operated by DMI, a leading media company in the Region.
ARY Zap
Parent company: ARY Digital
Head office: Pakistan
Genre: General entertainment, News, religious, sports, music
Availability: App and Website
Reach: MENA
BroadlabTV
Founded: 2023
Parent company: Broadlab UK
Head office: London, UK
Website: broadlab.tv/ Reach: UK, Europe, US, Canada, Australia
Cricbuzz
Founded: 2004
Parent company: Times Internet
Head office: Bengaluru, India
Website: cricbuzz.com/
Phone number: IAS Media +971 4 447 5760
Email: IAS Media +971 4 447 5760
Content: Live Cricket Scores, Commentary, News, Match Previews & Reviews, Editorials, Videos, and Stats
Reach: Global (Strong presence in India, UAE, USA, UK, and Australia)
Availability: Digital (Website, Mobile App, YouTube)
Discover UAE on Emirates ice
Parent company: Emirates
Head office: Dubai, UAE
Language: English
Media rep: Motivate Media Group
Phone number: +971 50 160 0301
Genre: Native content featuring Attractions, Activities, Dining, Entertainment, Hotels & Resorts, Health & Wellness, Education, Shopping and Real Estate.
Reach: Worldwide
The Discover UAE channels on Emirates’ award-winning ice platform provides access to one of the largest, captivated and affluent audiences in the world. The channels create a unique opportunity for businesses to showcase their services or products on board Emirates at affordable prices.
Disney+
Founded: 2022 (Disney+ MENA launch)
Parent company: The Walt Disney Company
Regional HQ: Dubai, UAE
Subscription costs: AED 42.90, SAR 42.90 and EGP 120 per month.
Disney+ is the go-to streaming destination for everyone in the family, offering a strong focus on family-friendly content, exclusive access to Disney’s vast catalog, and its integration of powerhouse brands like Marvel, Star Wars, Pixar, and National Geographic. It’s everything you know and love about the Walt Disney Company, plus so much more.
Availability: Multiple devices, including Mobiles, Tablets, PCs, Apple TV, Android Set Top Box, Smart TVs, XBOX, PlayStation, and the Disney+ website and application.
Reach: Disney+ is currently available in more than 150 countries and territories across North America, Europe, Asia/Pacific, Africa, and Latin America. This includes 16 markets across the Middle East and North Africa (MENA): Algeria, Bahrain, Egypt, Iraq, Jordan, Kuwait, Lebanon, Libya, Morocco, Oman, Palestine, Qatar, Saudi Arabia, Tunisia, United Arab Emirates, and Yemen.
Emirates Airlines (ice Entertainment & Red Travel Retail)
Content: Western content, series and blockbuster movies from long-standing global partners, including HBO, Paramount, and NBCUniversal, as well as Arabic and Turkish content.
Availability: (apps, Apple TV, website, Playstation store, etc.) OSN+ App, mobile, desktop, tablet, all app stores, all TV devices including Apple TV and Samsung. (NOT on PlayStation of XBOX)
Content: Shahid offers a diverse library of premium Arabic content, original series, films, exclusive premiers, of different genres including drama, comedy, thriller, action, anime, sports, kids edutainment and more. It also offers more than 54 live channels of which more than 31 are FAST channels.
Availability: Web, Mobile, IOS, Android, Smart TVs, Apple TV, PlayStation and many other digital platforms and STBs.
Reach: Worldwide
Service description: Video on Demand
Viewer demographics: All Arab Families
Most popular shows: Thanaweyat Al Naseem, Safah El Giza, Rashash, Jameel Jeddan, Mawdo’o A’eli, Al Thaman, Stiletto, Slave Market
Shahid is the first and leading AVOD and SVOD streaming platform in the Arab world by MBC GROUP, offering premium content to Arab families, including binge worthy exclusive Shahid Originals; Shahid Premieres; Arabic movies fresh off the box-office; live TV channels in true HD quality; as well as international offerings, sports, kids offering, and more than 30 FAST channels.
Sony LIV
Founded: 2013
Parent company: Sony Pictures Networks India Pvt Ltd
Genre: World content / Native Content: Latest movies, TV Content, Games, Audio
Reach: Worldwide: Southeast Asia, North Asia, West Asia and Africa, Southwest Pacific, Europe, America
Availability: Inflight TV (Seatback screens, Inflight Connectivity, Profile Entertainment Guide, Lounge TV)
Sky News Arabia
Parent company: Joint venture between Sky Group and International Media Investments (IMI)
Head office: Abu Dhabi, UAE
Subscription costs: Free
Content: Rolling 24-hour news coverage including live breaking news, in addition to a variety of programs and factual entertainment covering business, sports, and lifestyle, along with award-winning documentaries
Subscription costs: Daily packs start from just AED 0.99 per day across all genres such as Asiana, Arabia, Cricket, Sports, StarzPlay, Tamil, Kids, LifeStyle and News
Content: lineup of world-class movies and TV series
Reach: UAE
Switch TV is the first Digital Entertainment proposition from e& that is available to anyone in the UAE, not just e& customers. Switch TV offers a unique and convenient proposition of snackable bundles across linear live TV and On-Demand. These bundles are designed for customers with a busy lifestyle in mind, allowing them to enjoy their favourite shows and movies at their own pace.
What’s On UAE – flydubai In-Flight Entertainment (IFE)
What’s On UAE is a dedicated native content channel available on flydubai’s In-Flight Entertainment (IFE) platform, offering travelers curated insights into the best of the UAE. The channel is designed to inform and inspire passengers as they explore or transit through Dubai. With access to a captivated, affluent, and international audience, What’s On UAE provides a valuable platform for brands and businesses to promote their offerings directly to travelers. The channel presents an affordable and effective advertising opportunity within a premium travel environment.
I’ve spent most of my career in the network world – rebuilding teams, winning awards, navigating restructures and weathering the mergers. I’ve seen the best of big agency life – and the worst. Let me tell you, the model is fundamentally broken. Clients pay gold, they get bronze, they’re offered creativity, they get bureaucracy, they’re promised stability, they get another merger. Same story, different logo.
The region is wise. It wants more, needs more, and is no longer afraid to ask for it. That’s why we’re not simply witnessing the rise of independent agencies in MENA – we’re watching a long-overdue industry correction.
For years, our region has served as an outpost for global brands: local adaptation markets, not creative engines. The work arrived from London or New York, got translated, trimmed, re-sized and sent out the door.
This marked the genesis of big agencies in the region – network models designed to deliver fast, compliant, efficient output. Few ideas. Little impact.
That system worked. Until it didn’t.
The industry today is bloated. Layers upon layers. Fractured teams. Slow everything. Client-agency relationships that feel tired before the second quarterly review. Clients want agility. Culture. Candour. Instead, they get bureaucracy.
I recently oversaw a significant rebuild of a major legacy agency in the region. From obscurity to multiple-gold award-winning work with a sensational team. That team was on the ascendency until it wasn’t. Days after a major win came the latest news of a merger. Our logo, name, legacy and key people – gone. Our clients? Confused, disrupted, frustrated.
THE INDIE ERA
“IT ANSWERS THE QUESTION SO MANY OF US, AT ALL LEVELS, HAVE BEEN ASKING FOR SO LONG: WHAT KIND OF AGENCY DO YOU WISH ALREADY EXISTED?”
What’s a person to do? I travelled back to my homeland and in the deep, hazy French summer sought solace in the challenge of what comes next … not just for me, but the industry as a whole. This pattern can’t continue. Something’s got to give. But what would that look like?
For me, it was an independent agency recently born in Abu Dhabi by people that care deeply about Abu Dhabi and the region – Magnitude Creative.
It answers the question so many of us, at all levels, have been asking for so long: what kind of agency do you wish already existed?
requires vulnerability. We take brainstorms into the room with our clients — allow them to be part of the process. The good and the bad. A proper partner.
And these actions require a real shift. Because from where I stand, the work isn’t the problem, the relationships are. Clients are feeling short-changed, agencies are burned out, and this dysfunction has become the norm.
The starting point of all this was an agency designed to service the country, not a boardroom of shareholders.
After years of working at network agencies, Magnitude Creative’s Philippe Berthelot believes the network model has failed to adequately serve clients, creatives and culture. “Now is the time to build something better,” he says.
This is what I’ve been asking clients across the country. Creatives across the country. And leaders across the country. None of them are looking back, they’re all looking forward. Sluggish processes? We run lean. Clients talk directly to the team doing the work. The creative is original and authentic. The right people are in the room. With strategists, creatives, filmmakers, even the first agency-licensed drone flyer in the UAE. We build idea-to-live. Not just a fancy pitch thought.
Transactional relationships? We’re here to fix what’s broken. No more vending machine dynamics. We are a partner, not a supplier. We’re not here to ask what the brief is, we’re here to ask what’s keeping our partners up at night? What do they need to do to get that next promotion? How can we help? This
It was to create a platform for the best talent to do their best work, for the better of local brands. It gives us permission to break this cycle. I’m no longer fixated on scale, but momentum. Momentum comes in all shapes and sizes.
That’s why we’ve invested in our own podcast, Emirati-first creator programme and film director. It’s the dynamism the market is crying out for. It no longer looks like numbers in a margin. It’s in the people, the design, the culturally-embedded thinking.
The era of the indie isn’t coming. It’s already here.
And for those of us who spent years climbing the global ladder, it turns out the most exciting work happens when you finally step off it – and start building something of your own.
By Philippe Berthelot, Managing Director, Magnitude Creative
The global out-of-home (OOH) advertising sector is experiencing robust growth and is projected to reach $67.97bn by 2033, according to a report by IMARC Group.
Locally, the UAE’s OOH advertising sector reached $345mn in 2024, and is expected to grow to $498mn by 2030, according to a report by Horizon Grand View Research.
In dynamic urban centres such as Dubai, which feature robust infrastructure, OOH advertisements across malls, transit hubs and iconic landmarks play a pivotal role in shaping the urban environment and daily visual experience.
Globally, there has been a shift towards digital and interactive formats, accelerating OOH advertising’s potential to enhance cityscapes. In Dubai’s dynamic market, digital OOH stands out for its bold designs and creative storytelling, contributing to the city’s modern aesthetic.
Leveraging advanced technology and strategic urban planning, these displays effectively integrate with the city’s vast road network and evolving infrastructure, reaching a broad spectrum of residents and visitors.
MEDIA IS COMMITTED TO STRATEGICALLY ORGANISING THE OOH MARKET IN DUBAI, FOSTERING A COHESIVE AND WELL-REGULATED
Despite the global trend toward digitisation, only 10 per cent of Dubai’s outdoor advertising assets are digital, compared to 30 to 40 per cent in leading global markets.
This reveals a significant opportunity to strategically expand digital OOH formats across the city, enhancing the visual appeal and dynamism of Dubai’s public spaces.
Furthermore, thoughtfully integrated digital displays can contribute to a more informed and engaging urban experience.
Iconic campaigns in strategic locations exemplify the potential for immersive visual experiences that contribute to Dubai’s global image as a center of innovation and creativity. The convergence of technology and artistic vision underscores the opportunity to elevate the city’s visual narrative on a grand scale.
Mada Media is spearheading a transformation in the UAE’s OOH ecosystem. Formed under the umbrella of Dubai Investment Fund through a triparty concession agreement with Dubai Roads and Transport Authority (RTA) and Dubai Municipality, it has streamlined the approval process by introducing centralised permit access and leveraging digital infrastructure.
Mada Media is committed to strategically organising the OOH market in Dubai, fostering a cohesive and well-regulated environment.
The vision is to elevate the city’s beauty through thoughtful and integrated advertising that aligns with urban planning and enhances the overall visual experience for residents and visitors alike.
By focusing on strategic development and efficient processes, Mada Media aims to ensure that outdoor advertising contributes positively to Dubai’s image as a world-class metropolis.
By Mohammed Ali Al Hammadi, CEO, Mada Media Company
BEYOND THE BILLBOARD
Mada Media Company’s CEO Mohammed Ali Al Hammadi reveals significant opportunities within OOH advertising and shares Mada Media’s vision to elevate the city’s beauty through thoughtful and integrated advertising.
THIS MONTH ON PLATFORMS
Campaign Middle East rounds up the latest updates on social media and content and streaming platforms for this month. Here are the key highlights:
X:
Vertical Video Ads now support sales objectives, enabling marketers to drive web conversions with immersive, sound-on creative. New iOS calls to action (CTAs) – shop now, sign up, book – streamline user actions, with Android support on the horizon. This update helps brands capture a ention and scale mobilefirst campaigns for high-impact results in a competitive digital landscape.
SNAPCHAT:
Along with Sponsored Snap, advertisers can now use Snapchat Smart Campaign Solutions, a new suite of solutions to deliver AI-powered performance through two main features: smart bidding and smart budget.
Smart Bidding: The Smart Bidding strategy allows advertisers to set a target cost-per-action (CPA) that they would like to achieve. This technology automatically adjusts bids and budgets spent on behalf of advertisers to maximise scale.
Smart Budget: Smart Budget allows advertisers to automatically shift spend to the highest performing ad sets within a campaign to maximise outcomes while reducing time spent in Ads Manager.
LINKEDIN:
LinkedIn rolled out two powerful new features designed to help professionals navigate today’s highly competitive job market.
The new Job Match tool allows professionals to quickly assess how their skills and experience align with job postings, helping candidates save time and focus on opportunities where they’re a strong fit.
To improve transparency in the hiring process, job postings now display real-time status indicators such as ‘Actively Reviewing Applicants’, ‘Typical Response Time: X Weeks’, ‘No Insights Available’, or ‘Responses Managed by LinkedIn’.
These updates give candidates greater transparency into employer engagement and help them prioritise applications more effectively. Additionally, the ‘Promoted’ tag has been updated to ‘Promoted by Hiree’, signalling to job seekers which posts carry the highest priority.
META:
On 7 May, Meta Platforms and EssilorLuxo ica launched the Ray-Ban Meta smart glasses in the United Arab Emirates.
The collection allows users to take hands-free photos and videos, listen to music discreetly without headphones or earplugs, and translate spoken and signed languages in real time, with access to Meta AI for on-the-go answers. A livestreaming feature enables content creators to broadcast from their own perspective, adding a new layer of relatability and authenticity to content creation. The glasses are supported by a companion app, MetaAI, offering users a seamless way to import, edit and add special effects to content.
SPOTIFY:
Spotify Ads Manager is now accessible through Aleph, giving advertisers and agencies the tools to create impactful, highly targeted campaigns. Spotify recently introduced new ad formats available on Ads Manager, including Canvas and Opt-in Video. These new formats reimagine what ads on Spotify can be and how advertisers can engage with people through sight and sound. Spotify also announced new outcome-based objectives to help advertisers of all sizes create, optimise and measure their Spotify campaigns, including a new App Installs objective and a new Website Traffic Objective. The Ads Manager will allow advertisers to choose goals such as reach, impressions, clicks or video views for highly targeted campaigns.
Chief Strategy Officer and Film Director, Publicis Groupe ME&T
PROVOCATIONS
LOBBYING: AN ART THAT SHOULD BE CANNED
There’s a secret ingredient in the modern advertising awards circuit. It’s not insight. It’s not originality. It’s not even a film that made everyone cry with a moving track. No, the real magic sauce is something far more human, far more primal and, it turns out, far more effective. Lobbying.
Lobbying. That sacred rite where LinkedIn messages and WhatsApps are sent or coffees (or drinks) are scheduled pre-judging, or friendly ‘hellos’ mask a strategic wink. It’s the art of leaning ever-so-subtly on industry friendships to win an industry accolade. And it’s everywhere.
For some, lobbying is a gentle nudge. For others, it’s a full-blown charm offensive dressed in selling your work saying, “Just wanted to share this amazing piece of work we did” or de-selling your competitors’ work saying, “Hey, you know that piece of work shortlisted in your category, it’s not that strong for real.” But for many, it’s simply tradition. Just like making up reach, impressions and earned media in a case video.
Let’s play it out: You’re on a jury. It’s an absolute honour. A chance to reward creativity, shape culture and eat dry pastries in the name of excellence. But before you’ve even arrived at the venue (or opened your online call link), the pings start rolling in.
“Hey superstar, congrats on the jury gig! So proud of you! Just a tiny ask. Please check out our little film in Outdoor / Social Commerce / Film Craft / Ambient / Innovation. Would mean the world. No pressure.”
Right.
“The deeper rot in the system isn’t just the lobbying; it’s the confl ict of interest that’s been normalised.”
That message wasn’t sent because your judgment is respected. It was sent because you owe someone a vote or might want a vote back from them one day. Or a job recommendation. Or worse – they’re from the same global agency network.
This is where things spiral. Because the deeper rot in the system isn’t just the lobbying; it’s the conflict of interest that’s been normalised.
Let’s say you’re judging, and you work at Network X.
The Jury President also happens to work at Network X.
The ‘hot favourite’ campaigns on the shortlist? Oh yes, Network X. But don’t worry – it’s all cool, because the
entrants are from different offices – as if allegiance can’t cross time zones.
To which we should say: If you share a holding company, a digital platform for work purposes, or a groupwide holiday greetings email, you probably shouldn’t be scoring each other’s work. Full stop.
Can you imagine this level of bias in any other profession? Picture a referee at the Champions League Final proudly wearing a Real Madrid undershirt while officiating. Or a judge at a baking competition sneaking bites from their own pie, saying, “But I baked it in another kitchen, so it’s fine.”
Even politics – yes, politics – has more transparent recusal rules.
Yet somehow, when it comes to award shows, our industry suspends disbelief and lets network mates debate, score and emotionally defend the very work they’re indirectly responsible for. In turn, it also allows eliminating and ‘killing’ or downplaying the work of others who are competitors. How can you win an award after nudging three jurors, two friends and a cousin-inlaw, and still post, “Humbled to see this work recognised by our peers” without bursting into flames from irony?
Is the trophy really shiny enough to distract from the shame that comes with gaming the system?
To be clear, this isn’t an anti-awards rant. Awards matter. They do. They inspire better work, reward teams who’ve pulled off the impossible, help grow talent and give clients a reason to approve risky ideas in the future. But the integrity of those awards should matter just as much.
Which is why it’s time to rewire a few things.
Firstly, no Jury President, no matter how charming, respected, or geographically removed, should be allowed to vote on work from their own network or holding company. Make that any juror from the same network or holding company. If you are in the same global group, you should be asked to sit out.
Secondly, let’s normalise the idea that great work should win without backchannel encouragement. Imagine if jurors were required to sign a public disclosure of all messages received pre-judging (and during judging). No friendly or hostile biases. Just the work.
Thirdly, let’s make lobbying... tacky again. Let’s bring back the collective side-eye for those who can’t help themselves. If you’re sliding into a juror’s DMs like it’s LinkedIn meets The Bachelorette, maybe take a moment to reflect. And to those judges who indulge it, don’t. You are equally responsible.
Because lobbying doesn’t just bend the system. It cheapens the win. And over time, it erodes the very idea of creative merit. Awards should be something we celebrate – not something we calculate with the social skills of a seasoned diplomat.
So. here’s to the next awards season. Here’s to the work that speaks louder than LinkedIn messages and WhatsApps. Here’s to Jury Presidents who stand down when it’s their agency on the screen. And don’t lobby over drinks, breaks or lunches for their network’s work ‘innocently’. And here’s to the slow, painful, glorious end of the era of ‘friendly nudges’. And towards deserving work winning its due at awards.
Because if your idea needs a reminder message to win, maybe it’s not a winning idea. It’s just a favour with a case study.
Tahaab Rais
adidas Originals ...“It’s raw, it’s grounded and it owns its space...” (OS) Yas Island ... “Always on hype ...” (NA)
VISA “The insight is mint ...” (OS)
Bridgestone MEA ... “Says the right things but forgets to surprise ...” (OS)
IKEA Al-Futtaim ... “It’s so realistic, so heartfelt and so sincere ...” (NA)
Use the QR code to view this work on Campaign’s website.
The insight is mint. It nails the local lingo without dressing it up in agency-speak. Feels like one of those ideas where you had an amazing insight, and you forced a tech twist and suddenly we’re in science fair territory. Fun to look at, not sure it actually does justice to the insight.
BRIDGESTONE MEA – LAP OF LOVE (2)
Important topic, well-intentioned, but let’s be honest, it feels like a safety manual with music. It says the right things but forgets to surprise. A little more creative punch would’ve taken it from informative to unforgettable.
IKEA AL-FUTTAIM – SUPPORTING FIRST STEPS (3)
This is IKEA doing what IKEA does best, making real life feel special. They didn’t even film anything, just let parents be parents. No polish, no posing, just pure joy. It’s the kind of ad you accidentally rewatch three times. Total win.
ADIDAS ORIGINALS – LOOMHOOD COLLECTION (4)
This one walks in with swagger and doesn’t fake a single frame. It’s raw, it’s grounded and it owns its space without trying to please everyone. Easily one of the rare ads that actually feels like it belongs where it was made. Loud applause from this side.
YAS ISLAND – ZINDAGI KO YAS BOL (5)
Big idea, big nostalgia, big budget and still, somehow, big miss. The casting was a shortcut to the audience’s hearts, but the delivery felt like a school play. It could have been magic, but instead it’s over-acted and under-directed. Bollywood deserves better. So does Yas.
NIMET AKGUL
Kuwait-based F&B Marketing Manager
VISA – CASH WALLA VISA? (1)
A wonderful case study for any marketing and communication professional; great insight met with a strong solution. I love it! How an everyday act for merchants became a solution for their pain point: the need for growth. This tech-driven approach for brand activation shows how a symbiotic relationship can grow sustainable engagement and a positive emotional bond for the brand. Let’s not forget to mention special kudos to AIpowered integration.
BRIDGESTONE MEA – LAP OF LOVE (2)
This resonates with me fully as a mother of two. This campaign aims to change the deep impulsive belief of mothers. I really appreciate how Bridgestone extended its brand essence to the safety of children during car trips. Strong content creation is balanced with emotional resonance and data-driven statistics for the safety of children. I would love to see continuous communication till the campaign message is the new instinct of motherhood.
IKEA AL-FUTTAIM – SUPPORTING FIRST STEPS (3)
I admire the creativity of this campaign. They truly took the moment of ‘first steps’, which is a universal parenting experience, and made it a campaign. Which mother and father haven’t waited for their child’s first steps? And which home doesn’t have these fundamental IKEA pieces? This campaign feels like it was filmed in our own home. It’s so realistic, so heartfelt and so sincere.
ADIDAS ORIGINALS – LOOMHOOD COLLECTION (4)
I really appreciate this campaign idea, and I would love to see many more from other brands. Adidas did a great job of fostering a deeper connection with the community. We live in a culturally and historically rich geography. It is our responsibility as marketers to pass on authentic and vibrant cultural cues to the new generation. Hats off.
YAS ISLAND – ZINDAGI KO YAS BOL (5)
Strong idea, big collaboration, wonderful production. The favourite nostalgic characters of a big nation evoke their now-adult audience to visit Yas Island for unique experiences. I love how the brand team of Yas Island keeps their communication always on hype by targeting different audiences with authentic content.
VISA
Title: Cash Walla Visa? Agency: Saatchi & Saatchi MEA Production house: Good People
Bridgestone MEA
Title: Lap of Love Agencies: Brand New Galaxy MEA, Orient Planet Group
Title: Supporting First Steps Agency: INGO Hamburg
adidas Originals
Title: The Loomhood Collection Agencies: AKQA, Red Havas
Yas Island
Title: Zindagi Ko Yas Bol Agencies: Momentum, Initiative, Weber Shandwick Production house: Dejavu
IKEA Al-Futtaim
TARIQ AL SHARABI
Managing Director of Cicero & Bernay Communication Partner
Everyone wants their brand to be culturally relevant, but most end up just outside it. Too often, companies latch onto movements or values superficially, sparking accusations of performative branding. Culture doesn't wait. And, one can't buy one’s way in; access is earned through humility, consistency and courage. California Pizza Kitchen’s recent satirical ‘Mid-Life’ rebrand cleverly captured this.
MATTER OF FACT
News, views and trends from across the spectrum
CULTURE ISN’T THE PRESS RELEASE
Instead of a generic rebranding campaign to fit modern aesthetics, they playfully embraced chaos and self-awareness by choosing to poke fun at themselves, own their identity shift and invite a new generation in on the joke. The honest, self-aware approach resonated deeply, demonstrating a genuine grasp of their brand and the authenticity audiences crave.
True cultural alignment means integrating values into your strategy, actions and messaging. Brands that mimic trends miss the point; real culture is messy and contradictory. People fall in love with brands that reflect human qualities: curiosity, humour and authenticity, even if it gets a little chaotic. That's how brands move from culturally adjacent to culturally resonant.
84%
Consumers are more likely to engage with brands that reflect their cultural values.
GAME CHANGER
Peaking at the right moment
At a recent YouTube Upfront event, the platform unveiled ‘Peak Points’, a new AI-powered ad format that uses Google’s Gemini to identify emotionally engaging moments in videos. Ads are placed immediately after these high-impact segments to maximise viewer attention. The feature aims to improve ad performance and creator revenue, reflecting Google’s broader push to integrate AI for smarter, more personalised content delivery.
4 out of 5
Consumers place importance on a brand’s identity and authenticity.
BREAKING THE NET Spoilerbolts, assemble…
Following the success of Thunderbolts*, Marvel created a radical marketing stunt by rebranding the film as The New Avengers at the end of its opening weekend. A viral video showed the cast peeling off the original title, sparking both buzz and backlash. While some praised the twist, others saw it as a misstep, fuelling debate around spoiler culture in movie marketing.
63%
CMOs a rm brands must shape culture in their strategy.
Coca-Cola’s misquote leaves a flat taste
Coca-Cola’s recent AI-generated ‘Classic’ ad faced backlash for misattributing a quote to author J.G. Ballard and misspelling “Shanghai”. The ad cited a fake book, and it ran for a month before being pulled. This misstep highlights the risks of relying on AI without human oversight, especially when brand credibility and factual accuracy are at stake.
Sources: TechCrunch | Variety | The Verge | Kantar
Appointments
Shangri-La Jeddah has appointed GHADA ADDAS as its new Director of Marketing and Communications. In her new role, she has been tasked with seamlessly blending creativity with strategic thinking to boost the success of the marketing and PR efforts at Shangri-La Jeddah. Her insights into the attractions of Jeddah, Saudi Arabia will be crucial to navigating the brand’s presence with innovation and precision.
Head for its operations in the Kingdom of Saudi Arabia (KSA). In this role, Fakhoury will lead the company’s strategic expansion, drive market growth and look to enhance 7awi’s presence in the region.
Property Finder has appointed FERNANDO FANTON as Chief Product Officer to lead product development across the group, with a focus on driving innovation and delivering best-in-class experiences for consumers and partners. His appointment comes at a pivotal moment for Property Finder, as the business continues to scale across the region and double down on its vision to transform the home-seeking journey through trust, talent, and technology.
7awi Media Group, which runs digital platforms for media and advertising solutions targeting the Middle East and North Africa region, has appointed AMJAD FAKHOURY as the Country
Khaleej Times has appointed TED KEMP as its new Chief Content Officer. The addition to one of the UAE’s longest-standing English-language newspapers’ leadership bench comes to keep pace with the region’s rapidly changing media landscape. In his new role, Kemp will lead the Khaleej Times newsroom and has been tasked with championing the title’s commitment to journalism, and spearheading innovation across editorial functions.
Initiative MENAT has appointed SANITA SANDHU as its new Chief Strategy and Growth Officer. The newly created role is designed to support Initiative’s ambitions for deeper client partnerships, innovation-led solutions and product-driven growth. Sandhu brings more than two decades of international experience across the UK, Europe and Asia, most recently serving as Chief Strategy and Growth Officer at Kinesso EMEA.
Media services provider NEP Group has appointed MOHAMMAD HAMMOUD as its first Chief Commercial Officer for its Middle East and Asia business. Based in Riyadh,
Saudi Arabia, Hammoud’s career spans more than 20 years in the media and advertising industry. Hammoud will report to Martin Stewart, who is serving as interim regional president in addition to his role as NEP Group CEO, and also will report to Mike Werteen, NEP’s Global CCO.
JEAN-KARL SALIBA has been appointed Vice President of Growth & Partnerships at IAM Entertainment, where he will focus on overseeing the agency’s expansion into the MENA region. In his new C-Suite position, Saliba will be responsible for strengthening the organisation’s presence and building connections with international clients, collaborators, and new opportunities.
BLR WORLD, a consultancy catering to culture, entertainment and mega-event and experiential sectors, has appointed LISA PENNINGTON as its new Chief Operating Officer. Pennington is a C-suite executive leader who brings more than 25 years of global experience in governance and leadership. She previously held a senior leadership role at FIFA as Director of Services in the Event Operations Division, where she was responsible for the governance and leadership of the Services Sub-Division.
The Spin
The Spin received quite a few interesting submissions during the month of May, beginning with an artificial intelligence (AI)-powered advertisement by Coca-Cola, which contains not just one, but two blunders. The idea of the campaign was to show how the brand has been referenced in several old novels. The hero film shows passages from these novels being keyed out on a typewriter from an author’s point of view. Except, where Coca-Cola is mentioned in the original novels, the company replaces the typewritten font with the brand’s iconic red logo. So far, so good? Things get interesting when the ad
references Stephen King’s The Shining and V.S. Naipaul’s A House for Mr. Biswas to shine a light on its history and heritage, but then also references Extreme Metaphors by J.G. Ballard. The mistake? This is an AI hallucination. The AI engine failed to recognise that the book Extreme Metaphors – Collected Interviews – J.G. Ballard is not actually written by J.G. Ballard. It is a compilation of interviewers with J.G. Ballard edited by Dan O’Hara and Simon Sellars, which was published three years after the author’s death. What’s worse? The ad misspells Shanghai as ‘Shangai’ while pretending to be writing as the author – a mistake that J.G. Ballard would probably never make, given that he was born there.
Moving from AI-powered videos to AI-powered pictures, a local
Chinese-language newspaper in Malaysia made the news for printing an inaccurate Malaysian flag – which is clearly a big deal, given that it’s printed and distributed in the country. When the newspaper was reprimanded for the mistake, it admitted that the error originated because of an AI-generated image that was not corrected at the editing phase. The consequence? Both the executive editor in chief and the deputy chief sub-editor were suspended. The lesson in it for all of us? Human intervention remains critical even if we lean into AI as a tool to aid us in our roles.
Another AI-generated image released on the Fourth of July by the official White House X (formerly Twitter) account portrayed a beefed up US President Donald Trump holding a lightsaber. While the White House post took the “Happy May the 4th” opportunity to advertise their fight against ‘Sith Lords’, several hundred Star Wars fans stepped in to point out the irony of post. The AI-generated image shows the US President in a jedi costume holding a red lightsaber – which essentially portrays him as a Sith Lord on the Dark Side. Guess that backfired.
Also in the news this month was a disgruntled Rhode Island customer who bought the “Inauguration First Lady” model limited-edition collector’s item watch for his wife from GetTrumpWatches.com, which
features Donald Trump’s signature and the Trump brand on the bright pink bezel and dial. However, when the watch arrived, it unfortunately read ‘Rump’, with the ‘T’ absent on the product. The website was quick to clarify that although it uses the US President’s status to market and sell its inventory, the timepieces are not “designed, manufactured, distributed or sold by Donald J. Trump, The Trump Organisation
or any of their respective affiliates or principals.”
The final submission for the month comes in from India, where two competing national dailies carried the exact same headline on their front pages to congratulate the chief minister of the southern state of Tamil Nadu – except one of these headlines has a glaring typo. Let us know when you spot it.
