Rebranding for ‘soft power’ – examples from the Gulf

Aramco is looking to spend millions on promoting itself (image source: Twosmokingbarrels)

Now is a good time to be in the branding business, at least here in the Gulf. A slew of governments and government-owned assets are launching brand campaigns. At the beginning of the month, the UAE government announced that it’d be launching a national competition to create the first brand entity for the UAE – seven Emirati artists from each of the country’s seven emirates would work to design a logo and slogan to market the country in campaigns abroad. According to The National newspaper, “Once unveiled [the new brand] will be used widely by government departments and in marketing and adverts.”

The aim of the UAE brand is to reflect a truly Emirati character abroad, which will be based on four values. These valies are ‘giving’, ‘tolerance and openness’, ‘credibility’ and the ‘leadership values’ of the country’s founding fathers.

The second brand launch of note was by the Abu Dhabi National Oil Company, better known as ADNOC. The UAE’s largest oil firm launched its first ever national branding campaign last week, under the tagline ‘energy for life’. The 95-second video commercial which fronts the campaign was shot by Emirati director Ali Mostafa and shows the young Emiratis in areas such as aviation, science, exploration, space, the arts and sports. The new video is below (it’s subtitled in English), and will be shown across the UAE soon in cinemas and on social media.

The third example is from Saudi, Saudi Aramco in particular. The world’s largest oil and gas company, which launched its IPO this month, will, according to the Daily Telegraph, “splash out nearly £200m on a global marketing blitz next year, as the richest company in the world steps out from the shadows and tries to elevate its public profile. The oil behemoth’s huge advertising push will follow its long-awaited flotation next month when it starts trading publicly on the Saudi stock exchange.”

What’s fascinating about these three examples, and others, is how these brand campaigns are being used to build and project soft power. Look for example at the ADNOC video, which features art, humanitarian aid and sports; this isn’t your regular branding campaign for an oil and gas company. Likewise, with the UAE’s national rebranding campaign the focus is on Emirati values – it’ll be fascinating to see how this unusual approach to nation branding resonates with people outside of the region, especially as emirates such as Dubai and most recently Ras Al-Khaimah have built themselves up as tourism destinations in their own right.

Saudi Aramco’s marketing blitz is the most interesting of all. The company is listing in Saudi Arabia, and it hasn’t announced plans to list outside of the Kingdom. According to Reuters, “the Saudi government will face a one-year restriction on selling more Aramco shares following the domestic listing, according to the sources, meaning any overseas IPO is unlikely to be held in 2020.”

The concept of soft power was the American academic Joseph Nye, who served as a senior official in both the state and defence departments. He believed that various concepts such as culture and communications could direct the decisions/behaviour of others without the need for military force. Soft power influences others using intangible concepts like culture, ideology and institutional norms. And it’s a concept that’s usually talked about, and wielded by, governments. Companies don’t talk about soft power (though they do care about reputations).

And that’s not all. Given that both ADNOC and Saudi Aramco are primarily B2B, it seems these exercises are means to create brands that are based on and aligned with a governmental approach to building soft power. But given they are brands whose businesses are based on oil and gas, will this approach to reputation building work with a Western public who are openly agitating for a greener, more sustainable future?

As always, thanks for reading. And let me know your thoughts.

The Story of Abu Dhabi’s Toll Gate – Why Comms Shouldn’t Need to Clean Up After Others

When things go wrong, the first people to deal with the blow-back are communicators. Organizations need to involve comms early on, to better anticipate what may not work, and what the response will be

It’s been a month of chasing, of phone calls, visits and Tweets. And yet, there was no update, no new information. I’m talking here about my experience with Abu Dhabi’s new toll system. The idea is simple; Abu Dhabi, the UAE’s capital city, wanted to set up a road toll tax on drivers entering certain areas. To do this, drivers had to register on a website prior to the system going live (there’s already a road toll system operating in the UAE, in Dubai. The Abu Dhabi version is different to Dubai’s).

So far, so good. We had just over a month to get our affairs in order, before the toll gates went live on October 15. I wanted to be proactive, and so I went to the website to register my car. The questions were straightforward – I needed to provide the details of my national ID card, my car plate, an email and password. Simple, you’d think. I must have tried a couple of times, and I couldn’t register. All I kept getting was the below message (which really wasn’t helpful).

“Something went wrong” may be an accurate description of the whole IT system, but it’s not going to help users understand the issue

I call up the contact center. They ask for my national ID number before asking for my name (which I found strange), and then advise me to go in and log an issue. I do this, and register a complaint a whole month before the deadline. The adviser tells me I’ll get a call once the issue is solved. No call comes in for a couple of days. I call up, and there’s no update. What I do understand is that many other people are going through this same experience. I tweet, and get the same response over and over again. I’m not alone, sadly.

The inevitable happens, and the service’s introduction was delayed, from October 15 to January 1.

Given the need to register (if you don’t, you’ll be fined per day), I can imagine that there would have been thousands of people wanting help, and spending time reaching out to the government body in question. These channels would have been handled by the customer service/communication teams. I feel for the people manning the phone lines or the social media accounts, as there’s little they can do to control a situation, besides from repeating the line that “IT is working on it.”

This whole back-and-forth conversation reminds me of how uncommon it is in many regions for both communications to be brought into the design process, and how little user testing there actually is before a new system is rolled out.

It’s simple. A difficult experience erodes trust. A good experience builds trust. Transparency in challenges helps engender trust. Spin does the opposite (and lots of people will know when they’re being spun).

My hope is that this story will be a lesson learned, especially for governmental bodies who want to roll out new technologies, and who need to engage both their communications teams and potential users early on. Communications is there to help, so bring the right people in (preferably those with experience who ask the right questions, anticipate what may happen, and understand how to best engage with an intended audience), listen to their advice, and ensure that these people are part of the whole innovation process, from end to end. I’m sure I speak for many communicators in the region when I say that I don’t want to clean up for others; I simply want to help create a better product or experience which I can talk about. Are you with me?

Sheikh Mohammed’s ‘Move Ahead Agenda’ and MENA’s need for more CCOs

At the end of August Dubai’s Ruler Sheikh Mohammed Bin Rashid Al Maktoum published an open letter to officials. The message, nicknamed his ‘Move Ahead’ agenda by the media, focused on a number of issues, including the need to engage face-to-face with people they are serving, the responsibility to act properly on social media, and the importance of resolving consumer issues head on (you can read a full translation here from The National newspaper; I hope future letters will be translated to English by the government, given the number of non-Arabic speakers in the country).

The underlying thread throughout the agenda was the need to clearly and proactively communicate, to promote dialogue, and to talk through challenging issues, particularly around poor service.

Sheikh Mohammed has long pushed for his country’s government to be one of the best in the world. This month he launched another initiative, to rate the best and worst performing government offices nationwide. The tweet below announced the results of the first round of evaluations, with a listing of the five best and five worst performers.

These efforts will go a long way to improve the quality of services offered to residents in the UAE. But it also got me thinking about the nature of communications in the region. Unlike in Europe or the US, communications in the MENA region is primarily tactical; its aim is to inform, top-down, or externally. There’s less in the way of strategic communications, which is used to promote stakeholder dialogues, develop reputations and set expectations, or plan and co-create with stakeholders to deliver a better product or service.

Over the past couple of years, the UAE has created new governmental roles; today, each ministry has a chief innovation officer, and a chief happiness officer. There isn’t a mandated chief communications officer role, however, which would report directly to a minister, or into the Prime Minister’s Office. My own feeling and experience is that there are not enough government communicators who are aware of new communications models or who have the strategic mindset needed to fulfill Sheikh Mohammed’s ‘New Agenda’. Rather than leading from the front and communicators setting what needs to be done to improve communications, it seems that the communications approach is dictated by the leadership of specific ministries.

Is it time the UAE government mandated that ministries appoint CCOs, invest in their communications abilities and empower those capable enough of transforming government communications? What ideas do you have to improve government communications across the region? Could this be the start of a transformation as to how governments in MENA communicate with their own people, as well as with stakeholders abroad? As always, I’d love to hear your ideas on what role the industry can play in this.

The Importance of Execution: Lessons from the Night of McDonald’s Giveaways

Any idea is only as good as the execution. Which McDonalds found out on Thursday

Now, I love my creativity when it comes to marketing and communications. Especially when it involves bridging the online and offline worlds. McDonalds should have come up with a cracker of an idea.

For one night only, the fast food chain was giving out freebies including “Night In” apparel and accessories, including McDonalds-branded loungewear, socks, slippers, games, and more. All consumer had to do was order their food on the 19th of this month between 7:00PM until 3:00AM, online, via the call center or an app. All the surprise items were to be distributed randomly on a first come, first serve basis while supplies last.

Sounds good so far. They’d also gone out and promoted the campaign through influencer marketing, as well as via their own social channels.

So, what’s the problem I hear you say? Let’s go back to what I first spoke about, namely execution. If you don’t fulfill your promise, then consumers will get annoyed. And they’ll vent on social media. And there was ALOT of venting at McDonalds.

It gets worse for McDonalds. You know a stunt has failed when the UK’s biggest tabloid covers the story with the headline “Burgers and Lies”. And, on a side note, the response given to the Sun left me scratching my head; surely they could have promised to deliver items to all those customers who missed out (the response is below), rather than focusing on those who did get free swag.

“Thousands of customers received a surprise in their McDelivery orders last night, however we know how popular the limited edition merchandise has been and are sorry that some customers were disappointed not to receive any. This was the most amount of merchandise we’ve ever distributed in the UK and Ireland so we are delighted to see so many customers sharing their McDelivery socks and more on social media.”

How to Prep for Executions

Getting campaigns right takes a great deal of planning and experience. But there are a couple of basic pointers to bear in mind.

  1. Ensure that you have enough materials/gifts to go round. Look at previous campaigns, tally up the anticipated numbers of people who will take part, and order extra so you have a buffer. It’s better to have items left over at the end and your customers happy, than leave customers feeling as if they’ve been cheated (and the same applies to people – if you need more people for a campaign, then bring them in and train them up pronto).
  2. Clearly communicate with your consumers and partners. With this campaign, there were multiple partners involved, including call centers and delivery drivers from different companies. It’s clear that some of these drivers didn’t know about the campaign.
  3. Update these people too with new information. If there’s an issue with delivery and execution, let your call center staff and social media people know so they can proactively share information/share the correct information, rather than sharing incorrect information and making a situation worse.
  4. Treat every consumer as a person. Consumers aren’t stupid – they’ll see how social media accounts are basically copying and pasting responses to every single complaint. Don’t do that – respond like a person, not a bot. Consumers will appreciate it.
  5. If something goes wrong, do your best to fix it. There’s many consumers out there who didn’t get any free gift on Thursday night, and they’re still writing to McDonalds. Get them a gift, and do it asap. A brand can fix any issue, as long as they act quickly, sincerely, and proactively engage the consumer. If they don’t, that consumer will be lost.

That’s it from me for today. If you have any of your own tips to share on executions, please do send them across!

Has the PRCA become MENA’s industry association for communicators?

I’m going to start this post with me eating my own words, and those words were written in 2016. The London-headquartered Public Relations and Communications Association (PRCA) had just started its operations in Dubai, and I’d criticized them for not engaging with the local association, the Middle East Public Relations Association, and for not being in tune with what the local market needed.

Three years later, I’m happy to say I was wrong. The PRCA MENA chapter has launched a number of big, inspirational initiatives, such as the MENA awards, the Cannes Young Lions for aspiring communicators in the region to present at the world’s biggest marketing event, and even Arabic-language initiatives such as NextGen Arabia to mentor local talent.

What has surprised me about the PRCA MENA has been its ability to expand into the region’s key markets. The organization has chapters both in Egypt and Lebanon, two countries which are the feeders of markets like the United Arab Emirates. The PRCA has moved quickly to establish itself as an entity that is locally based across the region. What has also impressed me is the PRCA’s willingness to reach out and work with other groups.

Where does this leave MEPRA?

For a decade, the Middle East Public Relations Association was the only representative body for communicators in the region. When the PRCA opened up shop in Dubai, my hope was that competition would drive MEPRA forward.

At that time, I was on the MEPRA board and was pushing for geographic growth and more partnerships. Back then, there was a chapter in Qatar, and my hope was that we’d open up in Saudi and Jordan or Lebanon.

Three years later, there’s no chapters outside of the UAE (the Qatar chapter closed down). There are partnerships in place with the CIPR, which is benefiting MEPRA members with additional training options. However, I’d have liked to have seen wider agreements with other organizations to promote certification and best practice sharing (there’s an agreement with the Arthur W. Page Society, but I don’t see how this benefits the mass membership, given Arthur Page is focused on senior practitioners).

I have full confidence in MEPRA’s chair and vice-chair, and I was glad to hear of their plans to do more in Saudi this year. But it’s also clear to me that decisions made to make MEPRA stronger after the PRCA MENA launched in 2016 haven’t resulted in more agility and the ability to get things done quickly.

The region needs a strong local body, and I hope that MEPRA becomes a regional association that is present in the major markets across the region. At the moment, the PRCA seems to have become a membership body that is present where most of the region’s communicators are. And that can only be a good thing as we look to bring the industry together and raise the standard of our profession.

A Capability Framework for the UAE’s Communicators – Why does this project matter?

This time last year, the Global Alliance released the Global Capabilities Framework for Public Relations and Communication Management, the fruit of a two-year research project led by the University of Huddersfield (UK).

This research asked practitioners, educators and employers in eight countries across six continents what they thought public relations is capable of, and how it can best fulfill its potential.  The combined outcome, the Global Capability Framework (GCF), can be used by communicators to both assess their own capability and potential, and set their own goals for their own development. The GCF should be also used by employers to understand how to improve their team’s strengths through training. Third, educators should look to the GCF as a basis for their curriculum’s development.

What matters most to me is the country frameworks, specifically tailored to large markets where there’s a substantial communications function. There are country frameworks for Australia, Argentina, Canada, Singapore, South Africa, Spain, Sweden, the UK and the USA.

To date, there’s not been a country framework for anywhere in the Middle East, but this will change. Zayed University’s College of Communication and Media Sciences is undertaking an initiative, in partnership with the University of Huddersfield (UK), to build a capability framework for communicators and students in the UAE.

For the first time, we will have a practical aid that will help individuals, teams, employers and educators understand what are the key skills that we must focus on to both grow as a profession, and become more influential with our stakeholders. A UAE framework will reflect the cultural and regional variations in public relations as it is practiced in the UAE, and it’ll act as a guide for our future development. It will help us understand where we must improve as a nation if we’re going to become a global leader in communications.

I’m excited about a UAE framework, in terms of what is means for communicators, employers and educators in the country. I’m also excited about how this country framework can become the first of many national frameworks across the wider Middle East. We’re still in our infancy as a function, and we have much more to achieve. National capability frameworks will help us become better communicators in a shorter space of time. Thank you in advance for everyone who will take part in this ambitious project, especially Zayed University’s CCMS.

Careem and Uber – Lessons on how to do Acquisition Communications

Uber’s acquisition of Careem was a masterclass in how to do M&A comms. Careem’s message (and who delivered that message) didn’t help to assuage unhappy customers

We’re a couple of weeks in, and the whole swell of media attention has gradually faded out. The mammoth US$3.1 billion deal by Uber to purchase Careem made headlines globally – it was the largest in the Middle East for a tech startup, and it focused the world’s media on a regional success story. The deal also comes before an IPO that will catapult Uber into the big leagues of the multi-billion dollar tech firms who have gone public. It’s unsurprising that so much attention was paid to the deal between the two dominant ride-hailing apps in the Middle East.

For those of us in the region, what’s also unsurprising is the feeling that many have for both brands. Uber and Careem are Marmite brands, with Middle Eastern consumers either loving or hating them. Some will swear by Careem, and refuse to take an Uber. Given the strength of brand loyalty, it was especially important that the two companies, communications functions and executive teams get the messaging right.

Lessons from Uber – Speed Matters, Keep It Simple and Engage Everyone

I’ve lost count of the number of times that a deal between Uber and Careem has been talked about. I’ve even joked with journalists who seem to get constantly misinformed by the comms teams at the firms. There were leaks, but many of us took the latest piece about any deal with a pinch of salt. When news of the deal was broken on the 24th March by Bloomberg, it seemed different. There were specifics in terms of numbers, on how the Careem brand would disappear into the Uber operation, and on how all shareholders needed to be informed.

Two days later, the deal was confirmed. Uber announced the deal. The format was strange for many of us here, where social media dominates. Instead of a tweet, Uber sent out an email. The copy was short but succinct, with the option of clicking through to Uber’s website. The emailer can be seen in full below.

The email’s message was repeated throughout social media. Uber’s CEO
Dara Khosrowshahi has spent ample time here in Dubai, both giving media interviews to regional press as well as the global newswires, as well as meeting with government bodies to reinforce media interviews to reinforce the message, and government engagement as part of an engagement tour.

On a side note, Uber’s CEO is a dream executive for communicators. He’s composed on camera, he sticks to the message, and he leans in, showing respect for those he’s engaging with. It’s a stark contrast to how things used to be at Uber.

Lessons for Careem – The Messenger Matters

While Uber was straight out of the blocks with a coordinated message, Careem amplified that message through its own social media channels. However, the response was mainly negative, with many users fearing that Careem would become Uber. The Careem comms team understood this, and their messaging was focused on Careem remaining independent post merger.

While this approach makes sense, what they failed to do was personalize the message. They should have used their CEO Mudassir Sheikha to record a video message about the acquisition, focusing on why it made sense for Careem and how the company would be staying independent (they could have also turned to their Saudi co-founder Abdullah Elyas to record the same message in Arabic).

Personal messaging matters to the public – they need to see and hear a person they know, rather than a brand. Given the importance to Careem customers of independence from Uber, I ‘m not surprised that an email from Careem’s CEO to employees ‘was leaked’ to the media last week, which re-emphasized that the company will operate as a stand-alone entity (nothing leaks, unless you’re Julian Assange or the White House). The fact that Careem’s comms missed the mark on the independence message on the first day of the deal means that they’re going to have to repeat this message. The lesson here is get the message right the first time around.

What’s also fascinating is to see how Careem’s own users shared messaging the company put out in 2016, focusing directly on how it was better than Uber. The advertising wasn’t so subtle, as you can see from the video below which is still up on Careem’s Youtube site.

Consumers remember what a brand does, especially when it involves direct attacks on competitors. That’s why such activities are pretty rare. Now that Careem is part of Uber, I’m a little surprised these ads are still up on Careem’s social media. Maybe it’s time the team remember that they shouldn’t only look ahead in their messaging, but they should also look behind to what was done previously to see if it doesn’t impact their current messaging.

That’s it from me. If you have any insights you’d like to share, please do get in touch!