More than 10 year ago in a suburban California garage, Google started its endeavour to change the internet. The firm's start with only a few of the world's smartest minds and dozens of lines of programming code could not have signalled the vast fortunes that lay ahead.
Today, Google is an immense operation. The company dominates the search and online advertising sectors, while its entry into the mobile phone market with its Android operating system offers a glimpse of what might yet come.
But the real secret to Google's success is not the code behind its website ranking system. Far from it. Although that is an impressive piece of technology, the company's leadership team has been savvy enough to leverage its existing brainpower to acquire innovative start-up ventures that fit nicely into its long-term vision.
Using some of the revenue Google saw trickle in during the first few years of operations, the company began a spending spree to open new doors and invite more people to use its services.
Since 2001, Google has purchased 59 other firms, a rate that exceeds its rivals Yahoo and Microsoft in scope. The company integrated many of these firms to launch successful offshoots of its main business, each linked to its search engine to keep users' eyeballs firmly within the website and its advertisements. In 2003, GeniusLabs became Google's Blogger; in 2004, ZipDash, Where2 and Keyhole were all bought to create Google Maps; in 2006, YouTube was acquired and incorporated into the Google fold.
Because the final purchase price in many of these deals was not disclosed, it is difficult to know precisely the size of Google's outlay on acquisitions, but industry observers estimate it is between US$8 billion (Dh29.38bn) and $10bn.
Last year's recession stalled Google's expansion efforts, with close to one year passing from September 2008 without a single acquisition. Since August, however, a flurry of deals have transpired, with Google purchasing companies rooted in mobile advertising and voice-over-IP technology, instantly making the search engine giant an intimidating presence in those sectors.
But the failure this month of a $500 million deal for Google to acquire Yelp, a website that lets its users review local businesses, is a telling sign that the muscle behind Google's acquisition plans may be beginning to weaken. Rumours abound that Microsoft may be behind a larger offer to buy Yelp.
This may be a good time for Google to look beyond North America to discover new growth opportunities.
It is easy to point to Yahoo's purchase of Maktoob for an estimated $100m in August as a precedent for something greater to come in the Middle East region. It is also easy to point fingers at the venture capital industry or governments for a lack of aid for Middle Eastern start-up businesses to create a better environment for entrepreneurs to grow and ideas to be incubated.
Google's presence in the Middle East is, frankly, quite abysmal. While it does offer an Arabic version of its search engine as well as other services such as a reader for really simple syndication (RSS) and an online word processor, Google has the potential to offer so much more in the region. Ejabat, a service that aims to answer specific queries in real time, has been an interesting experiment with roughly 1,000 contributing users.
Google only has two offices in the Middle East, one in Cairo and the other in Dubai, but there are no plans to expand to Jordan or Lebanon, where the bulk of Arab start-ups are based. A position advertised on Google's careers website for the head of its Arabia operations has remained unfilled for several months.
There is a growing network of Arab entrepreneurs already making do without any help. Their business acumen and ambition cannot be ignored. Take the Lebanese start-up Woopra, a real-time web tracking application that was recently feted as one of the year's top 25 start-ups by ReadWriteWeb, an influential technology blog.
Or Egypt's Enpronomics, a software development company that won a contest last month by Nokia intended to encourage the creation of Arabic-language mobile applications. Yamli.com, founded by a pair of Lebanese entrepreneurs but based in Boston, is trying to help change the way Arab users search by providing a much simpler method of inputting syntax online. There is not enough ink available to suggest specific ventures that Google could easily transform into success stories. And there is the sociopolitical windfall that the region stands to gain from the involvement of a company of Google's stature.
But as bullish as one could be about the Middle Eastern online market, companies such as Google must be realistic as they enter the space. The online advertising market is expected to grow to $100m next year, a paltry fraction of the billions of dollars that the North American or European market can offer.
While it may not be profitable to have a dominating presence in the Middle East today, with about 28 per cent of the region's population of 200 million online, there is a vast opportunity for Google here. The company could easily emerge as a white knight and help drive internet usage to make any venture here sustainable. Yahoo may already have a head start with its Maktoob purchase, but Google's existing cash reserves, reputation and stability could make any competitor buckle.
There are countless technology start-ups in the Middle East that have recently been born in the same circumstances as Google's 10 years ago All it would take for Google to reshape the internet in the Middle East, as has been done in the western world over the past decade, would be a sincere push into the area. And, to borrow one of Google's search features, a little bit of luck.
@Email:dgeorgecosh@thenational.ae
Killing of Qassem Suleimani
Dengue%20fever%20symptoms
%3Cp%3EHigh%20fever%20(40%C2%B0C%2F104%C2%B0F)%3Cbr%3ESevere%20headache%3Cbr%3EPain%20behind%20the%20eyes%3Cbr%3EMuscle%20and%20joint%20pains%3Cbr%3ENausea%3Cbr%3EVomiting%3Cbr%3ESwollen%20glands%3Cbr%3ERash%26nbsp%3B%3C%2Fp%3E%0A
NO OTHER LAND
Director: Basel Adra, Yuval Abraham, Rachel Szor, Hamdan Ballal
Stars: Basel Adra, Yuval Abraham
Rating: 3.5/5
COMPANY%20PROFILE
%3Cp%3E%3Cstrong%3ECompany%20name%3A%3C%2Fstrong%3E%20Clinicy%3Cbr%3E%3Cstrong%3EStarted%3A%3C%2Fstrong%3E%202017%3Cbr%3E%3Cstrong%3EFounders%3A%3C%2Fstrong%3E%20Prince%20Mohammed%20Bin%20Abdulrahman%2C%20Abdullah%20bin%20Sulaiman%20Alobaid%20and%20Saud%20bin%20Sulaiman%20Alobaid%3Cbr%3E%3Cstrong%3EBased%3A%3C%2Fstrong%3E%20Riyadh%3Cbr%3E%3Cstrong%3ENumber%20of%20staff%3A%3C%2Fstrong%3E%2025%3Cbr%3E%3Cstrong%3ESector%3A%3C%2Fstrong%3E%20HealthTech%3Cbr%3E%3Cstrong%3ETotal%20funding%20raised%3A%3C%2Fstrong%3E%20More%20than%20%2410%20million%3Cbr%3E%3Cstrong%3EInvestors%3A%3C%2Fstrong%3E%20Middle%20East%20Venture%20Partners%2C%20Gate%20Capital%2C%20Kafou%20Group%20and%20Fadeed%20Investment%3C%2Fp%3E%0A
What is the definition of an SME?
SMEs in the UAE are defined by the number of employees, annual turnover and sector. For example, a “small company” in the services industry has six to 50 employees with a turnover of more than Dh2 million up to Dh20m, while in the manufacturing industry the requirements are 10 to 100 employees with a turnover of more than Dh3m up to Dh50m, according to Dubai SME, an agency of the Department of Economic Development.
A “medium-sized company” can either have staff of 51 to 200 employees or 101 to 250 employees, and a turnover less than or equal to Dh200m or Dh250m, again depending on whether the business is in the trading, manufacturing or services sectors.
Key facilities
- Olympic-size swimming pool with a split bulkhead for multi-use configurations, including water polo and 50m/25m training lanes
- Premier League-standard football pitch
- 400m Olympic running track
- NBA-spec basketball court with auditorium
- 600-seat auditorium
- Spaces for historical and cultural exploration
- An elevated football field that doubles as a helipad
- Specialist robotics and science laboratories
- AR and VR-enabled learning centres
- Disruption Lab and Research Centre for developing entrepreneurial skills
JOKE'S%20ON%20YOU
%3Cp%3EGoogle%20wasn't%20new%20to%20busting%20out%20April%20Fool's%20jokes%3A%20before%20the%20Gmail%20%22prank%22%2C%20it%20tricked%20users%20with%20%3Ca%20href%3D%22https%3A%2F%2Farchive.google%2Fmentalplex%2F%22%20target%3D%22_blank%22%3Emind-reading%20MentalPlex%20responses%3C%2Fa%3E%20and%20said%3Ca%20href%3D%22https%3A%2F%2Farchive.google%2Fpigeonrank%2F%22%20target%3D%22_blank%22%3E%20well-fed%20pigeons%20were%20running%20its%20search%20engine%20operations%3C%2Fa%3E%20.%3C%2Fp%3E%0A%3Cp%3EIn%20subsequent%20years%2C%20they%20announced%20home%20internet%20services%20through%20your%20toilet%20with%20its%20%22%3Ca%20href%3D%22https%3A%2F%2Farchive.google%2Ftisp%2Finstall.html%22%20target%3D%22_blank%22%3Epatented%20GFlush%20system%3C%2Fa%3E%22%2C%20made%20us%20believe%20the%20Moon's%20surface%20was%20made%20of%20cheese%20and%20unveiled%20a%20dating%20service%20in%20which%20they%20called%20founders%20Sergey%20Brin%20and%20Larry%20Page%20%22%3Ca%20href%3D%22https%3A%2F%2Farchive.google%2Fromance%2Fpress.html%22%20target%3D%22_blank%22%3EStanford%20PhD%20wannabes%3C%2Fa%3E%20%22.%3C%2Fp%3E%0A%3Cp%3EBut%20Gmail%20was%20all%20too%20real%2C%20purportedly%20inspired%20by%20one%20%E2%80%93%20a%20single%20%E2%80%93%20Google%20user%20complaining%20about%20the%20%22poor%20quality%20of%20existing%20email%20services%22%20and%20born%20%22%3Ca%20href%3D%22https%3A%2F%2Fgooglepress.blogspot.com%2F2004%2F04%2Fgoogle-gets-message-launches-gmail.html%22%20target%3D%22_blank%22%3Emillions%20of%20M%26amp%3BMs%20later%3C%2Fa%3E%22.%3C%2Fp%3E%0A
A MINECRAFT MOVIE
Director: Jared Hess
Starring: Jack Black, Jennifer Coolidge, Jason Momoa
Rating: 3/5
In numbers: PKK’s money network in Europe
Germany: PKK collectors typically bring in $18 million in cash a year – amount has trebled since 2010
Revolutionary tax: Investigators say about $2 million a year raised from ‘tax collection’ around Marseille
Extortion: Gunman convicted in 2023 of demanding $10,000 from Kurdish businessman in Stockholm
Drug trade: PKK income claimed by Turkish anti-drugs force in 2024 to be as high as $500 million a year
Denmark: PKK one of two terrorist groups along with Iranian separatists ASMLA to raise “two-digit million amounts”
Contributions: Hundreds of euros expected from typical Kurdish families and thousands from business owners
TV channel: Kurdish Roj TV accounts frozen and went bankrupt after Denmark fined it more than $1 million over PKK links in 2013
Specs
Engine: Duel electric motors
Power: 659hp
Torque: 1075Nm
On sale: Available for pre-order now
Price: On request
Company profile
Company: Verity
Date started: May 2021
Founders: Kamal Al-Samarrai, Dina Shoman and Omar Al Sharif
Based: Dubai
Sector: FinTech
Size: four team members
Stage: Intially bootstrapped but recently closed its first pre-seed round of $800,000
Investors: Wamda, VentureSouq, Beyond Capital and regional angel investors
Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”
Mane points for safe home colouring
- Natural and grey hair takes colour differently than chemically treated hair
- Taking hair from a dark to a light colour should involve a slow transition through warmer stages of colour
- When choosing a colour (especially a lighter tone), allow for a natural lift of warmth
- Most modern hair colours are technique-based, in that they require a confident hand and taught skills
- If you decide to be brave and go for it, seek professional advice and use a semi-permanent colour
