Vijay Mahajan

A discreta Arla Foods, a maior fabricante de produtos lácteos da Escandinávia, tornou-se uma importante empresa no mundo árabe em 2005. As marcas da cooperativa dano-sueca, como Lurpak, Puck e a homônima Arla, dominaram os mercados de manteiga, queijo e creme do Oriente Médio, e suas vendas na região atingiram um recorde de 550 milhões de dólares naquele ano. Em seguida, os desenhos animados apareceram.

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Reprint: R1305L 
In the post-9/11 world, companies have been jittery about investing in the 22 countries that constitute the Arab League. Political turmoil and misconceptions of a closed society where people are taught to hate Western products and culture have led many to conclude that the region is unstable, chaotic, and closed for business. But Arab consumers have the same demands as people everywhere, and the region&#8217;s markets are growing, globally interlinked, and intensely competitive. 
To do business in the Arab world, companies must understand the inseparability of Islam and Arab society and business. Consumers yearn for progress, modernity, and inclusion, but they don&#8217;t wish to abandon their deeply held religious traditions, as expressed in the five pillars of Islam. Companies that conflict with any of the pillars by, for instance, insulting the prophet Muhammad or interfering with daily prayers will damage their reputations and fortunes. But several of the pillars present opportunities for foreign businesses and organizations: The hajj, or pilgrimage, draws more than 1.5 million visitors to Saudi Arabia annually; most retailers in the Arab world sell as much during the month of Ramadan as they do the rest of the year; and the annual philanthropic donation required of all Muslims, zakat, creates possibilities for the global social sector.

Understanding the Arab Consumer

Reimpressão: R1305L No mundo pós-11 de setembro, as empresas estão preocupadas em investir nos 22 países que constituem a Liga Árabe. A turbulência política e os equívocos de uma sociedade fechada em que as pessoas são ensinadas a odiar os produtos e a cultura ocidentais levaram muitos a concluir que a região é instável, caótica e fechada para negócios. Mas os consumidores árabes têm as mesmas demandas que as pessoas em todos os lugares, e os mercados da região estão crescendo, interligados globalmente e intensamente competitivos. Para fazer negócios no mundo árabe, as empresas devem entender a inseparabilidade do Islã e da sociedade e dos negócios árabes. Os consumidores anseiam por progresso, modernidade e inclusão, mas não desejam abandonar suas tradições religiosas profundamente arraigadas, conforme expressas nos cinco pilares do Islã. Empresas que entram em conflito com qualquer um dos pilares, por exemplo, insultando o profeta Maomé ou interferindo nas orações diárias, prejudicarão sua reputação e fortuna. Mas vários dos pilares apresentam oportunidades para empresas e organizações estrangeiras: o hajj, ou peregrinação, atrai mais de 1,5 milhão de visitantes à Arábia Saudita anualmente; a maioria dos varejistas no mundo árabe vende tanto durante o mês do Ramadã quanto no resto do ano; e a doação filantrópica anual exigida de todos os muçulmanos, zakat, cria possibilidades para o setor social global.

Entendendo o consumidor &aacute;rabe

Reprint: R1305L In the post-9/11 world, companies have been jittery about investing in the 22 countries that constitute the Arab League. Political turmoil and misconceptions of a closed society where people are taught to hate Western products and culture have led many to conclude that the region is unstable, chaotic, and closed for business. But Arab consumers have the same demands as people everywhere, and the region’s markets are growing, globally interlinked, and intensely competitive. To do business in the Arab world, companies must understand the inseparability of Islam and Arab society and business. Consumers yearn for progress, modernity, and inclusion, but they don’t wish to abandon their deeply held religious traditions, as expressed in the five pillars of Islam. Companies that conflict with any of the pillars by, for instance, insulting the prophet Muhammad or interfering with daily prayers will damage their reputations and fortunes. But several of the pillars present opportunities for foreign businesses and organizations: The hajj, or pilgrimage, draws more than 1.5 million visitors to Saudi Arabia annually; most retailers in the Arab world sell as much during the month of Ramadan as they do the rest of the year; and the annual philanthropic donation required of all Muslims, zakat, creates possibilities for the global social sector.

Entendendo o consumidor árabe

Resumo.

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