GroupM is the world’s leading media investment company responsible for more than $113B in annual media investment through agencies including Mindshare, Wavemaker, EssenceMediacom and m/SIX, as well as the outcomes-driven programmatic audience company Xaxis. GroupM creates competitive advantage for advertisers via its worldwide organization of media experts who deliver powerful insights on consumers and media platforms, trading expertise, market-leading brand-safe media, technology solutions, addressable TV, content, sports and more.
Unique in services, culture and ideas, each brand is a leader in their field. Through a range of leading businesses in advanced TV, AI-driven programmatic, eCommerce and more, we leverage our collective intelligence to make advertising work better in the world.
GroupM MENA is also immensely proud to work closely with local, governmental, and heritage brands to build a better future for the region.
Our teams support clients on their growth journeys across all categories, including Luxury, FMCG, Government, Technology, Travel, Finance and more.
Under the leadership of Amer El Hajj, CEO at GroupM MENA, the GroupM, Mindshare, Wavemaker, EssenceMediacom and Keyade teams are formulated to provide transformative client services that focus on growth, innovation and staying ahead of your competitors.
If you’d like to find out more about our services, and how we can help lead your business into the ‘Next Era of Media’, get in touch today.
By Pauline Rady, Regional Managing Director and Client Lead at GroupM MENA
We are living in an extraordinary time of rapid evolution and progress. Artificial intelligence is now a dominant force and a major topic of discussion. With loyalty waning, consumers have gained significant influence, raising expectations and demanding transparency from brands. So, how can brands not only thrive but stand out in this noisy environment?
Luxury brands offer a unique perspective because they sell more than just products – they sell dreams. They don’t merely offer handbags or perfumes; they present an entire lifestyle steeped in legacy and essence. This is epitomised by brands like Jacquemus and Loewe, which craft stories that deeply resonate with consumers and emphasise exclusivity and sophistication.
What’s striking about these luxury brands is their ability to remain true to their core identity while adapting to fast-changing times. Jacquemus, for instance, doesn’t just sell fashion; it sells a vision of bold, innovative design. Known for its avant-garde approach, Jacquemus has successfully maintained its reputation for pushing boundaries while embracing the digital age. Its storytelling revolves around challenging fashion norms and adopting a new, edgy aesthetic, resonating with a younger, trend-conscious audience without losing its haute couture essence.
Loewe illustrates how a luxury brand can reinvent itself while staying true to its high-fashion roots. Originally renowned for its traditional craftsmanship, Loewe has managed to blend this heritage with contemporary trends. The brand’s engagement with vibrant TikTok trends and collaborations with modern artists showcases its adaptability and youthful spirit. Loewe’s ability to merge haute couture with playful, cutting-edge trends highlights its commitment to both tradition and innovation, connecting with a diverse, global audience.
More luxury brands are innovating while staying true to their ‘savoir-faire’, or unique expertise and identity. Brands like Gucci, Dior, and Louis Vuitton have embraced innovation by becoming pioneers in integrating the metaverse into their overall strategies. For example, Gucci launched a virtual garden on Roblox, allowing users to explore and purchase digital products, while Dior created unique experiences in the metaverse to engage with younger audiences. Louis Vuitton also joined the digital world by hosting a virtual fashion show in the online game League of Legends, where players could experience their latest collection in an immersive environment.
In addition to their innovative initiatives, brands are evolving by collaborating with celebrities who resonate with younger audiences. A recent example is Dior’s campaign featuring Rihanna as the new face of J’adore, which connects with a demographic that idolises her. Similarly, Tiffany & Co. has made regional distinctions by choosing singer Nancy Ajram to resonate with local audiences, further enhancing their appeal in the market.
The lesson from these luxury brands is clear: it’s not just about keeping pace with technology or chasing fleeting trends. Enduring success comes from maintaining a strong sense of identity and purpose. In a fast-paced world, it’s easy to get swept up in trends and lose sight of what makes a brand unique. Luxury brands navigate this landscape with a long-term vision, building narratives that enhance their offerings rather than diluting their identities for short-term gain.
Creating compelling and enduring narratives can transform the ordinary into the extraordinary. By adopting the luxury brand approach of selling stories rather than just products, brands can forge deeper connections with customers and unlock authentic, sustainable growth.
In times of rapid transformation, humans continue to dream, yearn, and aspire—perhaps more than ever. Authentic connections and meaningful narratives ignite our passions and drive us to reach for something greater. Amidst the noise, we turn to legacy brands that tell their stories with heart and soul.
Brands that master this art will not only thrive but also make a lasting impact on all of us.
Originally published in Campaign Middle East.
By Amer El Hajj, CEO of GroupM MENA
When I read articles about our industry today or even review last year’s 2023 Power List MENA topics, it feels as though AI, technology, digitalisation, and data dominate our discussions.
These topics are not merely buzzwords; they represent critical trends shaping our daily operations. However, despite the excitement around technological advancements, everyone would do well to remember the essence of our industry’s purpose: client relationships and client satisfaction.
It’s not uncommon in our industry to hear clients express frustration about limited interactions with their agencies beyond their direct teams. While investing in tech stacks is crucial for maintaining competitiveness and operational efficiency, the heart of our success lies in nurturing strong, enduring relationships with our clients and delivering them results.
Improving chemistry with clients, rapport building exercises and information sharing activities should be on-going, not just booked in during pitches and challenging times of the year. This everyday commitment is fundamental to our role as media experts and advertising consultants.
AI, technology, and data analytics undoubtedly play pivotal roles in modern marketing strategies. They empower us to tackle daily challenges with precision and insight, but they are not enough by themselves. However, their value is enhanced when complemented by robust client relationships. Despite their undeniable importance, many marketers find themselves involuntarily prioritising infrastructure improvements over interpersonal connections with clients.
Innovation, technology and analytics are essential, but they are not enough by themselves. The danger lies in assuming that technological prowess alone guarantees client satisfaction. The reality is more nuanced.
While efficiency gains from technology are undeniable and allow us to automate at a rapid rate, true client loyalty and satisfaction stems from investing in great talent, nurturing client servicing skills, prioritising personalised interactions and providing an empathetic understanding of their needs. It’s about being present where our clients are, actively listening to their concerns, and responding with tailored solutions that demonstrate our commitment to their success and growth.
In our pursuit of operational excellence and technological innovation, we must not overlook the human element; the personal touch that strengthens bonds and fosters trust. This human touch is what sets exceptional agencies apart from merely functional ones. It requires creating environments where clients feel heard, valued, and understood beyond the metrics and analytics.
If our technological advancements do not align with client relationships and having the right team to collaborate closely with clients, we risk failure. Talent makeup should complement the client’s brand with diversity and inclusion, also playing a large role in offering our client’s businesses fresh perspectives and out of the box solutions.
Perhaps we should blend these tech advancements with different future-proofing methods, customer engagement strategies, and new frameworks for client experiences. Our focus should be on enhancing client retention, fostering robust partnerships, and building loyalty. And ultimately, innovation can only occur from human thinking and creativity from our own lived experiences.
Building lasting client relationships is a journey that demands time, effort, and genuine empathy. It involves aligning our internal processes and team dynamics to ensure every client interaction reflects our commitment to their satisfaction. This commitment extends beyond project deliverables; it encompasses proactive communication, transparent collaboration, and anticipating their evolving needs.
There’s no one-size-fits-all formula for successfully balancing technology focus with client partnerships. Both matters are crucial, but client relationships are uniquely individual. As we navigate the complexities of our industry’s evolution, let’s remember that our clients are at the core of everything we do.
They are not just recipients of our services but partners in our journey towards mutual success. By placing a renewed emphasis on client relationships and satisfaction, we not only enhance our competitive edge but also uphold the values defining our industry’s integrity and longevity.
While AI and technology propel us forward, it’s our commitment to exceptional client experiences that truly distinguishes us as leaders in our field. We should strive to cultivate meaningful connections, foster collaboration, and exceed expectations, ensuring that every client interaction reflects our dedication to their satisfaction and success.
Originally published in Campaign Middle East.
Today, the diversity, equity, and inclusion (DE&I) narrative has created many such eye-opening conversations within the industry. In the coming days, we welcome you to delve into the insights of industry leaders, who call a spade a spade. They have come to a consensus that while significant strides have been made, there’s still a long way to go. The industry faces the challenge of not just acknowledging the gaps but actively addressing them. The hope is to herald a future where DE&I is so ingrained in our culture that the changes we request today are foregone conclusions.
The needle has definitely moved, but a sense of equity and normalcy hasn’t quite settled in. Here’s what Rana Zeidan, Regional Business Director, Wavemaker MENA had to say.
How has diversity and inclusion improved on the ground within the industry?
The advertising industry has made significant progress in advancing diversity and inclusion, with a strong emphasis in this region on empowering women. Companies are proactively working to achieve gender balance in their teams, elevate women into leadership roles, and ensure equitable career advancement opportunities.
The industry is increasingly acknowledging the critical importance of diversity, equity, and inclusion (DE&I) and is implementing a range of strategies to embed these principles across their organisations. Notably, DE&I is being baked into ongoing training and educational programs, designed to reinforce these values throughout the workforce, and we’re already seeing positive results.
What were some pivotal points in your career that contributed to your success within advertising?
There have been many pivotal points in my career, and many of those have centred around the opportunity to work with leaders who genuinely supported my growth and development. They not only recognised my potential but also fostered my strengths by providing valuable opportunities and guidance, in turn allowing me to build on my talents and expand my skill set significantly.
Their mentorship has also significantly enhanced my own understanding of diversity and the important part it plays in our industry. Collectively, my own experiences and learning opportunities afforded to me by inspiring leaders have equipped me to guide and support my team in embracing and promoting diverse perspectives.
I have also found working in the luxury category to be a transformative experience. It has fostered within me a deep passion for the industry and exposed me to a variety of global perspectives and hands-on activations.
This combination of strong, inspirational leadership and immersion in a dynamic, high-profile sector has been instrumental in shaping my career path and enhancing my expertise.
What steps would you advise to prevent “DE&I washing” within the industry?
DE&I washing presents a threat to progress. To prevent falling into the trap of just saying, rather than doing, companies need to ensure that diversity and inclusion are baked into every element of their business, including their mission, vision, and core values. This commitment should be steadfast and consistent, reflected in all business practices, from hiring to client engagement.
As a first step, businesses should be purveying the current DE&I landscape of their organisation, setting specific measurable diversity and inclusion goals, and frequently assessing how they are performing against them. But real DE&I within a business isn’t about the numbers on a report. Cultivating a culture of transparency and open dialogue and facilitating a continuous educational program will be where businesses begin to see the tangible benefits of diversity.
What allyship message would you share with your colleagues in the industry?
Allyship requires a commitment to continuous learning and active engagement, both within and beyond the workplace. It’s not a one-time act, but an ongoing effort to drive meaningful change. Try to understand the lived experiences of others, and advocate for them in ways meaningful to them. Be open, honest, and above all listen to the views and opinions of others.
How, in your opinion, can collaborative campaigns – and their visible, tangible impact – further the cause for DE&I in the industry?
We all know that when we work together, we achieve great things, but it’s crucial that we focus our collective efforts on meaningful action. As an industry, as agency teams, and as alliances with clients and partners, our focus should be on visible change and tangible outcomes.
By that, I mean better representation, social change, and greater engagement from audiences when it comes to DEI campaigns. We should be able to look back at what we set out to do and be able to measure our success. If that means more consistent, creative collaborative campaigns, then what are we waiting for?
If there’s one barrier you would break down, what would it be and why?
One key barrier I’d like to break down, which I feel is hampering our industry’s progress in DE&I, is the absence of more open and honest conversations, where individuals can freely share their values and cultural backgrounds.
In a region as multicultural as ours, bridging the gap in understanding diverse cultures and experiences will create a more inclusive environment that supports everyone’s unique perspectives. Education and willingness to listen to others is fundamental to this.
What words of wisdom would you share with women new to the industry and/or the Middle East region?
Trust in your abilities and confidently assert yourself. Find mentors and allies who will champion your growth. There will be setbacks and moments when you’re not selected, but your greatest asset is self-belief and perseverance.
Do you think the advertising industry needs newer, more relatable mentors? Why?
Yes. Having mentors who can understand and relate to the experiences of their mentees is essential. As the challenges of the industry and day-to-day work continue to rapidly change, as too will the challenges of the people in this industry. The most valuable kind of mentorship is one in which ideas and lessons can be exchanged. While there is real value in learning from others outside your realm, having a confidant who understands your experience from the get-go will strengthen the relationship.
What would an ideal world in the coming years look like?
In an ideal world, diversity and inclusion would be seamlessly integrated into every facet of society and industry, providing equal opportunities to all individuals, regardless of their background or identity. We would see a diverse representation at all organisational levels and a culture of respect and understanding for all lived experiences.
I would personally like to see a world where people of determination and neurodivergent individuals are given more opportunities to enter the workforce. And, where workplaces create a more accommodating environment that allows these individuals to not just participate, but flourish.
Can you share some personal habits or routines that have helped you embrace your authenticity and express yourself?
Embracing authenticity often involves self-reflection and continuous learning. Personal habits that I have found conducive to helping me embrace my authenticity and express myself have included, staying close to my circle of friends and mentors who have inspired, supported me and helped bring the best out of me.
I think it’s also incredibly important to be intentional about expressing my values, opinions, and beliefs in my work while listening to those of others too. Finally, seeking feedback, growth and remaining open to learning wherever I can, has played a fundamental role in helping me stay true to myself through the highs and lows.
Can you share a particularly memorable campaign or project that you’ve worked on and its impact on the brand?
One campaign that I will always remember is a media-first initiative that uniquely engaged the audience. My team and I worked on a beauty show integrated with a highly-rated programme segment. This 12-week competition invited women from the region, passionate about becoming renowned artists, to craft looks that embodied the campaign’s brand concept.
Each week, participants showcased their creativity, and the winner earned the opportunity to become a makeup artist for the beauty retailer. This campaign significantly boosted the brand’s love and gained more market share. It was also a brilliant example of how celebrating diversity can lead to positive outcomes.
Mindshare KSA’s Darine ElKaissi says we need to shun the “either/or” mentality to choose between careers and/or personal lives.
In the Middle East advertising landscape, the portrayal and participation of men and women are not just reflections of cultural norms, they have become catalysts for change. Just as the saying goes, “Culture is to humans as water is to fish”, we often swim in strong currents of societal norms without realising their pull. It’s only when someone spots a shark in the water that we start to identify the implicit bias or stereotypes that have gone unattended.
Today, the diversity, equity, and inclusion (DE&I) narrative has created many such eye-opening conversations within the industry. In the coming days, we welcome you to delve into the insights of industry leaders, who call a spade a spade. They have come to a consensus that while significant strides have been made, there’s still a long way to go. The industry faces the challenge of not just acknowledging the gaps but actively addressing them. The hope is to herald a future where DE&I is so ingrained in our culture that the changes we request today are foregone conclusions.
The needle has definitely moved, but a sense of equity and normalcy hasn’t quite settled in. Here’s what Darine ElKaissi, Managing Director, Mindshare KSA, had to say.
If there’s one barrier you would break down, what would it be and why?
The judgmental culture that perpetuates the idea that individuals who choose to prioritise their careers or personal lives are somehow less worthy. This “either/or” mentality forces people to make impossible choices, shattering their sense of self-worth.
Similarly, people with special needs, from different backgrounds, or those with disabilities face judgment and bias, often being perceived as less capable or less deserving. By breaking down these barriers, we can create a more inclusive and accepting environment where individuals can thrive, free from judgment and stereotypes.
How has diversity and inclusion improved on the ground within the industry?
I think we have made remarkable progress in promoting diversity and inclusion within our industry. I was one of the first female employees in my office in Riyadh and one of the first few women to present in a client office for a governmental entity (which required a special permit). It was a daunting experience, but it paved the way for others to follow in my footsteps.
Fast-forward to today, and it’s encouraging to see more and more diversity in workplaces across our industry. The advertising industry in the Middle East and Saudi Arabia has made significant strides in promoting diversity and inclusion. There’s now a 43 per cent representation of women in creative and leadership roles, consistent hiring of talent from diverse backgrounds, including expats, locals, and people with disabilities, more inclusive advertising campaigns, and more initiatives promoting diversity and inclusion.
What would an ideal world in the coming years look like?
As an industry, and as a society, we talk a lot about equity, inclusivity, and sustainability – things we’re striving to improve, and ultimately achieve, every day. In an ideal world, we wouldn’t have to talk about them so much. We would have hit that sweet spot between compassion and progress and reached a place where everyone feels valued and empowered.
How in your opinion can collaborative campaigns – and their visible, tangible impact – further the cause for DE&I in the industry?
By showcasing diverse perspectives and stories, increasing representation and inclusivity, and promoting a culture of empathy and understanding, these campaigns can challenge stereotypes and biases, and promote authentic representation of underrepresented groups.
What allyship message would you share with your colleagues in the industry?
I can’t emphasise enough the importance of empathy, fostering a good, strong culture of belonging, and dedication to equality. Make sure you are building equality into your business’s long-term plans, and not just focusing on the short-term gains.
What were some pivotal points in your career that contributed to your success within advertising?
From tackling challenging client projects to collaborating with supportive mentors and managers, I’ve been fortunate to have had a string of opportunities that pushed me to prove myself and strive for equal opportunities. I’ve also always been driven by a desire to prove that through hard work and dedication, you can unlock equal opportunities.
A highlight of my journey was being part of the country-level transformation projects and on market-disrupting projects. This experience not only refined my skills but also granted me a profound understanding of the industry’s inner workings.
Can you share some personal habits or routines that have helped you embrace your authenticity and express yourself?
To embrace my authenticity and express myself, I prioritise understanding what truly matters to me by evaluating my goals and experiences to ensure they align with the person I want to be. Over the years, I’ve learned to establish clear boundaries and focus on what truly resonates with me, while also being respectful and open to different views.
What words of wisdom would you share with women new to the industry and/or the Middle East region?
I would ask women to embrace their uniqueness, don’t be afraid to be yourself and celebrate your strengths. As a woman in the industry, you bring value and innovation, and your adaptability and productivity are key assets.
GroupM’s carbon calculator now includes SeenThis technology following partnership launch last year, so far avoiding carbon emissions equivalent to charging over 15m smartphones.
GroupM, WPP’s media investment group, today announced that it has now fully integrated SeenThis’ adaptive streaming technology into its carbon calculator tool. The collaboration, which began in 2023, has enabled GroupM and its agencies to leverage SeenThis’ expertise and proprietary technology to manage and minimize carbon emissions while improving the performance of display advertising campaigns.
In the last year, the global partnership has helped to avoid over 230 tonnes of CO2e emissions, the equivalent of charging more than 15 million smartphones. Around 260 GroupM advertisers across 28 markets have benefitted from their access to the technology, whilst simultaneously driving the improved performance of their digital ads. By reducing data waste, where data is only transferred for creative assets that are visible, SeenThis technology helps to increase the attention of the user meaning fewer impressions are required to meet targets. It also minimizes CO2e emissions, as each part of the internet supply chain requires energy to operate.
Using SeenThis technology, a recent campaign for UOB, a leading bank in Asia, was able to reduce data consumption by 25% and increase the view-through rate by 245%, a testament to the effectiveness of precision targeting and performance optimization efforts.
The proprietary technology has been seamlessly integrated into GroupM’s carbon calculator, allowing all GroupM advertisers to assess the optimization impact when using SeenThis in pre-campaign planning. This demonstrates GroupM’s ability to turn trials into repeatable successes and create scalable processes. Growing industry interest and the desire for a common measuring framework are also helping to drive this. The focus in the near term is to convert successful trials and tests into always-on components of campaigns, as this technology has proven to drive meaningful business outcomes whilst reducing carbon intensity.
“In 2023 we set out in partnership with SeenThis to minimize emissions using data from our partners. One year on, we are achieving what we said we would do, building on our global framework for media decarbonization. The success of this partnership marks an important step in our commitment to decarbonize our media supply chain, and the more advertisers opt into SeenThis, the more they can drive positive results across both emissions and performance.”
Kieley Taylor, Global Head of Partnerships at GroupM
“Our partnership is one of the first examples of a vendor providing an immediate turn-key solution to enable GroupM to deliver CO2e reductions while enhancing the user experience. We’re thrilled that GroupM is focused on the combination of minimizing emissions while maximizing performance, and is embracing the use of SeenThis data to share this insight with their advertisers to encourage lower carbon cost of business outcomes.”
Thomas Bowens, Global Agency Director at SeenThis
Multinational advertising network WPP’s media-investment business, GroupM MENA, aspires to “shape the next era of media, where advertising works better for people,” said Amer El-Hajj, who became its CEO in September last year.
“This has been our ‘North Star’ focus,” he told Arab News. In support of this objective, the company has set new “benchmarks for client satisfaction, talent cultivation and industry influence” and is “actively shaping our proposition, best practices and strategies to stay ahead of industry trends,” he added.
GroupM said it won 10 new clients in the first six months of this year, already marking 2024 as its most successful year yet in the region, with 40 percent growth in billings compared with 2022. The businesses it has added to its books include L’Oreal Middle East, Al-Fardan Jewelry, Americana Foods, Diriyah Gate Development Authority, telecoms company du, and snacks company Mondelez.
It attributed the successes to an organizational transformation, including a new business-development team, a restructured buying, finance and operations department, and a focus on the hiring of new talent while retaining and developing existing talent.
Many of the new hires are at the group level, the company said, including regional managing director of customer experience, data and technology; e-commerce director; head of buying; and head of marketing and communications.
In common with other industries, the media sector is becoming more reliant on the latest developments in technology. For example, the media-buying process is becoming increasingly automated thanks to improvements in artificial intelligence, which can use algorithms to buy advertising slots in real time, targeting different audiences on multiple platforms and even serving up differing advertising messages depending on factors such as the time of day or type of audience.
A 2023 PwC report found that 67 percent of leaders in the technology, media and telecoms sector believed new technologies such as generative AI threaten current business models. However, El-Hajj said GenAI facilitates real-time content creation that can be adapted and tailored to the individual preferences of target audiences, which in turn improves the automation and the effectiveness of advertising campaigns.
Within organizations, he added, it can serve as an important tool in efforts to streamline operational processes, including repetitive tasks, leading to greater efficiency and more cost-effective outcomes.
Still, he warned, businesses must not rely solely on AI without any human input and adequate quality controls.
“AI may lack the understanding of our culture and habits that is critical for nuanced advertising. Moreover, navigating regulatory complexities and addressing data-privacy issues are crucial considerations.”
Amer El-Hajj
The continuing evolution of technology means that businesses continually need to reskill their talent. A recent World Economic Forum report, titled “The Transformational Opportunity of AI on ICT Jobs,” found that 58 percent of employees believe their job skills will change significantly over the next five years as a result of AI and big data. Moreover, 92 percent of technology roles are expected to evolve in response to advancements in AI, it said.
GroupM defines its main objective as “creating value not only for our clients but also for the communities in which we operate.” To this end, it is committed to the development of local talent in Saudi Arabia, El-Hajj said, and more than 45 percent of its employees are Saudi.
It is also launching a university and academy initiative to help attract, recruit, train and educate the next generation of talent, to help fuel the company’s growth and increase its market share in the Kingdom, he added.
These initiatives come during a time of wider transformation and growth in Saudi society, which he said is creating promising opportunities for advertisers and agencies.
“With a youthful population, a large percentage (of which is) under 30 years old, there has been increased investment in digital advertising, social media marketing, and content creation tailored to local tastes”.
Driven by the goals of Saudi Vision 2030, the Kingdom is developing and diversifying its economy, leading to growth in the numbers of small and medium-sized businesses in the advertising and digital sectors, he added. Authorities in the country are also easing restrictions on cultural activities, which has “sparked a demand for innovative content and digital-media consumption.”
Thanks to these developments “Saudi Arabia’s creative and media industry is on a trajectory of continued expansion” with the aim of “positioning the Kingdom as a regional hub for media and entertainment” El-Hajj said.
Chupa Chups’ Candyland Paradise amplifies the culture of the region through a custom-built Roblox game.
Evolution and Build has created a custom-built Middle Eastern world for Perfetti Van Melle’s brand Chupa Chups on Roblox, with the support of Wavemaker MENA for media planning. Candyland Paradise” offers players a visually immersive journey through sunny sand dunes, traditional Arabian camps adorned with heritage carpets, bustling souks, palm trees, and regional landmarks, including a virtual replica of Chupa Chups’ flagship store at the Mall of the Emirates. Results have been outstanding; pre-launch over the first two weeks the game achieved over 100,000 worldwide organic unique visitors.
The partnership with Roblox is a fitting match for Chupa Chups. It offers users an experience where imagination, social interaction and fun come together, complementing the brand’s commitment to innovation, creativity and playfulness.
Candyland Paradise amplifies the culture of the region through an engaging and interactive platform, inviting players into a world full of sweetness and delicious candies right in the heart of the desert. The game features a variety of exciting mini-games, including a brain-twister maze, sandboard races with optional board customization, a Chupa Chups obstacle course, a photobooth, a live candy factory, and the chance to earn free User-Generated Content. Additionally, a live leaderboard enhances the thrill and excitement of the game, encouraging players to return and beat their top scores.
“This project aligns perfectly with our vision of enhancing world leadership in confectionery through innovation and value creation. We are excited to be at the forefront as one of the first FMCG brands in the region to develop a custom game on Roblox, engaging thousands of gamers within just a few weeks.”
Milad Rouhana, Managing Director of Perfetti Van Melle, Middle East, Africa, and Pakistan.
“Chupa Chups is pioneering marketing innovation in the region. Roblox offers brands unprecedented opportunities to deeply engage with future generations and communities at scale, fostering brand affinity, engagement, and loyalty that extend beyond the platform.”
Youssef Raad, Head of Gaming at GroupM MENA
“The platform reaches over 77 million people daily across the globe, with over 20 million active monthly users in MENA. This project is exciting because it brings the cultural zest of the Middle East to players around the world while engaging meaningfully with our users in this region. We are proud to have led the go-to-market strategy on this project with Roblox and our in-game building partners, Evolution and Build.”
Candyland Paradise went live in mid-June 2024. Jump into the wild adventures, explore and play here.
Pauline Rady’s role will accelerate client growth and business excellence across the agencies and group.
GroupM, WPP’s media investment group, has announced the appointment of Pauline Rady as its new Regional Managing Director and Client Lead at GroupM MENA. Reporting to Amer El Hajj, the CEO of the group, Pauline will establish best-in-class client excellence and scale business growth across the agencies.
Pauline joins GroupM with 16 years of media experience in the region. She has a distinguished track record in engaging senior stakeholders, setting strategic directions, and achieving outstanding business results. Pauline established herself as a visionary leader leading the LVMH business in the Middle East, propelling luxury brands to new levels of success through innovation, market trend analysis, and the identification of scalable opportunities.
“Pauline is a distinguished entrepreneurial mind within the media industry in MENA.”
said Amer El Hajj, CEO at GroupM MENA.
“Her approach to business is led by an unmatched appetite to apply technological advancement and cutting-edge solutions to brands. Pauline will help us unlock further growth for our clients. I’m thrilled to join this energetic team leading the next era of media. My main focus will be on cultivating a mindset of thought leadership, driving excellence at every level, and establishing ourselves as pioneers in the field of media innovation. By strengthening our partnerships with clients, we aim to unlock new opportunities for growth in the ever-evolving landscape of the AI era. I am eager to drive innovation, ensure client satisfaction, and propel our collective success to new heights.”
said Pauline Rady.
Pauline’s appointment as Regional Managing Director and Client Lead is of immediate effect.
Strategic appointments and organizational transformation drive numerous business wins and client successes for WPP’s media investment group in MENA.
GroupM, WPP’s media investment group, unveils a new chapter of success in the MENA region. Following recent leadership appointments and organizational developments, GroupM MENA has secured over 10 significant business wins in less than six months.
New business wins for the group include Wakemaker MENA’s win of L’Oréal Middle East, Mindshare MENA’s wins of Al Fardan Jewelry, Alat, Amala, Americana Foods, Diriyah Gate Development Authority – DGDA, du, Electric Vehicle Infrastructure Company – EVIC, Inma Bank, Mondelez, New Murabba and Roberto Coin, and EssenceMediacom’s wins of Qiddiya and L’Oréal in Egypt. In addition, EssenceMediacom MENA extends partnership with Etisalat in Egypt and has retained Vodafone in Oman.
GroupM’s unique value proposition played a fundamental role in securing new business wins and delivering accelerated performance excellence for existing clients. The results speak for themselves, with GroupM reaching its most successful year yet in the MENA region with 40% growth in billings compared to 2022. GroupM supports clients’ media investments to be more accountable across all channels platforms and devices. A solidification of GroupM’s solution and capability offerings in MENA, provides clients with innovative cross-channel performance planning, media efficiencies and activation solutions to deliver incremental growth and meaningful outcomes for brands.
To expand the group’s expert practices, Alan Azar has joined GroupM as Regional MD of CX, Data and Technology, Haneen Aburrubb has been appointed as the group’s eCommerce Director to accelerate the commerce capabilities in response to clients’ growing demands, and Mario Soufia, Regional Managing Director to manage a range of future-proofing services for clients including business strategy, eGaming and the management of the content hub of the group including influencer marketing company, The Goat Agency; a growing department excelling in delivering creativity and AI transformations for brands.
Further appointments to the new leadership team under the appointment of Amer El Hajj as CEO at GroupM MENA in September 2023, include but are not limited to Abdallah Adra as Head of Buying, Darine ElKaissi as Managing Director at Mindshare KSA, Felicity Stokes as Head of Marketing and Communications, Laura Gleadhill as General Manager at Keyade Middle East, Patricia Abi Fadel as Head of Investment, Ragy Saad as Finance Director, Rana Zeidan as Business Director at L’Oréal Middle East – Wavemaker MENA, Samer Majzoub as Regional Managing Director at Mindshare MENA, Sarah ElMenzlawy as Head of Buying and Investments at GroupM Egypt.
In addition, GroupM MENA has introduced a new business development team, executed a comprehensive restructuring of its buying, finance and operation department and created cost efficiency hubs. This organizational structure is designed to elevate the proficiency of the group’s specialists, products and services, effectively catering to the collective needs of the business whilst delivering on a transformative media strategy for clients — a mission that has never been more critical in today’s evolving landscape.
Beyond leadership appointments and organizational transformations, the entire GroupM team and the agencies have played an integral role in the group’s recent successes. The team has collaboratively elevated media excellence, embodying a shared mission: to consistently deliver exceptional value and ROI to all clients.
Josh Krichefski, GroupM EMEA CEO commented,
“The MENA region presents significant opportunities. GroupM’s Global This Year Next Year report highlights growth is expected to exceed the global rate in 2024, with $15.9 billion in advertising revenue predicted. I have confidence in the reinvigorated team who are already demonstrating noticeable achievements and business successes. We’ve undergone a transformative journey, meticulously identifying our strengths and pinpointing areas for enhancement over the last few months, crafting a new organizational structure that seamlessly aligns with our global and local aspirations. The remarkable accomplishments achieved within a short time are a testament to the dedication of our MENA team, positioning us as formidable players poised to deliver accelerated growth for our clients. The great talent that has joined us is fueled by the excitement towards our vision in shaping the ‘next era’ of media. We are in the people industry and are steadfast in guiding our people to effectively support clients in achieving their business objectives and building their continuous growth.”
El Hajj, CEO of GroupM MENA
