NATIONAL STRATEGIES Oman for all seasons ‘OMAN‘


A year after the launch of the nation brand of Oman, Oman Air is flying the flag for the country. But is a “five-star” in-flight experience and a scattergun marketing approach enough to pull in upmarket leisure travellers keen for the rich heritage of Arabia? Gemma Taylor interviews the man who’s banking on it


Peter Hill: Creating a little piece of Oman


Six months ago, Oman launched the linchpin to its new tourism strategy – Oman Air. Chief executive Peter Hill believes the roll-out of new international routes will be the key to unlocking the potential of the Oman brand. “From the moment you step on board the aircraft you’re getting on a little piece of Oman,” he says. The aircraft has been developed to


reflect the aspirations of Oman and it is the only airline where passengers can watch live TV from BBC World and CNN, make calls and browse the internet, all while flying 40,000 feet above Saudi Arabia.


The plan is simple: set up an airline and the people will come. It has concentrated on routes that have strong ties with Oman, such as the UK and Thailand, as well as developing markets in France and Germany, Sri Lanka and the Maldives. The flights are not cheap, and Hill emphasises that Oman Air is marketing a luxury destination. “We’re targeting the middle to high-end traveller who wants something new.” This is where Oman’s relative obscurity could be its greatest asset. While the destination still aligns itself with the indulgent opulence of Dubai and Abu Dhabi, its unique selling point is its natural beauty and rich heritage.


“I lived in Dubai for 25 years and it’s not Arabia any more,” mourns Hill. He then describes a place “that doesn’t have to rely on man-made creations to attract people”, one where you can lie in the desert under a blanket of silent stars. The airline won’t break even until its


fifth year. Hill says that this is how the marketing model works in the Middle East: “Build infrastructure first, people come second.” But it’s a bold investment and he is frustrated at the government’s hesitancy to spend money on advertising despite pouring millions of pounds into roads, hotels and utilities. Marketing is an essential tool for building any brand. The “five-star” Oman Air experience will leverage perceptions and there is a scattering of advertising on the London underground and in upmarket leisure magazines, and TV spots are scheduled. Yet Hill feels that this approach is too fragmented and that the airline should be working closer with the Oman tourism board. The tagline produced at a recent


workshop, ‘Surprise Oman’, plays on the notion of Oman as the hidden gem of the Middle East. Oman claims to be the only Emirates city determined to retain its Arabic charm, but it is a progressive airline touting its wares that holds the power in helping tourists find it. ○


■ THE WORLD VIEW OF MIDDLE EASTERN STRENGTH


Oman is the latest Middle East destination to enter the nation branding market, but where does it stand against its regional competitors for the world’s attention?


FDI CONFIDENCE INDEX MIDDLE EAST PREFERENCES 1. Dubai


2. Abu Dhabi 3. Oman 4. Bahrain 5. Jordan


For more in-depth comment go to mandmglobal.com


www.mandmglobal.com Abu Dhabi


COMPETITIVENESS INDEX MIDDLE EAST RANKS


28% 18% 8% 5% 5%


Source: AT Kearney, 2010


1. Qatar 2. UAE 3. Israel


4. Saudi Arabia 5. Brunei


Saudi Arabia


2009/10 2008/9 22 23 27 28 32


26 31 23 27 39


Oman is in sixth (ranked 41st overall) Source: World Economic Forum, 2010


TOURISM COMPETITIVENESS MIDDLE EAST RANKS


1. UAE 2. Israel 3. Qatar


4. Bahrain 5. Jordan


2009 33 36 37 41 54


Oman is up eight places in sixth Source: World Economic Forum, 2009


M&M Q2 2010 49


2008 40 35 37 48 53


January 2009: Brand Oman launches with a new logo, drawing its inspiration from Arabic calligraphy, the destination’s marine environment and landscape, local textiles, its historic leadership in trade and its pioneering role in exploration and frankincense, which have been at the core of Omani culture and economy for generations


November 2009: National airline Oman Air launches an international ad campaign following the roll-out of new routes to France, Germany, the Maldives and Sri Lanka


March 2010: Oman’s Ominvest


introduces plans to invest $1bn in a tourism resort for the southern port city of Salalah


■ BUILDING THE BRAND


Tying the past in with the present


score card


$11,346.7m FDI inbound $10,472.6m FDI outbound 2.7% GDP growth 2.1% (of GDP) Tourism spend 7.4% Tourism growth to 2014


Brands Bank Sohar, Oman Oil, Sohar Oil


Oman


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