www.strategyand.pwc.com Open in urlscan Pro
104.82.102.194  Public Scan

Form analysis
1 forms found in the DOM

GET https://www.strategyand.pwc.com/m1/en/search.html

<form id="slimSearchForm" role="search" action="https://www.strategyand.pwc.com/m1/en/search.html" method="get">
  <input id="slimSearch" class="slim-search" type="text" name="searchfield" placeholder="Search for industries, products, services and more">
  <input type="hidden" name="pwcSiteSection" autocomplete="off">
  <input type="hidden" name="pwcLang" value="en" autocomplete="off">
  <input type="hidden" name="pwcGeo" value="15" autocomplete="off">
  <input type="submit" class="submit-search" value="">
</form>

Text Content

This site uses cookies to collect information about your browsing activities in
order to provide you with more relevant content and promotional materials, and
help us understand your interests and enhance the site. By continuing to browse
this site you agree to the use of cookies. Visit our cookie policy to learn
more.

I understand
Skip to content Skip to footer
Industries Capabilities Insights About us Join us

More



Middle East
Find a country or region
Global



AfricaArgentinaAustraliaAustriaBelgiumBrazilCanadaChinaDenmark, Finland, Norway,
Sweden (Nordic) EurasiaFranceFrancophone Africa GermanyIndiaIndonesia, Malaysia,
Singapore, Thailand, VietnamIrelandIsraelItalyJapanLuxembourgMiddle
EastMéxicoNetherlandsPolandSouth Africa South
KoreaSpainSwitzerlandTürkiyeUSAUnited Kingdom
EN

English Arabic
Search

Show full breadcrumb
Strategy& Middle East Sector expertise Consumer markets Shopping for growth

Menu

Industries
Industries
Aerospace, space and defence Agriculture and food Aviation Construction Consumer
markets Energy, resources and sustainability Financial services Government and
public sector Health Industrials Local content Maritime Media and entertainment
Mobility Multisector investment Real estate Technology Telecommunications Travel
and tourism View all industries

Menu

Industries
Aerospace, space and defence

Menu

Industries
Agriculture and food

Menu

Industries
Aviation

Menu

Industries
Construction

Menu

Industries
Consumer markets

Menu

Industries
Energy, resources and sustainability

Menu

Industries
Financial services

Menu

Industries
Government and public sector

Menu

Industries
Health

Menu

Industries
Industrials

Menu

Industries
Local content

Menu

Industries
Maritime

Menu

Industries
Media and entertainment

Menu

Industries
Mobility

Menu

Industries
Multisector investment

Menu

Industries
Real estate

Menu

Industries
Technology

Menu

Industries
Telecommunications

Menu

Industries
Travel and tourism

Menu

Industries
View all industries

Featured

Local content

Sign up to receive our latest insights from the Middle East

Menu

Capabilities
Capabilities
The CFO agenda Digital Mergers and restructuring Operations Organization and
strategy Sustainability and environment Global solutions

Menu

Capabilities
The CFO agenda

Menu

Capabilities
Digital

Menu

Capabilities
Mergers and restructuring

Menu

Capabilities
Operations

Menu

Capabilities
Organization and strategy

Menu

Capabilities
Sustainability and environment

Menu

Capabilities
Global solutions
Capabilities-Driven Strategy + Growth Deals strategy Digital Fit for Growth
Global organisation strategy Global product and service innovation Global
technology strategy Trade promotion excellence

Featured

Sustainability and environment

The CFO agenda

Sign up to receive our latest insights from the Middle East

Menu

Insights
Insights
Reports and studies Books Ideation Center Media clips Middle East podcast
strategy+business The Katzenbach Centre

Menu

Insights
Reports and studies

Menu

Insights
Books

Menu

Insights
Ideation Center
Media Research

Menu

Insights
Media clips

Menu

Insights
Middle East podcast

Menu

Insights
strategy+business

Menu

Insights
The Katzenbach Centre

Featured

Arabian Gambit [Book]

The future of gaming

inbold, Middle East podcast

Menu

About us
About us
About the firm Our heritage Our leadership team Press and media Social impact
Alumni Middle East offices Worldwide offices

Menu

About us
About the firm

Menu

About us
Our heritage

Menu

About us
Our leadership team

Menu

About us
Press and media

Menu

About us
Social impact

Menu

About us
Alumni

Menu

About us
Middle East offices

Menu

About us
Worldwide offices

Featured

Celebrating a decade of Strategy&

Press room

Our Middle East offices

Menu

Join us
Join us
Meet some of our people Middle East Careers Qadat Women at Strategy& Middle East

Menu

Join us
Meet some of our people

Menu

Join us
Middle East Careers

Menu

Join us
Qadat

Menu

Join us
Women at Strategy& Middle East

Featured

Qadat

Loading Results

No Match Found

View All Results



SHOPPING FOR GROWTH

How to build an urban retail destination

viewpoint





As GCC member states pursue urban transformation and mega projects, they should
seize the unrealized opportunity for growth in the retail sectors of their major
cities. The region’s annual retail sales are expected to grow to US$300 billion
by 2028, a 37 percent increase from 2022. With the right steps, these retail
sectors can become global shopping destinations. That would allow retail to make
a significant contribution to urban GDP and employment, while improving quality
of life for residents and enhancing the offering to tourists.

Download the PDF


THE STRATEGY TO TURN A GCC CITY INTO A GLOBAL SHOPPING DESTINATION STARTS WITH
TWO ELEMENTS:

 * Dedicated governance
 * Vision

GCC cities should start their global shopping destination strategy by getting
governance right. They should establish a governance entity dedicated to
coordinating and leading action across the retail sector’s stakeholders,
including retailers, brands, associations, and advocacy groups. There are three
main governance models: public sector–led, private sector–led, and hybrid. The
choice of model depends upon the city’s retail ambitions and level of retail
maturity. As the city becomes a global shopping destination, it can change its
model; for example, it can move from public sector–led to hybrid, or to private
sector–led.

The governance entity defines the city’s vision as a global shopping
destination. Each city will have a distinct approach to offering compelling and
differentiated retail experiences. In order to articulate the vision, the entity
should convene stakeholders to consider the kind of global shopping destination
the city wants to become, the proper scale for its retail ambitions, the
shoppers it will seek to attract, and the definition of success.


GCC CITIES CAN USE SIX INITIATIVES TO BRING THEIR RETAIL VISIONS TO LIFE



 * Develop and implement a retail master plan
   
   The city’s urban planners and the governance entity should develop and
   implement a retail master plan to put the vision into action. The retail
   master plan defines and connects the retail clusters, channels, brands, and
   products that offer unique experiences to consumers and streamline their
   shopping journeys. It should consider factors such as resident and tourist
   flows, urban demographics, target shoppers, cultural and natural assets, and
   transport connectivity options.

 * Activate and curate a retail calendar
   
   The governance entity should design an annual calendar of events that promote
   the destination’s identity through compelling and differentiated retail
   experiences. Assembling the calendar requires that the governance entity
   coordinate closely among sector stakeholders. Public and private entities
   collaborate to organize and host events in established global shopping
   destinations so there are events for target shoppers year-round. Such
   coordination ensures that events provide memorable experiences, encourage
   return visitors, boost sales, and improve the city’s reputation and
   attractiveness as a global shopping destination.

 * Deliver retail innovations and tech-enabled shopping experiences
   
   GCC retailers can use digital technologies as frictionless checkout, which
   involves automatic payment so that customers do not have to wait at a till.
   Other technologies that enhance the customer experience are augmented reality
   and virtual reality try-ons, which allow customers to see what goods look and
   feel like from the comfort of their own home. Dematerialized aisles are
   similar, allowing customers to engage with a vast range of products through
   electronic displays.

 * Support small and medium-sized retailers
   
   GCC governance entities should coordinate support of small and medium-sized
   retailers (SMRs). Along with their significant contributions to economic
   activity and employment, SMRs fulfill the retail demand of residents while
   providing a local aspect to the identity of the global shopping destination.
   Given the importance of digital channels, cities can also assist SMRs in
   building their digital capabilities.

 * Create a deep pool of retail talent
   
   GCC cities can train and acquire high-quality retail talent to support the
   shopper journeys and experiences worthy of a global shopping destination. The
   governance entity can start by determining the current baseline for retail
   talent availability and quality. Next, the governance entity should consult
   with stakeholders to establish retail talent standards. After that, the
   governance entity should convene government agencies, universities, and
   employers to attract, develop, and retain talent that meets the standards.

 * Simplify regulations and offer targeted incentives
   
   Governments can use sectoral policy, regulations, and incentives to attract
   brands, retailers, and other investors to build their global shopping
   destination. The aim should be to reduce the time and cost of setting up a
   business. Governments can also consider targeted incentives for some
   investors, such as major brands that would build the character of the global
   shopping destination. Some incentives, such as tax refunds and duty-free
   stores, can also encourage shoppers.

GCC cities can enter the ranks of global shopping destinations, rivaling leading
centers in Europe and North America. They can provide compelling differentiated
retail experiences if they understand where they need to improve and adopt a
careful, systematic approach. The growth and quality improvement of retail
business in the GCC can become a key element in the region’s economic
transformation.


SHOPPING FOR GROWTH: HOW TO BUILD AN URBAN RETAIL DESTINATION DOWNLOAD THE PDF


MORE STRATEGY& THOUGHT LEADERSHIP

Loading...

November 2024

EMBRACING THE SHIFT: A NEW B2B TOOL KIT FOR TELCOS

August 2024

SHOPPING FOR GROWTH

August 2024

A NEW SOCIAL WELFARE MODEL

August 2024

OPEN BANKING: A MONETIZATION PLAYBOOK FOR BANKS

Loading...

Load more





CONTACT US

Makram Debbas

Partner, Strategy& Middle East

Email

Ramy Sfeir

Partner, Strategy& Middle East

Email

Sukalp Tipre

Principal, Strategy& Middle East

Email

Matteo Amici

Senior Associate, Strategy& Middle East

Email

Connect with us

 * Strategy& Middle East
 * Sector expertise
 * Consumer markets
 * Shopping for growth



Office locations Alumni Contact us

© 2019 - 2024 PwC. All rights reserved. PwC refers to the PwC network and/or one
or more of its member firms, each of which is a separate legal entity. Please
see www.pwc.com/structure for further details.

 * Privacy statement
 * Terms of use
 * Cookies info
 * About site provider