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Furthermore, there are also major leadership challenges issues in order to harness the advance level of franchisation in Gulf countries for a maximum impact.

Firstly, the creation of sophisticated platforms; to incubate local and original
franchise-able ideas, the countries need good practical laws to service the provider and protect the buyers of such projects, and systems to educate and train large groups of people to service this arena. This demands creating institutional bodies ranging from governments, private organizations, associations and universities to all join hands in taking this revolution head-on with a game plan, and the readiness to understand this global phenomenon of the new-name-economy, where a country's wealth is also measured by the power of their global brands and their outreach over competing countries.

Secondly, acquiring a deeper understanding; global image repositioning issues are becoming more and more critical, slowly shifting the western brands powers to the emergence of newly-created Asian brands with traditions and lifestyles in mind, also giving Dubai and Gulf countries an opportunity to join the race, and take the quantum for new franchise-able identities. These issues also rest with the educational fronts where there is a critical need to train tens of thousands of local front line managers into marketing and branding-savvy personnel, so that in turn, they become instrumental in creating great success stories from within the companies.

The importance of creating a deeper understanding among every front line manager is to adopt standards while appreciating the powers and the role of intellectual property in such a combative upcoming global franchise wars. Thirdly, localization; as an owner-operated-business-occupational activity, there is nothing better than the franchise model. The real success of this concept came when managers became owners, resulting in a high level of loyalty, service and performance which fueled quality control and growth.

Today, in countries all over GCC, finding great occupational activity for the younger population, and to offer them a platform for turnkey businesses is one of the best long-term strategies for the future. To encourage an owner-operated model would involve family type business at the grassroots level and also create a safer environment to carry the business forward and expand into more outlets or other similar models.

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Naseem Javed, recognized as a world authority on corporate image and global name identities, is a harsh critic of casual and accidental naming. He is a dynamic speaker on corporate image and branding issues, and is also the author of Naming for Power. He founded ABC Namebank International, an image and branding consultancy over 25 years ago.
Website: www.abcnamebank.com