Savills

Research article

The Middle East: Best Route to Market

Our cross-border lead in the Middle East, takes us through the opportunities the region offers and what brands need to know if they are to maximise their reach in this fast-paced market.

The Middle East offers an exciting opportunity for international operators to enter a fast-paced market which has recently become more accessible. Being geographically placed between East and West means we are seeing appeal from across the USA, UK, Europe and Asia, as brands make strategic decisions to enter a market that is more easily accessible to a global audience. According to a 2025 Global Consumer Outlook, published by AlixPartners, the UAE and Saudi Arabia are among three (out of nine) countries set for net increase in consumer spending for 2025. From a luxury perspective, Dubai and Abu Dhabi topped Savills Dynamic Wealth Index, which rates markets in terms of their potential attraction to HNWI – with the UAE estimated to have seen a net inflow of 6,700 HNWI in 2024, more than any other country.

Set against many other countries, this positive outlook means we have seen an increase in demand across all sectors, notably from international F&B operators. There has been exponential growth in the region for F&B, with the market set to more than double over the next four years.

There are several factors that should be considered when entering the Middle East market. Firstly, not to expect what you know of the process at home. Brands need to have carried out all due diligence, have relevant licences and partnerships set up, to then be ready to place financial offers within just a couple of weeks. We are seeing many examples of developers expecting and receiving full financial and conceptual bids within 2-4 weeks. Therefore, without the required due diligence, international operators will struggle to work within such tight time frames.

With limited availability and high demand, the more agility brands have with their requirement the better.

With limited availability and high demand, the more agility brands have with their requirement the better – particularly in some of the prime areas and developments. Whilst we would not expect operators to make compromises that would have a detrimental impact on their brand, if they can adapt to this it would help expedite their entry to the market.

 

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