Mr. Abdel Khaliq, Isam / CEO, Arab Orient Insurance Company

Company Profile:

In 1996, Arab Orient Insurance Company was established in Amman. It is a public non-life insurance shareholding Company. In the year 2000, a group of investors led by Jordan Kuwait Bank acquired the company entirely and changed it’s management under my leadership. Currently, it is the leading Insurance Company in Jordan with a premium income (turnover) of JD’s 45,000,000 with more than 2,500 corporate clients. Furthermore, it employs more than 170 employees and has branches in Aqaba City, Swefieh, and Marka. Arab Orient Insurance Company is rated B+ with a positive outlook from AM BEST; the leading and most authoritative rating agency in the world. The company was also voted best insurer in Jordan by EUROMONEY; a leading financial European publication.

How did you start your business?

As above.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

Yes I did. From the intial stages, I was determined that the company will grow to become one of the best in Jordan and the region as well.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

The fact that we have hired and trained hundreds of employees in the last 10 years. Some of whom became top executives and general managers in different companies in Jordan and the Arab World as well. I cite this above all my other accomplishments because it added great value to our employees and improved their livelihood.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

The biggest challenge I faced was convincing my employees 10 years ago that Arab Orient will be the leading Insurance Company within 5 years. Back in the year 2000, we were number 27 out of 27 insurance companies in Jordan; therefore, our employees could NOT even imagine that such goal is feasible. It took a lot of effort, convincing, leading by example, using coercive and non-coercive methods, getting very close to them, using a lot of psychology, and showing them how it is done. Today, I have more than 200 strong employees that share the same vision and dream that I had 10 years ago. It is worth mentioning that my new challenge nowadays would be to convince my current staff that we can go from a JD 50 million turnover company to a JD 100 million company in 5 years. I am using the same approach now to get them to believe that we can. The only thing I am doing differently is trying to hire first class executives so that we can achieve that feat with less hassle and more efficiency.

What do you think it takes to be successful in the industry your company competes in?

It takes determination, passion, heart, and discipline.

What advice would you give to those contemplating starting their own business?

Be creative and “destroy the box”. Be innovative and come up with something different at all times. Respect your clients and get close to them. Credibility and reputation are the most important factors in the success of any business.

What is the question I did not ask, but should have?

You have all the questions.

Mr. Abujaber, Kim / CEO, Fuad Abujaber & Sons Group

Company Profile:

Fuad Abujaber & Sons Group encompasses Mining Industries, Specialized Contracting, Insurance, Trade, Steel Manufacturing, Agriculture, Packaging and Distribution, Real Estate and Investments through major ownership in 11 public and private shareholding companies based in Jordan. The group employs over 500 personnel on a full-time basis and it’s activities are spread throughout Jordan. The various group companies operate locally, regionally and internationally by supplying manufactured products and services that range from exotic vegetables to steel, silica, natural stone, plastics, silica sand, decorative beverages, stone and services among others.

Owners: Fuad S. Abujaber Chairman; Kim F. Abujaber (CEO); Kais F. Abujaber (COO)

Company Info

Fuad Abujaber & Sons Group consists of the following companies:

Equipment Sales & Service LLC; Farradj & Co LLC; Sa’d Abujaber & Sons LLC; Al Badiyah Engineering LLC; Solid Iron & Steel manufacturing & Forming PSC; Developed Agricultural Marketing LLC; Arab Equipment Trading LLC. (AETCO; PETCO Technical Packaging LLC.; (SLCA) International Silica Industries PLC; (TRAV) The Travertine Company PLC; (JIIC) Jordan International Insurance Company PLC

How did you start your business?

I started working in the family drilling business during my college vacations from 1977 till 1980. When I returned to Jordan, I knew it was going to be my full-time occupation, but I never expected it to grow to encompass such a diversity of businesses and interests within the span of 30 years. I must say it has been an interesting and a pleasurable endeavor.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

As previously mentioned, when I began my involvement in the family business over three decades ago, I knew it would become my full-time occupation. However, I did not expect it to become so diversified. Over the span of three decades, the business transformed from specialized contracting and trade to incorporate mining and steel industry, plastics, agriculture production, packaging and export, and insurance. I did not expect it to cover service industry, investments and trade which it does now. I think growth is essential but needs to be well studied and can not be expected to provide an immediate return.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

The most rewarding aspect relative to what I have accomplished is the constant learning and knowledge gained in the various fields I am involved in. It began with specialized contracting and moved onto trade, insurance, mining, steel, agricultural industry, date palm farming and specialized product export, real estate and banking. It was quite an array of businesses that covers the service, industrial, insurance and financial sectors. What amazed me the most were the wide array of opportunities that arose. We studied them thoroughly and chose what we felt would work best for us as a growing family business.

The most rewarding aspect of my experience is still, after 30 years, having the pleasure of working with and learning from my father Fuad Abujaber, who is 82 years old and comes to work on a daily basis. Moreover, being able to have my brother Kais as a proactive partner in our family business is a privilege. Other than that, I love to watch things grow, whether be it trees, vegetables, sales, industrial expansions etc. In my opinion, success is the ultimate reward.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

What I have found most challenging were people’s diverse aspects; for instance, convincing my partners and staff to challenge my way of thinking and to improve it. Meanwhile, they should be patient with new businesses and their span of growth and returns. I look at new ventures with a long term vision.

What do you think it takes to be successful in the industry your company competes in?

Leadership, excellence, teamwork, strong belief in your offered product whether it is a service or manufactured or traded products, cost effectiveness, aesthetics, quality and professionalism are all essential ingredients needed for the success of our businesses.

What advice would you give to those contemplating starting their own business?

My advice to new business owners would be diligence, honesty, total conviction in your business. Furthermore, I urge the use of superior professional services when needed, think outside the box; accept open criticism on your ideas, utilize them effectively, and finally have the willingness to persevere and learn. It is a tough environment out there.

What is the question I did not ask, but should have?

I wish you had asked me if I were happy. The answer would have been certainly yes. I love to achieve, succeed and take on new ventures.

Dr. Al Jaber, Abdul Malek / CEO, Zain Jordan

How did Zain start?

Zain was established in 1983 in Kuwait as MTC and was the region’s first mobile operator. Since 2003, it has grown to become the leading telecommunications operator across the Middle East with a commercial presence in 8 countries. In Jordan, Zain was first founded as Fastlink in 1995, and was the first operator to introduce mobile phone services into the country. In January 2003, the company became part of the Zain Group in what was considered the largest single acquisition in the Middle East area, and the largest private sector investment in Jordan.

Being a distinctively leading operator in the Middle East region, Zain has pioneered in introducing state of the art services and technological innovations at par or even surpassing similar services being offered worldwide. In addition to introducing a number of new services into the market place, the company made telecom history by being the first to introduce the “One Network”; a technological breakthrough in the telecom industry. This unique service simply revolutionized the customer experience and replaced the concept of roaming worldwide by offering the world’s first borderless mobile service experience enabling customers to make phone calls to colleagues, friends and family at local rates while eliminating roaming charges.

When you first started working in this sector, were you expecting that it would become not only your passion, but also your full-time occupation?

The telecom sector is an area I have always found myself in. It is the fastest growing industry and is highly competitive; requiring courage and an unconventional way of thinking. Telecom allows you to work with the best breed in technology and serve the most demanding in customers, the youth. These two combinations makes it a very inspiring and fast moving industry.

What is so rewarding about working with Zain is that we are always faced with a new challenge. It is an exceptional environment where we create convergence of energies and synergies. We are one family as employees creating a formidable team spirit. Our clients’ interests top our agenda and our operations. We seek to create one outcome for our entire stakeholder base; we succeed to reward, to overcome obstacles to serve best our clients; and achieve financial outcome for our shareholders.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

I think the most important accomplishment is linked to a sense of gratification we feel as a family when we engage in our sincere efforts to enhance our practice of Corporate Social Responsibility (CSR).  CSR is the deliberate inclusion of public interest into corporate decision-making, and the honoring of a triple bottom line values: People, Planet, and Profit.

On a more personal level, CSR has been in my blood system for a very long time.  I remember volunteering to teach children living in Canada’s Indian Reserves when I was a student at McGill University.  I always had an active role in several international and regional initiatives; from volunteering with the ANC to fight Apartheid, to participating in environmental initiatives and recycling projects in Gaza. I have been always guided by the value system that was deeply engraved in me from my childhood; to care for others and to care all the time.

What were the biggest challenges you faced and how did you overcome them?

I have faced two types of challenges. The first is linked to the fact that the telecommunications industry is developing really fast, requiring a special set of skills and the ability to continuously come up with new and creative ideas when responding to challenges. This is why I always strive to learn more. I have this habit of going back to school on a yearly basis despite being a CEO. It is one of the magical activities that have helped me deal with all the challenges facing our business, especially after the global economic crisis.

The second type of challenge is the ability to understand human nature. Empowering your employees is an element that increases people’s trust in their abilities. It is a challenge which I tackle all the time. It is imperative that we act as role models to today’s youth. The sad thing is that they are not appreciative of how lucky they are, today they have access, and they have information. They need to work harder and care more for the other.

What do you think it takes to be successful in the industry your company competes in?

The most important thing is leadership. Effective leadership has to be all inclusive; it has to be sensitive to others and it has to be naturally inspiring. I believe it is very important for a leader not to postpone attending to or facing a challenge or a problem but to deal with it immediately. Delay is not an option. The sooner we deal with a challenge, the less likely it might snowball into something bigger. As leaders we need to also listen to others, to our peers and to our youth, or else we will operate in a vacuum.

It is also important to encourage and support a decision-making environment, and to give employees the tools and knowledge they need to make and act upon their own decisions. By doing this, you help your employees reach an empowered state. 

It is also important to reward the employee’s accomplishments and achievements psychologically, it doesn’t have to be financial or material, it could be with a word of appreciation and encouragement. Make them enjoy the success while you handle the burden of problems.

Be human, feel with your team and understand their problems, don’t look at them as machines.

What advice would you give to those contemplating starting their own business?

Be daring, be persistent, be fresh and remain focused on your dreams. I know that the environment for entrepreneurs is not ideal. One of the many challenges is the fact that access is limited and few doors are constantly open for fresh ideas in the Arab world. Therefore, it was incumbent for us at Zain to act. We launched a new initiative “Ibdaa Bila Hudoud”. The initiative which is designed to be launched nationwide, is an incubator for innovative ideas and businesses that seeks to host excelling university students and spur their creativity and innovative ideas by offering training, financial and technical support.

In terms of offering advice, I would like to stress on the value system of “hard work” as a very important element for success. We at Zain despite our relative success, continue to work hard and strive to essentially take the lead and to consistently invest in innovation to offer new services and technologies.

Another key value system is sustainability in everything we do from commercial business to CSR activities. We do not look for quick fixes or shortsighted solutions. We aim to have long term strategies and vision. However; in our efforts to be sustainable, we do not limit creativity or distinction. On the contrary, we do encourage change and innovation. That is the only recipe for success.

On a personal note, many of you, especially younger employees, might find themselves not patient with the process. I do encourage you to learn to be patient. Being patient does not mean missing out, it means more hard work, more self respect, and more maturity so that when success hits you, it can be rationally absorbed and respected.

Dr. Al-Wazani, Ali / GM, First Insurance Company

Company Profile:

With a vision to be the “Role Model” of a modern and dynamic Takaful Operator in Jordan and the region by delivering the best value for all stakeholders, First Insurance Company (FIC) was established in Jordan in the year 2007. The start up capital of (FIC) was JOD 24 million as a General Insurance Company providing Insurance Services that are based on Islamic principles (Takaful). The mission of (FIC) is delivering a comprehensive range of innovative, equitable and transparent Takaful Insurance Services that are based on Islamic principles and first class insurance security.

How did you start your business?

After nine years of being a senior executive in a well established leading insurer, it is not an easy decision to step out and restart again. The matter gets more complicated when you look at a hypercompetitive market like ours and say yes, I can make it, and again, from the scratch. The attraction of start ups is that you have all the space to paint as much beautiful picture as you can. First Insurance Company was established as a result of joint efforts of businessmen and financial institutions from Jordan, Qatar, Bahrain, UAE and other Arab Countries who believed in the potential of Takaful Insurance Market in Jordan.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

I cannot think of myself being part of a static organization, this comes from a deeper basic self understanding point of view rather than a wishful thinking one. Actually, I have never thought of a “full-time occupation”, I feel, unless you’re able to make a difference in the field you work at, you’re not achieving anything even if you are 24/7 busy doing your job, and that’s what I always aimed at, making the difference.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

This question is strongly linked to the previous one; in order to answer, I have to think about occasions when I said to myself: here I made a difference. One of the most interesting experiences is when my team and I at (AOIC) obtained the first and only financial strength rating for an Insurance Company in Jordan at a time no Insurer would dare going through this exercise, this was three years ago. Today, there are four rated insurers in Jordan, that’s really refreshing.  Also, two years ago, when I joined First Insurance Company, the market share of Takaful operators in Jordan did not exceed 5%, I had a strong belief that this industry should dominate a market share of not less than 25%. By the end of this year, I’m proud

to say that  we’re hitting the 10% mark and only in two years.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

Life is full of challenges. It’s the name of the game. When you start a project, you foresee some major challenges. For me, this was a bit clearer than other entrepreneurs, as I continued working in the same field (Insurance). However, challenges like, soft market characteristics, extremely competitive market, late entry difficulties, and selling a product that is closer to a commodity rather than an advanced financial service, were not the biggest challenges. Creating harmony and team spirit in a team of about 45 people I had to appoint in different positions in an extremely very short time was a tough challenge. Changing the relatively negative image of the Islamic insurance industry was another big challenge. Having said all of that, I believe the biggest challenge has not come yet and I’m just preparing myself and my team to face.

What do you think it takes to be successful in the industry your company competes in?

It’s true that insurance business needs a specialized knowledge and technical know how. However, I think the ingredients of success are alike in different industries. Belief, vision, hard work dedication and as a friend of mine used to say: It’s not about doing it; it’s doing it day in and day out.

What advice would you give to those contemplating starting their own business?

I would say that all knowledge, all discoveries and all inventions of the future are in the universal mind as possibilities waiting for a human mind to draw them forth, draw yours.

What is the question I did not ask, but should have?

I believe you covered most of the subjects, and I would like to congratulate you for a job well done.

Dr. Aryan, Amjad / CEO, Pharmacy1

Company Profile:

Pharmacy1 is the number one retail pharmacy chain in Jordan.

Pharmacy1 is raising the bar for pharmaceutical healthcare in the region through the following practices:

1. Experts in the field of pharmaceutical care

2. State-of-the-art prescription processing using Ph1 system

3. Patient counseling services

4. Educational updates

5. Pharmacy1 Training and Drug Information Center

6. Accessibility

How did you start your business?

Born to a pharmacist father in Palestine, I spent my entire life in the pharmacy business. At the age of 18, I immigrated from Palestine to Boston, USA. I was admitted to the Massachusetts College of Pharmacy where I earned a degree in Pharmacy with a specialty in Retail Pharmacy Management in 1995. During my education and following graduation, I worked for CVS in Boston. I was promoted from an intern to a manager for the Boston region. After leaving CVS in 1997, my siblings and I acquired a small chain of pharmacies in Miami. However, after observing the successful business model of CVS and other chains in the US, it was quite easy to recognize a market gap in my home region.

At that time, the retail pharmacy sector in Jordan was characterized by poor quality of service, low level of technology, and inconsistent management among pharmacies. Seeing an opportunity, despite these challenges, I opened the first Pharmacy1 branch in 2001 in Amman and went back & forth to the US until I moved back with my family to Jordan in 2004.

With the emphasis on customer service and easily accessible products, the outcome was an immediate success. Soon after, I began to expand rapidly.

When you first started your business, were you expecting that it would become not only your full –time occupation, but also a growing company?

I started my business having exactly that in mind. That has been my motivation and determination from day one and today I can safely say it is starting to be recognized as a growing business. However, it never ceases to amaze me that it does.

Pharmacy1 is not only a successful business model; it has been improving the lives of stakeholders.

Customers have access to counseling by the experts in their domain. Moreover, the experts in pharmaceutical care, as I like to refer to them, have access to a wider-range of products in a more user friendly atmosphere.

Rebuilding the prestige associated with the industry by not only offering attractive salaries for employees, but also by changing people’s perceptions on the profession. Nowadays, people no longer perceive them as shopkeepers, on the contrary, they are considered to be professional and modern pharmacists. This transition was an essential outcome of our efforts and work so far.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

My motto is and has always been “Everything is possible and we are able to do whatever we s et our minds into. Everything is possible if you have enough passion and determination to it. “Fulfillment of my vision and finding people, my current team, who share the same vision and motto is probably my greatest reward.”

It is by far, above everything else, the culminate point anyone can achieve; i.e. having a team that speaks, acts and believes in the same thing.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

Starting point, my biggest challenges were:

- Laws and regulations: the law allowing for the existence of chain pharmacies was there; however, it lacked implementation. It was up to Pharmacy1 to act and implement on it. That, as we all know, is always a big challenge.

- The human element: in a country swamped by huge talents, the lack of appreciation & understanding of the retail pharmacist role makes it very challenging to attract these talents. Moreover, the relatively high employee turnover represents a big challenge because Pharmacy1 invests in a lengthy training for all employees, finding employee replacements is a time consuming issue.

To overcome that, we built several simulation pharmacies in the local schools of pharmacies: Jordan University, University of Science & Technology, Isra’s University and Zeitouneh University. This has helped reach out and allocate talented students since those simulation pharmacies are shaped to serve as a recruitment center for these talents.

Today; in spite of the aforementioned, maintaining our success and keeping up with people’s expectations is our ongoing challenge that needs to be addressed continuously. Our business is very dynamic and we need to stay abreast of what happens around us and always look for ways to serve our customers better.

What do you think it takes to be successful in the industry your company competes in?

I do not believe there is a custom tailored formula of success for each industry out there. I strongly believe that whatever business domain you are involved in ‘just do it.’ Do not sit around waiting for somebody to give you something. Be in charge of your life and take full accountability for your future.

What advice would you give to those contemplating starting their own business?

Believe in yourself and always listen to your inner voice that pushes you forward. The talents we have in Jordan are incredible and we can achieve so much in a very professional way.

Believe you can & you will!

What is the question I did not ask, but should have?

You have covered all ranges of questions.

H.E. Mr. Awad, Marwan / CEO & GM, Jordan Ahli Bank

Company Profile:

Established in 1955, Jordan Ahli Bank is Jordan’s oldest registered bank. It is now the 3rd largest bank in Jordan in terms of assets. Jordan Ahli Bank also has branches in Palestine, Lebanon, and Cyprus. The Ahli family consists of more than 1,600 proud employees and more than 200,000 clients.

Being innovative in the financial industry, Jordan Ahli Bank was the first to establish an SME division (Small, Medium Enterprise); as well as, the first in the Middle East to create a fully dedicated state of the art Corporate Branch. We have also recently inaugurated Ahli Financial Leasing Company, one of the premier leasing outfits in Jordan. Furthermore, we created a company; Middle East Payment Services (MEPS), with other leading Jordanian banks. MEPS is a payment processing company that was founded on our strategic partnership with Mastercard International. Ahli Bank also established Ahli Microfinance Company more than a decade ago, making the Bank one of the first players in the market to introduce microfinance successfully in Jordan. Finally, Ahli Bank initiated Ahluna, a non-profit organization, which controls a multimillion Jordanian dinars endowment fund committed by the bank and our strategic partners. It focuses on supporting the many socioeconomic initiatives in Jordan that help improve the lives, health, education, and economic prospects of our citizens.

I can confidently say that Ahli Bank is truly a leader in the financial industry. Most importantly, it is a corporation that not only introduces innovative ideas to add value to Jordan’s economy, but also cares deeply about corporate social responsibility and charitable initiatives.

As a Deputy Chairman and CEO/GM of Jordan Ahli Bank, how did you start your business? Were you expecting that it would be a successful and flourishing bank?

Jordan Ahli Bank is Jordan’s oldest registered bank, and has been around since 1955. It has a deep heritage, and has contributed a lot to the economy for more than half a century since its foundation. When I joined the bank in 2006, my primary mandate was to continue building on the heritage of the bank. I also saw the need to modernize it so that it can compete regionally as well as globally with other financial institutions. Our ambitions are extremely high – we want Jordan Ahli Bank to become a world class financial services institution here in Jordan. Furthermore, we aim to build this state of the art foundation that could be used for aggressive regional expansion in the future. This, of course, is extremely difficult to do and takes many years of work. We have developed an extremely detailed strategy to build this “best in class foundation” locally; it is focused on five pillars, namely: Segmentation, Risk Management, Human Resources, Sales & Marketing, and finally IT. 

As unprecedented experience in both Public and Private Sectors, what is your biggest accomplishment and why do you cite it above all your other accomplishments? What were the biggest challenges you faced and how did you overcome them?

I had the chance to be both the Undersecretary of Ministry of Industry & Trade; as well as, the Minister of Finance. During that period, I was fortunate to have had the opportunity to significantly grow my personal and professional experience in the public sector. In turn, those experiences provided me with an excellent background in public service and in the intricacies of how our government operates.

My main accomplishment in the public sector was to control and manage the budget deficit; ultimately, to assist in improving the financial stability of our economy.

My primary accomplishment in the private sector would probably be being one of the only financial industry executives who worked in the Central Bank, Commercial Banks, Islamic Banks, and in a specialized Industrial Development Bank. My main focus was to restructure the banks in order to improve their financial and operational performances. In many cases, I was also involved with “open heart surgery” by engaging in major migrations from old to new core banking systems, which is a very technical, multi-year process for a bank.

As a Visionary Man, What do you think it takes to be successful and competitive in banking sector? What advice would you give to those planning for a career in the banking sector?

You need to be hardworking, determined to persevere and acutely perceptive. However, to be an excellent leader is also critical, you must be capable of evaluating credit intelligently, to assess risks comprehensively, and to be able to make really tough decisions on a daily basis.

Ultimately, you have to be open-minded and sometimes adopt an aggressive outlook in your decision making.

What is the question I did not ask, but should have?

What does it mean to win in business?

Winning in a business, when approached holistically, is a very important and profound concept. When a healthy business ‘wins’ by growing and thriving, it is not only introducing new services or products into the market that enriches the lives of people, but it can also create more work opportunities, higher pay for employees, more liquidity and wealth for shareholders, and ultimately great value for the community in which the business operates. By ‘winning’ in business, you can have a profound and positive impact on the people, environment, society, country, and to a larger extent the world in which the business works in. It is precisely this comprehensive view of winning that drives and motivates me... 

A business “wins” if it can find a way to ensure that all stakeholders, shareholders, employees, society and regulators, the environment etc benefit. It is this approach to winning that makes it a noble endeavor, whereby it enables a business to transform the world around it and inspires a ‘winning’ business to build a legacy that can truly stand the test of time.

Mr. Bustami, Imad / CEO, Bustami & Saheb Trading Company

Company Profile:

Co. Name: Bustami & Saheb Trading Co., Ltd. (BSTC)

Website: www.nissan.com.jo, www.anaonissan.com

Year of Establishment: 1969

Type of Organization: Partnership Limited Liability

Registered Capital = 8 Million Jordanian dinars

Working Capital = 20 Million JD’s

Type of Business: Automotive Business – Nissan Authorized Distributor and Dealer

Vehicles, accessories and related spare parts sales

After-sales services, Body and Paint shops

Outlets Presence and Distribution: Amman, Irbid and Aqaba

No. of Employees: 185 (2009)

How did you start your business?

BSTC has been established in 1969, a partnership company between Bustami and Saheb family’s. From the beginning, the type of business was specifically in the automotive sector. We were the authorized distributors in Jordan for Datsun. Later on, it changed to Nissan.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

BSTC vision was and still one of the most prominent Jordanian private trading companies. We aimed to provide the best quality services to the Jordanian consumer, to contribute into our economy’s prosperity and to attain stable and sustainable growth.

What is the most rewarding thing you have accomplished and why do you cite above all your other accomplishments?

Contribution to society; BSTC has been contributing in social activities by paying back to the society as a Jordanian socio-active organization (SOS, Takieh Um Ali, etc.)

What were the biggest challenges you faced as entrepreneur and how did you overcome them?

One of the biggest challenges was meeting our customers’ expectations and satisfaction. Therefore, we have spread our network all over the kingdom which includes service and sales outlets in Irbid and Aqaba. By doing so, we have reached out to our interested and loyal customers by being the pioneers in our field.

What do you think it takes to be successful in the industry that your company competes in?

Understand your customers’ needs and meet their expectations. Moreover, customer’s satisfaction would be attained by the quality of services provided to them.

              

What advice would you give to those contemplating starting their own business?

To have a professional business integrity and honesty

Setting objectives and goals in accordance to SMART objectives

Consistency and hard work towards achieving those objectives

Last but not least, to meet customers expectations and satisfaction which defines the sustainability of your business

What is the question I did not ask, but should have?

Describe how the governmental regulations can be a vital pillar in your business and economy’s success?

Mr. Dia, Rand / Deputy GM, HERTZ Shakhshir Rent A Car

Company Profile:

Shakhshir Rent A Car was founded and licensed in 1979, and was awarded the Hertz-Jordan Franchise in 1993. Currently, we have direct operations in over 9 locations in Jordan. They are distributed to meet the countrywide demands for our transportation solutions. We employ more than 150 employees; our fleet exceeds 500 vehicles to serve both our rental and chauffeur driven clientele requirements.

Hertz-Jordan offers it’s clients the best services whilst conforming to international standards and expectations. In case of breakdowns or emergencies, we will reach our customers within 45 minutes anywhere around the Kingdom. Hertz-Jordan serves most of the large missions in Jordan; including numerous Embassies in addition to most of the official Jordanian facilities. Hertz-Jordan has provided most of the coalition exercises in Jordan with their transportation needs for the last 15 years.

              

At present, Hertz-Jordan has branches in King Abdullah Gardens, Al Rabieh, Al Bayader, Al Qastal, Dead Sea, Aqaba, and most 5 Star hotels including: Grand Hyatt, Mövenpick Dead Sea, Sheraton, Marriott Dead Sea, Holiday Inn Dead Sea and Ibis. All these diverse locations give the company superior presence and an edge over competition.

How did you start your business?

In 1980, I used to work for a small company as an office boy cleaning cars, the office and answering the telephone calls. At nighttime, I used to work as a night shift leader at the reception of the Intercontinental Amman. I became a salesman at the same car rental company, and moved to another car rental company until I finally joined Shakhshir Rent A car in 1985 as a sales manager. Mr. Hayati Al Shakhshir, God rest his soul, became a mentor as well as a father figure to me. He was the partner and the General Manager of Shakhshir Company at that time. The support from him and all Shakhshir family especially Najati Al Shakhshir, current General Manager and partner of Shakhshir Rent A Car - Hertz encouraged me to do the best for my company. I dedicated my time and worked tirelessly in order for it to grow. I believe in my career life; if you make your company big, you will be big too.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

I believe all people expect that they will do very well for themselves and the company they are working for. Personally, my case differed. I always wanted to succeed in my life for me, my family, company, clients, colleagues and friends. I succeeded for all not just for myself. I worked hard to make them happy and satisfied with my services. In return, the trust I earned from all the people who knew me helped me grow personally, and my organization at large as well.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

The trust I have earned from people who knew me, and the clients who have dealt with us are great successes. I consider the aforementioned as well as my other accomplishments rewards for my hard work. I believe that we all aim to earn people’s trust and seek to thrive in our businesses.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

Up till this moment, I consider satisfying the clients a big challenge. Personally, I like to follow up the services we give to our clients. For example, I follow up on reservations and the vehicles we rent out - whether they are clean; checking the breaks, oil, tires etc - as well as many other details. I always look for perfection, which is why I do not leave a chance for any mistakes.

What do you think it takes to be successful in the industry your company competes in?

Service, experience, number of vehicles and employees, locations in Jordan and all around the world. Most importantly is honesty to our clients and being true to our values.

What advice would you give to those contemplating starting their own business?

My advice to whoever wishes to open a car rental business would be to make a good feasibility study and to start at least with not less than 100 vehicles.

What is the question I did not ask, but should have?

About our Vision

“To lead in the industry by defining service excellence and building unmatched customer loyalty”

About Our Mission

“To ensure a stress-free car rental experience by providing superior services that caters to our customers’ individual needs”

About Our Values

Integrity

To honor all commitments to our customers, employees and shareholders

To conduct business with unwavering high standards of honesty, trust, professionalism and ethical behavior

To communicate openly and frequently, sharing what we know, when we know it

Quality

To place the interests of our customers first

To be dedicated in providing an individualized rental experience that assures customer satisfaction and earns the unwavering loyalty of our customers

H.E. Mr. Goussous, Zaid / CEO, Romero Group

Company Profile:

With six restaurants around Jordan, Romero Group offers culinary delights from around the globe. When visiting any of our wonderful outlets, you will experience the pleasure we take in preparing our food; from baking our own bread to making our own ice cream.

The six jewels of cuisine in Jordan, proudly managed by Romero are:

Romero Restaurant (Amman) 1988

The Living Room (Amman) 2004 / The Living Room Loft 2010

Umm Qais Rest House (Irbid) 1991

Pella Rest House (Northern Jordan Valley) 1991

Romero at the Royal Yacht Club of Aqaba 1997

Haret Jdoudna Sister Company (Madaba) 1997

In addition to Romero Events & Catering Department (Amman) 1993

How did you start your business?

It was by coincidence. My friend and neighbor Flavia Romero was visiting us in Jabal Amman. She asked me if I would be interested in buying Romero Restaurant because she was getting tired of the hassles of management. Even though I was trained with a Masters Degree in City Planning, I had always worked as a student during summers in restaurants in London and the U.S. My answer was an immediate yes, as this was my hidden passion. That was 22 years ago, and Romero was established in 1979 making it the oldest established fine dining restaurant in the country.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

At that time, I had no plans to expand since we were dealing with a boutique restaurant. As time went by, I increasingly felt the urge to open new outlets, more out of passion than profit! Our next outlets were in the remote areas of Umm Qais & Pella.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

Haret Jdoudna Project, Madaba, in partnership with Ibrahim & Waddah Jumaian. This was the site of partly habitable, derelict & demolished stone buildings representing periods from the Roman till the 19th century. Most was buried underground. The challenge was to resurrect a landmark that would act as a forum & social node for the proud people of Madaba, a mosaic of local food, crafts, music & culture. That is exactly what happened. It has sustained itself for over 12 years, and personally I am very proud of that.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

Challenges that face any potential entrepreneur in our business until today, namely unfair financing conditions by the banks, investment promotions, laws that do not cover our sector, shortage of qualified & trained staff, archaic byelaws & lack of understanding in the importance of our sector by government officials. Through my chairmanship of the Jordan Restaurant Association for the last 3 years, we have dedicated 70% of our time lobbing for changes & improvements in understanding fully the private-public sector partnership.

What do you think it takes to be successful in the industry your company competes in?

Real, flair, understanding what it takes, coupled with passion and knowledge of what the customer wants are the ingredients for success.

What advice would you give to those contemplating starting their own business?

It is getting tough out there. So many people have the slightest idea of what it takes are entering the business and flooding the market with sometimes mediocre concepts and bad designs. You must be creative, choose a good location, retain a good designer, hire a creative chef and be courageous enough to bring him or her from abroad.

What is the question I did not ask, but should have?

“It is true that we make 60% net profit?”

Keeping in mind the very tough competition out there, restaurants average a net profit of 20% assuming all is well. Otherwise many lose, bleed and eventually close from bankruptcy.