UAE: Walking along trails from 3,700BC? How Fujairah is turning mountains into tourist attractions
Fujairah is a land of mountains and rugged terrain, and within those mountains lie trails that were once followed in ancient times, as far back as 3,700BC. Today, those same paths have been transformed into thrilling adventure routes, drawing outdoor lovers from across the globe.
From rugged mountain trails to the highest swing in the Middle East, Fujairah is turning its natural beauty into adventure tourism experiences. Leading this transformation is the Fujairah Adventures Centre, an organisation that has been at the heart of the emirate's journey to becoming the top destination for thrill-seekers and nature explorers.
'We turned challenges into opportunities,' said Amr Zein Eddine, director of Fujairah Adventures Centre. He explained that the emirate's features, like mountains, wadis, and a coastline are now its biggest tourism assets.
The emirate now offers 15 adventure trails, each with its own scenery, terrain, and level of difficulty. These trails don't just offer a physical challenge, they are also steeped in history, passing through areas with cultural and environmental importance.
'People from all over the world come to Fujairah to experience these trails,' said Eddine. 'And we have more to offer and we will be soon announcing more adventure in the emirate.'
This vision was the focus of the Fujairah International Conference of Adventure Tourism held on Wednesday, April 30. It was the first event of its kind in the UAE, organised under the patronage of Sheikh Mohammed bin Hamad bin Mohammed Al Sharqi, Crown Prince of Fujairah.
It brought together experts and leaders from around the world to highlight Fujairah's growing role in the global adventure tourism industry.
The Fujairah Crown Prince spoke about how adventure tourism can boost the economy while also promoting sustainable development, not just for Fujairah, but for the region and beyond.
Eddine shared that the groundwork for Fujairah's adventure tourism strategy began in 2017. Since then, the emirate has built an entire ecosystem, creating regulations, infrastructure, training programmes, and marketing plans specifically designed for this sector. 'This conference is the fruit of a seed we planted a few years ago,' he said.
One of the emirate's most popular attractions is the Fujairah Adventure Park, launched in 2020. It already features 17 thrilling experiences including zip lines, camping, glamping, and that iconic swing, the highest in the Middle East and the third highest in the world. 'The park is now undergoing further expansion to welcome even more visitors. We will be having more adventure coming winter,' said Eddine.
But Fujairah isn't just building attractions; it's also building skills. The emirate is partnering with global organisations to train certified mountain leaders, hiking guides and climbing instructors.
During the conference, two major agreements were signed, one with Ras Al Khaimah Tourism Development Authority (RAKTDA), and another with the Cyprus Mountaineering, Climbing, and Orienteering Federation.
'We and Ras Al Khaimah are like one destination, ' said Eddine. 'The MoU we signed focuses on three things — unifying our destinations, improving training, and working together on cross-promotion.'
The event also saw the launch of a new book, 'Alpine Skills: Summer', along with safety guides for mountain biking, hiking, and camping — aimed at promoting best practices among both professionals and tourists.
Key government bodies including UN Tourism, the Ministry of Economy, Fujairah Tourism and Antiquities Department, and the Fujairah Environment Authority were honoured for their support in making the initiative a success.
'We work closely with the tourism and environment authorities,' said Eddine. 'Fujairah is not a new destination; we have trails from 3,700BC. Every new trail we discover adds another chapter to our story.'
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Campaign ME
13-06-2025
- Campaign ME
Bring back balance: Where do we stand on brand and performance?
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While some seasoned professionals speak about existing synergies between brand and performance, others call for a shift in mindsets: for clients to stop viewing brand as a cost-centre, and for agencies to defend sustainable brand health. Is performance winning the tug of war? Although brand versus performance is not a novel debate, it is a critical one in the current landscape. The discussion, previously reflected in the seminal works from James Hurman in 'The Case for Creativity' – circa 2011 – as well as the deep tech work of Karen Nelson-Field, has come back to the fore in recent research. The 2024 Nielsen Annual Marketing Report reveals that 70 per cent of marketers plan to increase their emphasis on short-term performance marketing over brand building. Watching this notion come to life in 2025 is unsurprising. Placing the age-old debate in the current context, Alka Winter, Vice President – Destination Marketing and Communications, Ras Al Khaimah Tourism Development Authority (RAKTDA), says, 'The almost zero-sum relationship between brand and performance is played out routinely over time. Now, as the focus shifts towards attribution and sales performance, especially in the age of agentic AI – where optimisation can now take place at a breakneck speed – performance marketing is certainly having its day.' She adds, 'This calls into question pressing issues all marketers face: How can we assign attribution? How do we balance brand and performance advertising? Can we iterate as we go; and if so, how often? Can AI technologies get us closer to cleaner targeting and cleaner attribution? Does brand need to be on the back burner to appease stakeholders, including the finance team?' ''In the age of instant gratification, it's all too easy for marketers to become addicted to performance metrics.' Mary Anne He, Head of Data Analytics and Insights, Havas Media Group, says, 'In the age of instant gratification, it's all too easy for marketers to become addicted to performance metrics, being readily available, quick to turnaround and somewhat easier to attribute to specific marketing activities.' She adds, 'On one hand, performance metrics are usually linked to the latest tech and shiny new tools. On the other hand, brand metrics lack that excitement because they move much slower, and proving their impact is challenging because so many factors come into play. As a result, many brands don't track brand health as rigorously as they should, often lacking the granularity and continuity in methodology needed for meaningful insights.' Wisdom post-Covid and words of caution on performance Looking back, economic constraints began tearing up the brand budget between 2020 and 2023, and it hasn't corrected since. An article by Harvard Business Review posits that the Covid-19 pandemic led to a tidal shift from upper funnel reach and brand marketing towards performance marketing to generate leads. The simultaneous boom in digital channels exacerbated this trend. In June 2023, as the world began to bounce back from the pandemic, Scott Galloway, professor of Marketing at NYU Stern School of Business, told audiences at the Cannes Lions International Festival of Creativity, 'The era of brand is dead.' At the time, Galloway said, 'I'm essentially training people to go to work for a CPG [consumer packaged goods] company and be fired, because the skills around creating intangible associations in broadcast advertising are, increasingly, being undermined by industry practice.' Unsurprisingly, Galloway's comments created pandemonium among 'brand-believers'. To settle a heated debate, leaders Campaign Middle East spoke to after Cannes Lions 2023 said that time would be the best litmus test. ''We need a passionate mindset shift, which involves seeing brand equity as a living, vital asset – not a soft extra.' Fast forward two years, and leaders now have proof that brands who have taken the braver route – even during the pandemic – succeeded and have important lessons to share. Vicky Kriplani, Business Lead, Leo Burnett ME, says, 'During Covid – when everything paused – it was actually brand narratives, not performance ads, that kept companies emotionally relevant. That period reinforced an important lesson: Brands that focused on long-term connection were the ones that endured. It's a reminder that building a meaningful, lasting brand is just as crucial as chasing immediate performance metrics.' The general verdict is clear: The industry has been overrotating towards performance for years. However, the data shows that the opposite is required. 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As someone who has led both agency and in house brand communication, I have seen how undervaluing brand equity leads to short-term wins but long term loss.' Mindset shift: Time to flip the script? The harmonious co-existence of brand and performance – even in the current metrics-minded landscape – is not a utopian or idealistic concept, but one rooted in reality. The trouble is: This will require the industry to challenge the status quo. It will require leaders to end the endless debate of 'brand versus performance' and accept a new normal that makes room for a 'brand and performance'. This will require a revamp of organisational structures to prevent separate siloed teams with different KPIs working separately on brand and performance, competing for budgets and often rowing the boat in different directions. Mai Cheblak, Head of Corporate Marketing, Emirates NBD, says, 'In today's landscape, brand can't exist in a silo; it must actively support commercial outcomes. That doesn't mean compromising on brand; it means making brand accountable. The most successful marketers are those who can create campaigns within which brand storytelling and performance metrics reinforce each other.' Cheblak adds, 'This is especially relevant in the Middle East, where digital maturity is evolving rapidly, and audiences are increasingly discerning. There's a unique opportunity for marketers to use data-led storytelling that drives both resonance and results – building meaningful connections while also delivering on business goals.' ''Brand-building demands creative bravery but also disciplined measurement.' However, this will also mean redefining ROI in a region where performance marketing often dominates the measurement agenda. Ibrahim Ghazal, Head of Search and Social, GroupM MENA, says, 'It's about finding harmony, not choosing between them. This means aligning brand and performance with short-, mid-, and long-term KPIs. Focus solely on sales in year one, and you may struggle in year two. Focus only on the brand, and you risk missed revenue. Performance media often mirrors sales targets, but even the best execution needs a strong brand.' Maya Tayara, Managing Director, iProspect MENA, explains, 'While performance KPIs remain critical, too often, immediate results are prioritised at the expense of future relevance. To walk the marketing tightrope, marketers and their partners must shift from binary thinking to fluid frameworks – using data and technology to not only track conversions, but also to unlock richer, predictive insights about brand impact, cultural relevance and consumer intent.' Leaders share that both clients – and the agencies that serve them – should develop better ways to measure the effectiveness of investments into brand, which they believe will make the case for brand-based investments. Hemalatha Subramanian, Senior Manager – Customer and Technology, Alshaya Group, says, 'We need a passionate mindset shift, which involves seeing brand equity as a living, vital asset – not a soft extra. Agencies must fiercely defend sustainable brand health, resisting clients' demands for instant results. Also, marketers collaborating with agencies should adopt a holistic measurement method, blending qualitative data and brand tracking with traditional metrics. She adds, 'Ultimately, success hinges on establishing a robust marketing KPI that evaluates the brand's connection with its audience, not solely focusing on performance-based ROI.' Building on this need for a 'mindset shift' Cheblak calls for a move away from viewing brand as a cost centre to understanding it as a long-term growth enabler. However, in order to achieve this, Cheblak says, 'Marketers and agency leaders must move beyond transactional KPIs and build partnerships rooted in trust, shared goals and data transparency. Sophisticated measurement models are key – frameworks that capture both short-term wins and long-term brand health indicators such as trust, sentiment and loyalty.' On the flipside, leaders are also challenging the industry to look beyond the numbers – to use insights not only to optimise performance, but also fuel innovation and meaningful storytelling. With competition fierce and customer expectations soaring, marketers reached a consensus that it's imperative for brands to master the balance and walk this tightrope – with authenticity and precision. Artificial intelligence joins the brand and performance conversation Before marketers embrace the thought of AI piloting them to the future, they discuss the need for a data sanity check. Leaders share that the biggest challenge is often collecting accurate, clean data to feed the tools and models we rely on. Anne He said, 'For brand in particular, the problem is usually a lack of data or inconsistency in measurement. 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Brands increasing conversion rates and reducing cost-per-acquisition – by leaning into AI and executing real-time campaign adjustments – are indirectly increasing financial pliability and channelling more investment into brand, instead of pure performance plays. Tayara says, 'Our future lies in building adaptive strategies that learn, evolve and respond in real time, allowing brands to flow budget between performance and brand-building efforts without losing precision or impact. That's how we unlock real growth, in any market condition.' Yet, while the effects of AI on brand and performance budgets become part of mainstream conversations, leaders also call for the industry to take a step back, pause, reflect and ask: Are organisations equipped with the right infrastructure and skilled professionals? Are 'brand success' and 'performance success' clearly defined for AI? Can AI truly grasp real-time market changes? Subramanian says, 'While AI offers efficiency and better forecasting, it is crucial to address data infrastructure, skills and market aptitude. The potential is clear, but marketers must continue to invest and refine AI systems thoughtfully in a way that harmonises technology and human expertise.' Ghaemmaghami adds, 'There should be more upskilling, cross-functional collaboration and trust in data-driven experimentation. I have seen the most progress when marketing, technology and finance are aligned early on.' Cheblak sums it up saying, 'Brand-building today demands creative bravery but also disciplined measurement. When art and science come together, brand becomes a multiplier for performance – not a trade-off.' Marketers conclude that while several tools exist to help them process larger datasets, identify discrepancies and move faster, there's a need to balance the art and the science of marketing; balance brave and disruptive decisions with disciplined measurement; balance creativity with analytics; and balance time and money spent on building a well-cultivated brand and amplifying performance outcomes.
Arabian Business
28-05-2025
- Arabian Business
Raki Phillips
As CEO of Ras Al Khaimah Tourism Development Authority (RAKTDA), Raki Phillips is responsible for the continued growth of the Emirate as a world-class tourism destination. This includes collaborating with key partners, regulating standards within the sector, developing the Emirate's tourism infrastructure and creating sustainable investment opportunities. In addition to improving the competitive performance of the tourism sector, Phillips is also tasked with the economic and social prosperity of Ras Al Khaimah while enhancing the quality of life for all its residents. Phillips is an award-winning hospitality veteran and a serial entrepreneur with over 20 years of experience working with some of the world's most renowned brands including Ritz-Carlton Hotels, Fairmont Raffles Hotels International (FRHI) and Universal Studios Orlando. He has always taken pride in what he has done from an early start, ever since he was a sandwich artist at Subway in the US earning his way through college to opening concepts such as JamDubai, District Lounge and Sugarmoo – a game-changing online dessert concept that was the first of its kind. Phillips has a colourful background, as an American national with Lebanese and Argentinian roots. As a fluent Arabic speaker he has a great understanding of the region having worked in the Middle East since 2005 and was recognized by Hotelier Middle East as one of the 'Top 20 Most Powerful Arab Hoteliers'. His previous role as Senior Partner and Senior Vice President of Development with International Hospitality Consulting Group (INHOCO), saw him develop hotel project pipelines exceeding $5 billion in assets and negotiating multimillion-dollar hotel deals for global luxury brands in over 25 markets worldwide. Phillips is a member of the Executive Board of RAK Airport and the Pacific Asia Travel Association. He holds a Bachelor of Science in Business Administration from the University of Central Florida, and a MBA in Organizational Management from the University of Phoenix in Orlando.
Gulf Business
27-05-2025
- Gulf Business
RAKTDA CEO Raki Phillips on how the emirate is shaping the future of tourism in the UAE
Images: Supplied As one of the most anticipated events on the global travel calendar, Arabian Travel Market (ATM) 2025 served as a hub for transformative conversations and bold industry announcements. Among the emirates making waves was Ras Al Khaimah, showcasing its dynamic tourism strategy, impressive visitor numbers, and robust pipeline of world-class hospitality projects. The emirate welcomed a record-breaking At ATM 2025, Ras Al Khaimah Tourism Development Authority ( Neesha Salian, editor at Gulf Business , caught up with Raki Phillips, CEO of RAKTDA, on the sidelines of ATM 2025 to dive deeper into the emirate's evolving tourism strategy, its global appeal, and how these new partnerships are shaping the next chapter of Ras Al Khaimah's success story. Matt Shaw, CEO of Open World, and Raki Phillips, CEO of RAKTDA at ATM 2025 Ras Al Khaimah welcomed an impressive 1.28 million international visitors in 2024. Congratulations on that achievement. What are the key strategies helping you achieve consistent year-on-year growth? Thank you. Honestly, it comes down to having an incredible team and being a destination that's growing rapidly. We position ourselves as a destination of the future, but we're very grounded in data. We analyse our source markets closely — what they're interested in, what products they expect, and how best to communicate with them. Take China, for example. Just two years ago, it wasn't even a significant market for us. We strategically partnered with companies like Huawei and and now China is in our top 10. Chinese travellers tend to opt for luxury experiences — they're staying at the Ritz-Carlton, Waldorf Astoria, and Anantara. That kind of targeted, high-impact marketing is working because we always strive to over-deliver on the experience. Besides China, which other source markets are showing strong performance for Ras Al Khaimah? Also, RAK was recently ranked among the top destinations for high-net-worth individuals. What factors are driving that appeal? Our top markets include the UK, India, Germany, Kazakhstan, the Czech Republic, and CIS countries. Each market aligns well with our offerings — from Jebel Jais, the UAE's highest mountain, to our 68 kilometres of white-sand beaches. Another unique advantage is space — our properties offer room to breathe. Take Rixos Bab Al Bahr or DoubleTree by Hilton on Marjan Island — some of these have beach fronts that are 1.6 kilometres long. That appeals to people seeking luxury and privacy. Speaking of hospitality, Ras Al Khaimah is welcoming some impressive global brands, including Wynn Resorts. How do these developments support your trajectory? Absolutely — we're seeing a surge in high-end hospitality investments. What's unique about Ras Al Khaimah is our entrepreneurial spirit. We're a close-knit community that moves quickly. When investors approach us, we help align their brand with our destination's DNA. At Mina Al Arab, for instance, we have the InterContinental and Anantara already operational, and Four Seasons and Nikki Beach on the way. Marjan Island is seeing huge developments too. We currently have 8,000 keys, and we plan to more than double that by 2030. Wynn is a game-changer — 1,500 keys of pure luxury. It's not just about size, it's about positioning. And yes, the casino element will certainly attract international visitors. Add to that upcoming openings like Fairmont, W, and our first mountain resort, and you can see how we're building a diversified portfolio of premium experiences. Tell us about your focus on MICE tourism. We've grown our MICE numbers by 40 per ent year on year. Today, MICE would be our fifth largest source market. So the growth for us is incredible. We're excited about all the hotels that are coming on board with new MICE infrastructure. So it will continue to be a big focus. And we do it especially in the incentive part of it. We do it from a wedding market and across the board.' As tourism grows, so does the responsibility to preserve the natural landscape. How does Ras Al Khaimah balance tourism growth with sustainability? Sustainability is a core pillar for us. Ras Al Khaimah offers a unique topographical blend — from serene mountains to tranquil beaches — and our biggest asset is space. This allows visitors to enjoy peace and privacy, all while being close to Dubai's international airport. But beyond the landscape, we're also investing in accessibility. We partnered with Sage Inclusion, a company that conducted a full audit of the emirate for inclusivity. That includes considerations beyond mobility — like cognitive conditions, allergies, and sensory sensitivities. We're working towards becoming a truly inclusive destination where every traveler feels welcome and catered to. What are your long-term tourism goals for 2030? And as a leader, how do you approach running RAKTDA's operations? Our ambitions are bold but achievable. Today, we're just under 1.28 million visitors annually. By 2030, our goal is to triple that to 3.5 million overnight guests and more than double our hotel capacity. We treat RAKTDA as a high-performing business. We have EBITDA goals, KPIs, and a very clear roadmap. Tourism already contributes significantly to our GDP, and by the next decade, it's expected to form a third of the economy. This isn't a 'nice to have'— it's a central pillar of our national vision. To get there, we need strong collaborations — with investors, hospitality partners, and of course, infrastructure. Ras Al Khaimah International Airport plays a big role in this. Last year, we welcomed 670,000 passengers; we aim to hit two million by the end of the decade. We're already working with partners like Air Arabia and IndiGo, ensuring air connectivity supports our vision. As a CEO, my role is to ensure that we have the right team, clear direction, and strong leadership alignment with the emirate's goals. Fortunately, we have all those ingredients in place. .
