Success Stories
Business Opportunities and Ethical Questions in the Gulf Region
Nov 4, 2025
Professor Paul Ammann and journalist Gerald Drissner have written a market leader for the Gulf region. Why they, as experts in the region, relied on the support of S‑GE is revealed in our interview.
The Gulf region is increasingly being regarded as an attractive market among Swiss exporters. What are the reasons for this growing interest?
Prof. Paul Ammann: On one hand, many SMEs have long relied too heavily on the emerging markets in Asia. However, in the future, for example, China will contribute less to growth, and we need to see if we can find alternative support, like in the Gulf region. The countries there are developing visions for the post-oil era. They are already actively planning how to transform their economies.
With our market leader, we want to raise awareness among Swiss SMEs about this dynamic market so they can assess their potential. At the same time, we feel that companies need support because the culture is very different.
Gerald Drissner: The Saudis are ahead of us; they are well-informed about the western world: When you talk to young people in the Gulf region, they speak absolutely perfect English. They watch Netflix, listen to western music, and read the New York Times and the Guardian. However, we know little about Arab culture.
The potential of the Arab market is impressive. But there are also critical voices that note that one should not do business in countries where human rights are violated. What is your stance on this?
Prof. Paul Ammann: To my knowledge, we have addressed the issue of ethics in our book for the first time in a market leader: Should we even export to Saudi Arabia considering the war in Yemen, the murder of Khashoggi, and the way they treat people? This is often not talked about, even though ethics are important, especially for Gen Z.
We do not provide conclusive answers but want to encourage business people to confront ethical questions. Additionally, we aim to present the Arab perspective and offer practical information and advice.
For 20 years, I've been advising, if you need a partner for export, go to S‑GE. Now, I finally had the chance to verify if S‑GE is good, and I say: they are not just good, they are very good.
Prof. Dr. Paul Ammann
Bern University of Applied SciencesYou don't just know the region by hearsay; you have both lived there for a long time. Why did you still turn to Switzerland Global Enterprise (S‑GE) for the research on your book?
Prof. Paul Ammann: The challenge was to ensure the timeliness of our information and to find good contacts. Larbi El-Attari, the local employee from S-GE, is excellently networked and connected us with conversation partners who are normally inaccessible, such as someone from a family office or the founder of a bank.
Gerald Drissner: It was impressive that El-Attari not only has a good network but also one where there is mutual trust. This is the most important thing in the Arab world. Without it, interactions remain polite but non-binding. The S-GE employee acted as a guarantor for us—a crucial concept in the Arab world; he ensured an open conversational atmosphere and saved us weeks of relationship building.
How did the collaboration with S-GE proceed?
Gerald Drissner: I first participated in a business mission from S-GE. This gave me up-to-date information and closeness to the companies. We had an excellent program. I could observe the interactions, and if any questions arose, El-Attari offered guidance. Many of my fellow travelers, for example, did not know how to present themselves: should I present facts, tell a story, talk more about myself, what should I reveal? The local expert could help here. He also gave tips for follow-ups, which is the most challenging part.
Prof. Paul Ammann: After the trip, we conducted online expert interviews on all matters related to business in the region. Without these conversations, our book would not exist. It was extremely helpful that we could let the local specialist review the interviews afterward. El-Attari shared his perspective, provided feedback, and contextualized the statements.
Was there anything that surprised you despite your experience?
Gerald Drissner: What deeply impressed me was this zest for the future, it's contagious. The enthusiasm for technology. Sometimes we miss that here.
Prof. Paul Ammann: The prevailing optimism is uplifting. In Switzerland, the mood is often subdued, but there they want to move forward.
According to your book, status and hierarchies are terms that hold significant value in the Gulf region. Do Swiss people need to keep up?
Gerald Drissner: It depends on the conversation partner. With the younger generation, not so much, as quality matters more than price. Generally, the importance of visible status symbols has diminished. A certain standard must be met, but what's crucial is that the level of hierarchy aligns, so a Managing Director can speak with someone in the same position.
How well does Swissness sell in the Gulf?
Prof. Paul Ammann: Switzerland has a good image. Therefore, it's wise to capitalize on Swissness. Especially today, where USPs are becoming narrower. Trust, which is implicitly present in after-sales service, is particularly important. But caution: a positive image alone doesn't guarantee success. Customers in the Gulf are quite willing to prefer offerings with acceptable quality and lower prices over Swiss high-end products.
Gerald Drissner: In the Arab world, reliability is highly valued, especially in service, when dealing with people. It's also important to present oneself as someone offering support and solutions, not just selling products.
What do you recommend for Swiss companies wanting to operate in the region?
Prof. Paul Ammann: Firstly: Market research and cultural understanding: Determine whether there is any potential with our prices and quality. Statistics are often lacking, but personal conversations and travels provide insights.
Secondly: Carefully select local partnerships. Trust is essential.
Thirdly: Flexibility and adaptability, particularly now with many changes in the regulatory domain. Clearly set payment terms, but don't be surprised by delayed payments.
Gerald Drissner: Patience. One must be able to handle either nothing happening and waiting, or decisions being made overnight.
“Successful Business in the Gulf Region – How Exporters Can Adapt to the Changes in Saudi Arabia and the Gulf States” by Prof. Dr. Paul Ammann and Gerald Drissner, was published in 2024 by Springer Gabler Verlag.
The strength of S‑GE is our local network and our understanding of the business culture in the Gulf region. We connect you with relevant contacts, assist in establishing trustworthy relationships, and support you throughout your business activities in this dynamic market.
Suhail El Obeid
Senior Consultant Middle East, Switzerland Global Enterprise