Why clarity is a corporate imperative

In the MENA region, the stakes for corporate and institutional brands have never been higher. Economic diversification, digital transformation and demographic shifts are prompting a new kind of brand strategy—one that goes far beyond visual identity to embed trust, technology, and community at scale. In this post, we explore how MENA’s top-performing firms are rethinking brand strategy and how corporate leaders can benefit.

Rebrand as a value driver, not vanity play

Recent data indicate that rebranding in the MENA financial sector is generating tangible returns.

Riyad Bank’s 2022 refresh delivered a 42% increase in brand value, hitting $1.8 billion, while Mashreq saw a 35% uplift as it repositioned towards a digital-first narrative. These aren’t incidental gains; they correlate with increased market share, customer acquisition and engagement.

This aligns with global studies, which indicate that rebranded banks worldwide grow at a rate of approximately 13.6% CAGR, compared to the industry average of 7.4%. For corporates, this means investing in strategy, not just visual identity, can translate into measurable business outcomes.

Converge brand and technology: the e& case

Telecom giant e& (formerly Etisalat) illustrates the new breed of corporates evolving their brand through strategic partnerships and tech play. By boosting its stake in Vodafone to 15% and acquiring Turkey’s GlassHouse for $60m, e& is recasting its identity from regional telco into a global cloud and enterprise services brand.

This is brand strategy in motion: aligning equity moves and acquisitions under a unified technology-first narrative, supported by changed customer expectations and broader market opportunity.

Community-led brand as a strategic growth enabler

Community engagement—once a peripheral marketing tool—is now at the heart of growth.

MENA brands have launched culturally relevant programmes during the UAE’s Year of Community: co-creation with micro-influencers, knowledge-sharing platforms from financial institutions, and offline events that humanise the brand. These initiatives foster emotional connection and drive measurable loyalty.

For corporates, the community becomes a brand and business platform, enhancing stickiness and creating adaptive feedback loops.

How leaders can act

• View brand as a strategic asset: treat rebranding and messaging as investment decisions, not aesthetic updates; support them with KPIs like NPS, acquisition rates and revenue attribution;

• Activate ecosystem value: invest in equity or partnerships that amplify your value proposition and tell the story of sector evolution—telco to tech, finance to fintech, etc.;

• Design for community participation: build forums—digital or live—where stakeholders co-create, share insights, and evolve products through real-world feedback;

• Use data to measure impact: beyond traditional KPIs, monitor brand sentiment, community engagement, and sales correlation to brand initiatives.

Brand strategy as a long‑term moat

In MENA, brand strategy is no longer a marketing function—it is now a strategic cornerstone.

Financial institutions, telecom groups, and other corporations that adopt a future-facing brand narrative, align equity moves, and engage communities strategically are positioning themselves for a sustainable advantage.

That means moving on from logo-centric refreshes and building integrated brand ecosystems. Because in a region defined by ambition and agility, the brands that win will be the ones that deliver impact across perception, products and people.

Sources:

1. https://www.linkedin.com/pulse/strategic-value-branding-mena-financial-industry-m-dajani-ccxp-hsg0f/

2. https://adgully.me/post/10382/how-mena-brands-can-leverage-community-building-for-success

3. https://en.wikipedia.org/wiki/Etisalat_and