And news organizations are taking note. My own company CNN is catering for the changing consumer needs in this region by publishing a dedicated Meanwhile in the Middle East newsletter, making our content available on FAST platforms, and focusing heavily on mobile with more content and different formats, all alongside our existing linear and digital offerings in both English and Arabic.  However, regardless of platforms, wherever people – both in the Middle East and across the world – are getting their news, they are seeking diverse news, opinion, information and storytelling that’s in-step with their interests, passions and daily habits. 

 There is near universal acceptance in the industry that in an era rife with news avoidance, misinformation and competition for attention, news organizations must work even harder to earn and keep audiences’ trust and loyalty. Adhering to essential journalistic principles, producing a high quality of output and delivering distinctive, impactful journalism are all key facets to building and keeping an audience. However, an increasing factor in fostering audience loyalty, trust and engagement is the adoption of direct-to-consumer strategies.  

 Too often, going direct-to-consumer is framed purely in monetary terms with streaming and paywalls seen as the answer to offset declines in traditional sources of revenue, but the changing economics of news is only part of the equation. Going direct-to-consumer offers much more beyond building a complementary business model.  It can also help news organizations win in a highly fragmented news environment, by incentivizing them to foster deeper connections with an engaged audience that is *opting in* to their product through creating a news experience that meets its audiences’ needs.   

In my experience, implementing a direct-to-consumer strategy means recognizing a symbiotic relationship between the consumer and the publisher.  Media organizations need engaged audiences in order to fuel a direct-to-consumer business, and a direct-to-consumer business model also creates the incentive to generate better experiences for consumers that command more engagement and loyalty. I saw this at my previous career stops, most recently at the New York Times. Now, at CNN, we are focused on creating direct, paying relationships with our audience by giving them products and content that our audience loves to drive regular engagement, tap into people’s daily interests and are worth paying for. 

We already have newsletters and podcasts that people subscribe to, and last October we debuted an audience-focused subscription offering on CNN.com where subscribers in the US have unlimited access to all our journalism plus exclusive features. Building on this work, we announced earlier this year that a new CNN streaming product will launch this Fall including live channels, catch-up features and video on demand. It will be available, first in the US, later internationally, across the mobile app, CTV apps and at CNN.com. We also announced plans to launch CNN Weather as our first standalone digital lifestyle product.  

This strategy is built on deeply understanding and meeting the needs and expectations of the audience. With a focus on testing and learning, we use first-party data and real-time insight to directly respond to their behavior and build experiences that meet their needs. Key to rolling out more standalone products will be an ability and mindset to take from previous learnings to bring improvements across a full suite of products and services. For instance, we learnt from the launch of our CNN.com subscription offering that users expect more premium content that is unique and differentiated and serves a specific need.  This is now being factored into our plans to launch future digital experiences. 

As well as understanding the symbiotic relationship between publisher and audience, news organizations also need to consider another key group when implementing a direct-to-consumer strategy. The increased consumer engagement and loyalty from publishers having a direct relationship with the audience can benefit commercial partners such as advertisers who have greater opportunity to reach more engaged audiences with advanced targeting capabilities and relevancy. Going direct-to-consumer doesn’t happen at the detriment to the advertising offering if products are built in a way that integrates advertising in a smart way that is additive to the overall user experience.  

The biggest challenge, in my experience, is culture.  Moving from a primarily ad-driven business to a direct-to-consumer business, requires new skillsets across the organization. Whilst news organizations have innovated in many areas such as use of technology and developing new formats, we are also inherently risk-adverse in other aspects because journalists must be so diligent and careful when it comes to output. Therefore “test and learn” and “safe to fail” are not common terms in the news lexicon. This is completely correct when it comes to producing news reporting, but they are essential for the development of new products and services, and ultimately, building and engaging your audience for years to come.  

But is simplicity all we are looking for when it comes to AI tools? AI is continuing to advance at a rapid pace and we should therefore be thinking the sky is the limit for the capabilities in which AI can support the Real Estate industry. We should be looking to dig deeper, push further and reach higher, allowing AI to take on the heavy lifting to allow agents to do their jobs more effectively, and of course, most importantly, make those sales!

Of course, human interaction remains essential. While many of us enjoy the ease of self-service and automation, real estate—at its core—is a people-first business. The emotional and financial weight of buying or selling property still demands a human touch. However, AI can act as the all-knowing assistant, empowering agents with the tools and time they need to perform more efficiently and effectively. The MENA region, especially the UAE, is stepping up as a leader in this space. Organisations like Dubai Land Department are collaborating with PropTech innovators such as Property Finder, Coralytics AI, and Bayut to boost transparency, build trust, and accelerate AI adoption in property transactions.

From agencies and developers to designers and regulators, AI-driven innovation is streamlining operations across the real estate ecosystem. These smart tools are not only improving efficiency, they are enhancing listing quality, reducing operational drag, and boosting ROI. As the saying goes, time is money and too many agents are bogged down by admin that AI can easily handle. To tackle these challenges, AI tools are being implemented to empower real estate professionals and platforms to streamline operations, elevate property presentations, and foster trust in the real estate industry. This means the development of features that support in automating up to 100 percent of content moderation, ensuring that online marketplaces maintain high-quality, authentic listings, thereby enhancing buyer confidence. It also means the opportunity to streamline operations by automating the listing creation process, allowing real estate agents and agencies to save up to 90 percent of the admin time typically required, which in turn enables them to focus on client engagement and closing deals.

Through innovative Real Estate AI-powered marketing platforms, such as Coralytics AI, users can enhance property visuals with cutting-edge generative AI, elevating the presentation of real estate listings. Empty spaces can be transformed into beautifully staged homes to help buyers envision their future living spaces as well as provide interactive, detailed floor plans to showcase the layout and flow of properties along with high-quality property tours and promotional videos that captivate potential buyers.
For ROI maximization, comprehensive tools offer real estate professionals and platforms data-driven insights to maximize the return on their marketing investment and stay ahead of market trends.

Innovators in the MENA Real Estate industry are truly pushing the boundaries of what’s possible in real estate technology. As they continue to grow, it is certain that industry specific AI platforms will soon be the go-to solution for real estate professionals and stakeholders seeking to revolutionise their marketing strategies and operational efficiency.

But this year, that lull never arrived.

As a content creator, comedian and actor who was born and raised in the UAE, I’ve seen firsthand that the supposed “quiet months” are no longer a thing, especially in our industry. Brands are staying active, campaigns are running through the summer and most crucially, conversations about Q4 are already in full swing.

The days of logging off between June and September are over. If you want to be in the room for those big end-of-year projects, you need to be visible and engaged. If you can’t do it yourself, ensuring you have strong representation who will remain consistently responsive, like my incredible agency, Reach, is vital too.

This shift isn’t just about social media staying busy, it’s a reflection of how much Dubai itself has changed. The city doesn’t hibernate for the summer anymore, it’s alive, attracting audiences both locally and globally and that means the content can’t stop. Our followers don’t go quiet, so neither can we.

In 2023, a YouGov report revealed that 71 percent of residents in the UAE and KSA planned to stay in their home countries over the summer, a notable shift driven by the growing variety of leisure and entertainment options now available. This marks a clear sign that the region is becoming increasingly “summer-proof,” with more reasons than ever to stay local during the hotter months.

For brands, this shift brings opportunity. There’s a growing demand for regional content that reflects life as it’s lived here, even in the summer. Creating content abroad no longer resonates the same way. The backdrop needs to be familiar and the context relevant. Homegrown content is no longer seasonal, it’s essential.

We all know the first secret to growing an online platform is consistency and if you’re not showing up, someone else will. For me, I’m happy to keep the creativity flowing: jokes, campaigns, educational posts… even if it means sweating through a few extra takes.

The future of sport isn’t just about what happens on the pitch. It’s about delivering personal, profitable experiences – every single day. And behind this evolution? Marketing technology is quietly reshaping the game.

FROM PRESTIGE TO PLATFORM: THE MIDDLE EAST’S SPORTING SHIFT

Sport in the Middle East is experiencing a defining transformation. From Saudi Arabia’s successful bid to host the FIFA World Cup 2034 to the spectacular growth of the Saudi Pro League, investment in sport is no longer about prestige alone – it has become a catalyst for economic diversification, cultural influence, and national ambition.

But behind the stadium lights and the influx of global stars, a quieter revolution is taking shape: the shift from one-off transactions to always-on fan monetisation. And it’s MarTech that’s powering this shift. Traditionally, sport has relied on 3 primary revenue pillars: tickets, broadcast rights, and merchandise. For decades, this model was enough to fuel clubs and leagues.

However today, it feels increasingly outdated in a world where fans expect brands to meet them everywhere – in the stadium, on their screens, and in their pockets. Audiences no longer want to be passive recipients of information; they expect real-time updates, seamless e-commerce experiences, loyalty rewards, and content that feels curated just for them. The organisations that are moving fastest are those investing in digital ecosystems designed to deliver this 365- day connection, creating a virtuous cycle in which engagement drives spending, and spending reinforces loyalty.

FOUR PILLARS OF MODERN FAN MONETISATION

At the heart of this shift is the recognition that modern fan monetisation is as much about relevance as it is about reach. The most successful strategies combine four core principles. First, hyper-personalised commerce that uses AI to recommend the right product or experience at exactly the right moment, whether it’s a jersey commemorating a record-breaking win or a timely subscription renewal.

Second, loyalty and gamification that reward fans not just for purchases but for participation, building affinity through community, recognition, and status. Third, data-powered sponsorship that replaces generic impressions with measurable impact, enabling brands to reach precisely defined segments with clear accountability.

And finally, digital-first experiences – from virtual meet-and-greets to augmented reality stadium tours – that monetise emotion and turn moments into revenue streams.

WHY THE GULF IS THE TESTBED FOR INNOVATION

Few regions present the same scale of opportunity – or the same urgency – as the Gulf. Saudi Arabia alone has committed billions to positioning itself as a global sports powerhouse. Over the next decade, landmark events like the FIFA World Cup 2034, the Asian Winter Games in

NEOM, Formula 1 in Jeddah, and the Riyadh Season, the world’s largest entertainment festival, will generate an unprecedented volume of digital engagement. To convert this attention into sustainable growth, organisations will need platforms that are not only scalable, intelligent, and fully compliant with regional data protection and cybersecurity laws. They will need to build unified fan identities that seamlessly connect every touchpoint, from ticketing to e-commerce to loyalty. And they need to embed AI and analytics into the heart of decision-making, ensuring every interaction is timely, relevant, and impactful.

This is not an abstract aspiration. It is already happening. In boardrooms across the region, sports executives are rethinking what it means to build a business model fit for the future. They are moving beyond seasonal campaigns to create always-on ecosystems that treat every fan interaction as both a moment of connection and an opportunity for monetisation.

For leaders serious about meeting this moment, the imperative is clear: break down data silos, automate engagement around culturally resonant moments, invest in personalisation that respects and rewards loyalty, and embed compliance into the foundations of every platform. The winners will be those who realise that in this new era, technology isn’t supporting the brand experience, it is the brand experience.

At its heart, sport will always be about emotion: the roar of the crowd, the pride of belonging, the stories that endure long after the final whistle. But emotion alone does not monetise at scale. The future belongs to those who combine authentic storytelling with intelligent infrastructure, delivering experiences that are personal, frictionless, and profitable, every single day. Because in this new sports economy, the most valuable asset isn’t the stadium or the superstar. It’s the ability to turn attention into action – and engagement into growth.

While technology has enabled access and scale, it has also ushered in an era of digital fatigue. We are tired of the pixelated version of life and dealing with droids more frequently. The novelty of virtual meetings has faded, and what remains is a hunger for authenticity, emotion, and connection, the kind that only in-person events can offer.
As someone who has spent more than a decade designing experiences that connect people, build communities, and move cultures, I believe in-person events have never been more essential. They are about presence, memory and impact.

Virtual events lack the personal touch
Virtual events are faster and easier to plan with no need for venues, travel, or on-site logistics. They attract a global audience without room-size limits. They also offer flexibility, weather resistance, and long-term value through recorded content. Virtual attendance is convenient and trackable, enabling valuable audience insights.

However, they come with drawbacks, primarily the lack of personal interaction, limited networking opportunities, increased risk of attendee distraction, and challenges maintaining engagement during longer sessions. Additionally, poor technology choices can lead to glitches and undermine the event’s professionalism, making proper production quality essential.

A screen can’t capture true emotions

Let’s start with the simplest truth which is that nothing digital can replicate the emotional intensity of a live, shared experience. From the adrenaline of a product launch to the intimacy of a cultural gathering, physical presence allows people to feel. And in-person, emotions are contagious. Applause feels louder. Silence feels heavier. Smiles travel further. These micro-moments become macro-memories.

In business, these emotional connections are invaluable. Relationships built in person are deeper, more resilient, and more meaningful. Billion-dollar partnerships often begin over a casual conversation at the end of a show. Face-to-face encounters allow for nuance, body language, and unfiltered intuition. They humanize negotiation and foster trust. In the Middle East especially, where hospitality, tradition, and trust define our social and commercial fabric, this kind of connection is irreplaceable.

The digital footprint often outlasts the event itself

While the core value is physical, the digital spillover should not be underestimated. A well-executed in-person event becomes a content engine, fueling media coverage, social media virality, and long-term brand equity. The record-breaking events we’ve produced lived far beyond the event itself, generating millions of impressions and user-generated content that keeps the momentum alive. The real world, ironically, creates the most compelling digital content.

In a time when attention spans are shrinking and competition for relevance is fierce, what will set apart the leaders from the followers is not just innovation, but intimacy. Not just digital reach, but emotional resonance.

So, let me explain. To be “seconded” means I’m officially employed by a PR agency, but I’m fully embedded within the client’s corporate communications team. I sit with the client, collaborate with them, attend their meetings, and support their goals every single day. I actually have two badges, one for the agency and one for the client.

At first, even I struggled to describe the setup. But over time, I’ve realized something powerful: this isn’t just a logistical arrangement. It’s a career-defining opportunity.

It’s the best of both worlds, and I mean that quite literally.

A Unique Learning Loop

Being seconded is like living in two parallel realities that constantly feed one another.

In my agency life, I’ve had the chance to learn from some of the sharpest minds in the communications industry in offices around the world. The agency environment pushes you to think creatively, act fast, and always bring value to the table. It’s where I learned about the art of storytelling, the discipline of strategic thinking, and the importance of client-centricity. I’m constantly given access to our industry’s most cutting-edge tools and technologies. I’m also supported by a close-knit team of PR professionals who share my secondee experience.

At the client side, I’ve learned what it means to be truly inside a business. I see the bigger picture — the organizational priorities, the leadership mindset, the internal challenges, and the stakeholder dynamics. I’m not just recommending strategies. I’m part of shaping and delivering them from within.

The learnings from one world sharpen my contribution to the other. And that’s the magic of being seconded.

The Human Side of It All

What people don’t often talk about is how secondment makes you grow personally, too.

You’re navigating two cultures. You represent two brands. You report to two teams. And in that space, you learn adaptability, diplomacy, and a deeper kind of empathy. You learn how to speak two “languages” – the agency’s and the client’s – and how to bridge gaps before they even form.

It also changes how you work. You truly are more than a service provider, but a true partner. You care more, think deeper, and align faster with your client.  When you’re lucky enough to be part of a client team that values collaboration and open communication, it becomes something even more fulfilling: a shared success story.

I’ve come to realize that secondment isn’t just beneficial for me. It is so for the client: They gain someone who understands their business inside out, but who also brings fresh thinking and an external perspective. But also for the agency: They build deeper relationships with the client and ensure stronger, more consistent output. And, truthfully, for me: I get to grow faster, learn more, and contribute in a far more meaningful way than I ever imagined when I first started.

When I speak with friends in the industry now and they ask me about what I do, I increasingly find myself saying: “If you ever find yourself in a seconded role, embrace it!”Don’t see it as being “loaned out” or “disconnected” — because in truth, you’re at the center of something incredibly powerful. You’re a bridge between agency and client. The connector. The translator. When you approach the role with curiosity, commitment, and openness, it becomes one of the most enriching professional experiences you can have.

For me, it’s been exactly that. Two companies, one role, and a journey that keeps making me better.

I once had a brief land on my desk at 10am. By 4pm, we were presenting creative. Six hours to crack the brief, sort the strategy, and make a plan. The clients were happy, but the most important questions were never asked: is this the right idea for this audience? Will it resonate here? What will matter for the brand after the campaign ends? The work launched, ticked boxes – everyone was happy. The problem wasn’t the work; it was the rush. Momentum without clarity rarely delivers anything that lasts.

When I moved to Dubai, I expected that mindset to dial up even more. This is the land of record-breaking: the tallest building, the deepest pool, the fastest rollercoaster. But working here has reshaped how I think about brand-building.

The ones that stick aren’t chasing quick wins, they’re pausing to ask the right questions at the very beginning of the project: What do we want to be known for? What do our audience really care about? Are we solving a real problem, or are we just filling a space?

I once lost a pitch because we told a client something they didn’t want to hear – that a single global concept, adapted for the UAE, Saudi, Egypt and Qatar, wasn’t going to convert a new audience or increase brand love. Instead, we’d pitched smaller, sharper campaigns for each market, each rooted in local insight, with its own strategy and longer timelines.

A year later, that same client came back. They hadn’t seen the results they wanted and realised local insight, lived experience, and cultural fluency were key to success. So we set to work.

WHEN SPEED COMES AT THE COST OF SUBSTANCE

In the rush to be first, brands often forget to be relevant. An ad gets millions of views, the engagement stats look promising, and the comment section is full of witty responses. But surface-level traction doesn’t build trust, and it rarely lasts beyond the scroll.

When campaigns are rushed out to meet a deadline or fill a content calendar, strategy becomes an afterthought. The question shifts from “Is this true to us?” to “Will this trend?”

The work that actually cuts through often isn’t the loudest or the quickest. It’s the most intentional. Virgin Mobile’s Superfan campaign didn’t try to game the algorithm. It started with a clear point of view rooted in the real experiences of real people. It was honest, bold, and built to last, not just to trend.

WHY BOLD BEATS VIRAL

The brands that start bold don’t need to chase the algorithm. They have a strong perspective, a tone, an idea, and a truth that guides what they say and how they show up. That’s what keeps the work consistent.

LEGO’s Father’s Day campaign in the UAE is a great example. It didn’t follow the typical playbook. Instead, it reframed the day as a moment shared between Dads and their kids, rooted in family values. It was thoughtful and true to both the brand and the audience.

Virgin Mobile and LEGO both leaned into what actually matters to their audience. Relevance over reach, truth over trend. They weren’t trying to be loud; they were confident enough to be specific – which is exactly why they landed so well.

STRATEGY BEFORE EXECUTION, ALWAYS

We talk a lot about creative work. But the most effective campaigns start at the brief, when the right questions get asked:

What do we want people to feel when they see this brand?

Where is our audience – emotionally, culturally – when we meet them?

What’s the long game here?

The brands that win long-term aren’t the ones scrambling to do more. They are the ones that work out a clear plan – focusing on what matters, with real intention.

Dubai Tourism’s “Here Today, Dubai Tomorrow” campaign was another project that totally nailed this. It was rooted in a hard truth: many Brits see Dubai as unfriendly, corporate, and soulless. Instead of pushing out a slick ad or leaning on influencers, they built an immersive travel experience, curated moments, hands-on storytelling, and real-time engagement. It wasn’t about flash. It was about shifting perception through something thoughtful and specific.

CONCLUSION

Great brands don’t rush to be everywhere; they work hard to be understood. They ask the right questions, build stronger foundations, and resist the pressure to chase every trend or timeline.

This is particularly important in a region as layered and diverse as the Middle East. The brands that last are the ones that take the time to listen, to learn, and to lead with intent. Because the work that lasts doesn’t come from moving fast. It comes from moving with meaning.

The Mystery of Contradictory Desires

Consider Disney’s experience. Their research revealed visitors clamoring for healthier menu options at the parks. The company responded dutifully, rolling out salads, fruit cups, and nutritious alternatives. Yet when push came to shove, guests continued gravitating toward burgers, fries, and ice cream. This disconnect illuminates a fundamental truth: human behavior rarely aligns with stated preferences. We’re complex creatures, driven by emotion as much as logic, impulse as much as intention.

The iPad’s genesis tells a similar story. Before its 2010 debut, market research suggested consumers were perfectly content with their existing devices. Laptops handled heavy lifting; smartphones managed mobility. Who needed something in between? Steve Jobs famously disregarded this feedback, trusting his instinct that people craved a device they couldn’t yet articulate what they wanted. The result? A product category that redefined computing and generated billions in revenue.

Beyond the Surface: The Methodology Mix

Smart brands recognize that truly understanding customers requires a sophisticated toolkit. Traditional surveys and focus groups have their place, but they’re just the beginning. People struggle to articulate subconscious desires, and social pressures often skew responses toward socially acceptable answers.

Ethnographic research—observing customers in their natural habitats—reveals truths that structured interviews miss. A luxury retailer might discover that shoppers spend more time examining craftsmanship details than they admit in surveys. Digital analytics can track actual behavior patterns, showing which product features drive engagement versus which one’s customers claim to value.

The most revealing insights often emerge from triangulating multiple data sources. When observational research, behavioral analytics, and stated preferences align, brands can move forward with confidence. When they diverge, that’s where the real detective work begins.

The Luxury Paradox: When Vision Trumps Voice

Having spent years advising premium and luxury brands through my firm CXG, I’ve witnessed a fascinating cultural phenomenon. In luxury houses, the creative director’s vision often supersedes market research entirely. This isn’t arrogance, it’s philosophy.

Consider Karl Lagerfeld’s tenure at Chanel or Virgil Abloh’s revolutionary work at Louis Vuitton. These weren’t just designers following trends; they were cultural prophets creating desire. Their authority stemmed from an almost mystical ability to anticipate what consumers would crave before consumers knew it themselves.

This approach carries inherent risks. When brands dismiss market intelligence completely, they can misread seismic shifts in consumer sentiment. The recent backlash against relentless luxury price increases exemplifies this danger. Even affluent consumers have breaking points, something careful listening might have revealed earlier.

Yet luxury’s resistance to conventional research isn’t entirely misguided. True luxury thrives on surprise, rarity, and emotional resonance—qualities that focus groups struggle to predict. If Coco Chanel had relied solely on customer feedback in the 1920s, would the little black dress have become iconic? If Hedi Slimane had polled consumers before reimagining Saint Laurent’s rock-and-roll aesthetic, the result might have been safer—but far less revolutionary.

The sweet spot lies in strategic integration. Luxury brands must preserve creative autonomy while incorporating sophisticated listening mechanisms—not to dictate design, but to detect blind spots. Advanced analytics, ethnographic studies of high-net-worth consumers, and discreet advisory panels can complement rather than constrain creative leadership.

From Insight to Impact: Closing the Loop

The ultimate test of customer listening isn’t data collection—it’s transformation. Leading organizations have mastered the art of turning insights into action. They use feedback to identify product pain points, then prioritize solutions in development pipelines. They leverage preferences to personalize experiences, tailoring communications to individual tastes.

More importantly, they understand that acting on feedback builds emotional connections. When customers feel genuinely heard, loyalty deepens. When concerns are addressed promptly, trust strengthens. Conversely, collecting feedback without responding breeds cynicism and eventual defection.

The Future of Brand Listening

Moving forward, successful brands will need to become more sophisticated listeners. This means combining traditional research with innovative techniques, challenging assumptions regularly, and maintaining the courage to act on insights even when they’re uncomfortable.

For luxury brands specifically, the challenge involves balancing artistic vision with market reality. While maintaining distinctive identity remains crucial, completely ignoring customer signals can lead to missed opportunities and eroded trust.

The most enduring luxury brands understand that their role isn’t simply giving customers what they request, it’s delivering what they didn’t yet know they desired. But even the most brilliant visionaries benefit from knowing when to listen, how to interpret, and when to act.

In the end, the brands that thrive won’t be those that hear the most feedback, but those that understand it most deeply. They’ll master the delicate dance between intuition and insight, between vision and voice, between what customers say and what they truly want.

What we’re seeing is a natural evolution. PR today goes beyond media relations. It now includes social media, content creation, influencers and digital visibility. At its core, though, PR is still about trust. That hasn’t changed.

World PR Day, marked every year on 16 July, is a chance to pause and reflect. The tools and platforms we use have moved on – media interviews are now podcast conversations, press coverage is shared as reels and stories and news updates reach audiences in real-time. The way we communicate may look different, but the goal is still the same. PR is, and has always been, about people. It’s about saying something honest and meaningful in a way that connects.

Here in the UAE and across the wider region, PR continues to play an important role. It helps shape national identity, supports economic growth and tells stories that connect locally and globally. Cultural insight and Arabic-language storytelling are key to making that impact, and are often led by PR teams working closely with creatives to get the message right.

Today’s audiences are better informed and more selective. They expect authenticity and are quick to spot anything that feels forced. A report by Demand Gen found that 96% of B2B buyers want content that shares insights from real industry experts. People want useful information, they’re looking for value and clarity, not corporate posturing.

When content is relevant and human, it delivers results. According to imFORZA, leads generated through SEO – often driven by strong editorial content – convert at a rate of 14.6%. In comparison, traditional outbound tactics like print ads or cold emails convert at just 1.7%. People respond when communication feels real and helpful.

In this region, PR has become more strategic. It plays a central role in how organisations lead, engage and adapt. From launching public initiatives to managing reputations, PR is no longer a support act, it’s part of the main stage.

This level of influence comes with responsibility. In an age of short attention spans and rising misinformation, the strongest communication is built on three simple principles: honesty, empathy and usefulness. These aren’t buzzwords. They’re the foundation of trust.

World PR Day isn’t just a moment of recognition. It’s a reminder that while tools and formats may change, the essence of our work doesn’t.

The best communication doesn’t just land, it resonates, builds understanding and earns trust. And it always begins with people.

In the world of book lovers, mystery blind boxes are a beloved trend. Readers choose their favorite genres and purchase a curated set of 8 to 10 books, all packed into a single box. Based on the selected genres, booksellers carefully curate the titles, offering customers the thrilling anticipation of discovering which books they will find inside.

This captivating approach aligns with the Information Gap Theory of Curiosity, proposed by George Loewenstein in 1994. According to Loewenstein, curiosity arises when there is a gap between what people know and what they want to know, sparking an emotional and motivational drive to seek out the missing information. Today, marketers leverage this theory to craft messages that tease audiences without fully revealing key details, thereby encouraging greater engagement and exploration.

In conversation with Grace Karim, co-founder of Bookends, it was explained that the concept of mystery blind boxes at Bookends was inspired by a desire to reintroduce excitement and surprise into the book-buying experience. “The mystery book box taps into several emotional and practical motivations: the joy of surprise, the appeal of personalized discovery, the charm of gift-giving, and encouraging readers to explore a wider range of genres,” she shared.

Each box is carefully curated according to the customer’s preferred genres, with selections limited to Arabic and English titles. The goal is to ensure that every box feels thoughtfully tailored to individual tastes.

The element of mystery plays a powerful role in enhancing the overall experience. It transforms a simple purchase into an adventure, turning book buying from a transaction into a journey filled with curiosity, delight, and unexpected joy. Readers often find themselves deepening their connection with literature simply through the surprise element.

Customer reactions have been overwhelmingly positive. Many readers express genuine excitement over their discoveries, and some who have already read a book have even become resellers. Grace recounted one memorable story of a reader who had long wanted a specific title after hearing much about it only to find it unexpectedly included in their mystery box. “That kind of joy is difficult to replicate with conventional buying methods,” she added.

Balancing the mystery with customer satisfaction relies on a few key practices: understanding the target audience, selecting high-quality and relevant titles, using thoughtful packaging with personal touches like handwritten notes, and maintaining an open channel for continuous feedback. The result is a literary experience that is both engaging and deeply personal—one that keeps readers coming back for more.

Manju Moorthy, a passionate reader, shared, “Receiving a mystery box of books feels like opening a treasure chest filled with stories I never knew I needed. The surprise of discovering new authors and genres reignites my love for reading every time.”

In the literary world, this experience is often called a “blind date with a book.”