E-Commerce News & Trends

Gen Z is the Engine of Social Commerce: They do not just watch, they co-create

A new media grammar is taking hold across Gen Z: They do not just watch, they co-create. YouTube’s latest culture study shows that today’s 14–24-year-olds see themselves as creators, shape trends, and prefer videos born inside communities over traditional, top-down formats. In the United States sample, two-thirds of Gen Z say people their age drive what others talk about online; they spend far more time with user-generated video and significantly less with TV and films. This is not a passing fad but a durable shift in how culture is made and distributed.

Gen Z: They do not just watch, they co-create

A new YouTube Culture & Trends report on the “Next-Gen” media language, built on Google/SmithGeiger surveys in April 2025, argues that today’s teens don’t merely consume, they co-author what the internet talks about. In the United States sample, 66% of 14–24-year-olds say that people their age shape online conversation; Gen Z also spends 26% less time with TV and films than the average person and 54% more time on social platforms and user-generated video. Large majorities report that creators influence their humor, habits, and personal style—the culture loop is participatory, not broadcast.

This shift sits on vast, always-on distribution: the world counted 5.41 billion social-media users by mid-2025 (roughly two-thirds of humanity), a scale that turns niche creator trends into mainstream demand within days. Meanwhile, social platforms and creators are capturing a growing share of ad spend—2025 is the first year creator media is set to overtake traditional media in advertising revenue, signaling where attention—and purchase influence—now lives.

Money is following attention. Analysts expect social commerce to scale from hundreds of billions to US$1.2 trillion by 2025, with longer-run projections pointing to multi-trillion growth by 2030 as “scroll → chat → buy” turns habitual for younger cohorts. In Southeast Asia—a bellwether for mobile-first retail—the digital economy reached US$263 billion GMV in 2024 (+15% year on year), while leading marketplaces and wallet rails tightened the loop between creator discovery and checkout.

Crucially, creators don’t just entertain; they validate purchases. Recent surveys show younger shoppers disproportionately trust creator recommendations and act on them more frequently than older cohorts a strong signal for brands still over-investing in polished monologues instead of community proof.

What does this mean for e-commerce?

Treat the audience as co-authors. Design launches for remix: publish shoppable videos, provide sounds/templates, and feature the best community clips on product pages. Measure not only clicks, but co-creation rate (duets, stitches, remixes) as a predictor of repeat.
Collapse discovery and checkout. Make chat-to-purchase native; prioritise wallet flows in the markets where they dominate. Streaming’s rise means your “ads” should feel like creator content and live where people actually watch.
Invest where the flywheel compounds. Returns orchestration for social orders, rights-safe UGC ingestion, moderation, and multilingual PDP automation are the rails that turn culture into commerce.

YouTube’s data shows a world where creators and communities now set the cultural agenda and platforms distribute it at planetary scale. The winners in e-commerce will be the operators who build for that reality: creator-native, video-first, and engineered for one-tap conversion.

In short, the audience is now the studio and the store. With billions of people on social platforms and over a billion hours of video watched daily, creator-led culture moves products across borders faster than any campaign calendar. Social commerce is racing toward a multi-trillion-dollar scale this decade; the brands that win will treat community content as the front page, collapse discovery and checkout into one flow, and measure co-creation (remixes, stitches, templates used) alongside clicks. Marketplaces should reward verified user videos and build rails for returns, rights, and moderation; investors should fund these “boring” pipes where margins compound. Ignore this shift, and you will overspend for attention that does not convert. Build for it, and you turn culture into a flywheel of repeatable, global e-commerce growth.

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WGN: MENA’s Operating System for Measurable Growth

WGN and MENA Ecommerce: From Visibility and Trust to Revenue

Global commerce has long ceased to be merely an equation of product and price. Today, what determines competition is speed, trust, the right partnerships, and the quality of access to information. At WORLDEF, we have observed this transformation from the inside for years and engaged with thousands of entrepreneurs and institutions. I can state plainly: capital alone does not make success durable. What makes capital work are relationships of trust, scalable collaborations, and a disciplined growth culture. WORLDEF Growth Network (WGN) was born precisely from this need. It is not a club or a chain of events left to the coincidences of random encounters. We aim to establish a relationship system that produces commercial outcomes and connect it with global networks, starting from the MENA region.

The easiest way to explain this system is to recall the world’s reference-based networks. These models teach us two critical lessons: First, relationships do not translate into productivity without rhythm. Second, trust is built together with performance. WGN adapts these two lessons to the realities of digital commerce. Meeting flows, role definitions, follow-up mechanisms, and measurement sets are predefined. Each gathering is not merely a conversation; each meeting is a working session linked to the next concrete step.

The backbone of WGN is a weekly cadence. At the beginning of each meeting, members clearly set out the two target accounts they are focused on that week, the connections they need, and the point at which they are stuck. Then come matched one-on-one meetings. The aim is not quick introductions. By day’s end, everyone holds a to-do list to carry into the following week. Growth happens not with applause but with follow-up appointments on the calendar.

The distinctive side of the model is non-overlapping sectoral representation and the guest policy. In each group, only one representative from the same field participates. This arrangement moves competition from the room to the market. Guests create a qualified candidate pool for the group and experience the culture on-site. In this way, sustainable growth is achieved. The aim here is not volume but quality. When the right representatives come together, new business models, unexpected partnerships, and efficiency gains emerge.

Let us come to WGN’s value philosophy. In our lexicon, gain is an outcome; the first cause is contribution. We are designing an order in which the giver gains. See this not as a romantic call for solidarity, but as a rational growth strategy. When you bring to a member access to the right supplier, a suitable payment method, or a realistic marketplace tactic, what returns to you in the medium term is not merely thanks. You obtain better prices. Your collection periods shorten. Your cash flow becomes predictable. As the ecosystem accelerates, the momentum of individual players also increases.

Without discipline, this philosophy remains an emotional declaration. For this reason, referrals do not flow randomly. Each referral is recorded on the platform, its quality is marked, and its outcome is visible. Participation status, number of referrals made, conversion rate from business meetings, and contribution score are monitored regularly. In short: measurement, transparency, and improvement. If a connection does not yield business, we look for the reason. Did expectations not align, were the offer terms unrealistic, or did delivery times not fit the market’s needs? This feedback loop raises referral quality within a few months. Trust is institutionalized in this way.

WGN systematises not only relationships but also capability. To this end, we have designed an Academy: a learning space aligned with our meeting discipline and follow-up mechanisms in which modules such as implementing the “Give to gain” approach and professionalizing referral management are delivered online and in person.

A global perspective exists not through words but through practice. The trust-based relations WORLDEF has built along the Istanbul–Dubai–Riyadh line are the most concrete proof. While tightening connections within MENA, we think of the region together with Europe, Africa, and Asia, because we know that a brand born in the United Arab Emirates can be linked to the Eastern European supply pool via Istanbul, and that an initiative manufacturing in Morocco can, while selling in Riyadh, scale multilingual customer service in Cairo. These cases are not theoretical; they are discussed weekly at our tables. The world no longer flows linearly. Permeability between networks determines who will grow quickly.

At the center of the approach that differentiates WGN lies an order in which the giver gains. Relationships that proceed only with “What do I get?” clog quickly. Producing value and circulating knowledge and opportunity yield a more substantial return in the long run. This principle is not a romantic appeal to solidarity; on the contrary, it is a data-driven growth logic. When the ecosystem accelerates in this way, everyone gains. Short-term, zero-sum calculations slow growth.

We also value proactive engagement with the regulatory framework. Trade data policies, consumer protection, principles for using artificial intelligence, and cross-border VAT practices directly affect the pace of growth. As WORLDEF, we have been in dialogue with public actors for years. WGN will make this bridge more functional. We will share our field data and member experience with policy-makers. Our aim is not to complain but to produce solutions. Every simplification that opens an entrepreneur’s breathing space increases the region’s competitiveness.

So who should join this network? WGN is not for everyone. Profiles seeking only sales and motivated by short-term opportunism will struggle in this system. We are looking for professionals who keep their word, put their knowledge into circulation, and take a long-term view of the region. From software producers to logistics providers, payment institutions to brands, marketplace managers to content and growth agencies, education companies to product suppliers a broad spectrum at the same table yields concrete efficiencies. When different specializations sit together, new business models emerge.

My recommendation to members is clear. In the first month, aim to give rather than take. Bring two opportunities from your network to the table: plan, schedule, measure. Now, let me answer the question: Is WGN a relationship club? No. WGN is a commercial system that produces measurable results. It grants visibility, institutionalizes trust, and makes revenue possible. The sequence is as follows. First, you become visible. Then you earn trust. In the final step, revenue shows itself. When you track this triad in parallel, you achieve durable growth at both the individual and ecosystem level.

My observation is this: over the next five years, the MENA region is poised to be the most dynamic stage for digital commerce. A young population, high mobile penetration, infrastructure investments, and a public-sector commitment to reform support this potential. But potential does not turn into performance on its own. What will ensure this are deliberate collaborations, transparent data-sharing, and a growth model that centers trust. WORLDEF Growth Network steps in precisely here. We want to build this model together.

Let the final word be a statement of intent. WGN was established to turn relationships into opportunities and trust into lasting partnerships. Every meeting will be tied to the next concrete step. Every referral will be tracked. Every success will be made visible. We see success not as an individual race but as the joint production of the ecosystem. If you, too, want not merely to meet but to produce together, not merely to talk but to see measurable results, this network is for you. Our door is open. Bring your first contribution. The rest will follow together.

Omar Nart
WORLDEF CEO

Asia and E-Commerce: Writing the Next Chapter

Asia and E-Commerce

Asia-Pacific is not just catching up in online retail but setting the pace. Phones have become the default storefront and service desk, turning short videos, chat, and one-tap payment into everyday shopping. Roughly one-fifth of global retail spending already happens online, and a large share flows through Asian platforms, logistics networks, and digital wallets. With more than a billion people active inside a single messaging ecosystem, “chat to checkout” is no longer a trend but a habit. Asia and E-Commerce

What follows explains why this matters now: how mobile rails, trusted local brands, and fast delivery are rewriting buyer expectations; how marketplaces can design for reliability and repeat purchase; and where investors should place capital as the region’s scale meets discipline. If you sell, operate, or fund in commerce, this is the chapter you cannot skip.

Asia’s commerce story is no longer about cheap scale. It’s a trusted scale; local brands with explicit claims, mobile-first buying habits, and supply chains powered by the world’s most advanced chips. That combination already leads global e-commerce and still has headroom.

1- Trust at Scale: Local brands, factual claims, wider carts

Shoppers in India, Southeast Asia and China now default to mobile, check labels, and buy in chat. India’s retail market alone is projected to climb from US$1.06T (2024) to US$1.93T by 2030, with online penetration accelerating evidence that demand and digital rails are converging, not colliding.

Southeast Asia’s digital economy rebounded to US$263B Gross Merchandise Value (GMV) in 2024 (+15% YoY), with e-commerce and food delivery leading the bounce, clear proof that “discovery in short video, conversion in-app” is now a habit across the region.

Why does it matter? Sellers that show ingredient transparency, origin, and delivery reliability win the add-to-cart. Marketplaces that make chat the front door raise trust and repeat. Investors should prioritise rails payments, returns orchestration, and cross-border compliance over vanity GMV.

Asia E-Commerce Projections against Europe

2- Mobile Rails: From scroll to doorstep

Asia-Pacific’s mobile industry added US$950B to GDP in 2024 (5.6%), and it’s on track for US$1.4T by 2030, the economic proof that phones are the default retail channel. The region also leads in online retail share, with a higher e-commerce penetration than any other region, while e-commerce globally reached ~20.5% of retail sales in 2025. Asia and E-Commerce

Inside these rails, payments are frictionless; digital wallets are the leading online method in 8 of 14 APAC markets, and in practice account for ~70% of regional e-commerce transaction value, a decisive shift toward one-tap checkout. Commerce also lives inside super-apps: Weixin/WeChat counts 1.411 billion monthly active users, and WeChat Mini-Programs facilitated double-digit GMV growth in Q2 2025, keeping chat-to-checkout mainstream. Finally, discovery is catching up with delivery: in Southeast Asia, video commerce has surged to ~20% of e-commerce GMV (from ~5% in 2022), turning short video into a primary demand engine.

3- Capacity and capital: Chips + discipline

Behind the tap-to-buy is silicon. More than 90% of the world’s most advanced chips are still fabricated in Taiwan, predominantly by TSMC, making Asia the quiet metronome of retail tech, from recommendations to payments latency. TSMC’s AI surge underscores resilience: record quarterly sales in Q2-2025 and the most significant capacity expansion in its history. Capital is present but choosy: Asia VC ticked from US$12.6B (Q1’25) to US$12.8B (Q2’25), still subdued, but stabilising and favouring infrastructure over flash.

If you sell, build, or fund in commerce, treat Asia not as a region but as the operating system for the next decade. This is where trust at scale is being perfected: clean labels, chat-based checkout, creator-led discovery; built on mobile rails that move customers from scroll to doorstep in minutes, and on silicon that powers payments, recommendations, and logistics. Your mandate is to localize SKUs and narratives by city tier and language, make messaging the primary funnel, hard-wire compliance, returns, and cross-border tax into the stack, and schedule launches with buffers for chip and freight cycles—partner early with Asian brands and with regional rails for payments, logistics, and data. Marketplaces should publish clear AI guardrails and run seller universities that raise the floor. Investors should prioritize unglamorous infrastructure where margins compound. Ignore Asia and you will price risk incorrectly, mistime launches, and pursue customers with a playbook shoppers no longer use. Built in Asia, for Asia, and with Asia; otherwise, you will go against the future.

Asia and E-Commerce Asia and E-Commerce Asia and E-Commerce Asia and E-Commerce Asia and E-Commerce

Temu Partners with Horoz Lojistik for Turkey Deliveries

Chinese global e-commerce platform Temu has announced a strategic partnership with local logistics giant Horoz Lojistik to enhance its operations in Turkey. The agreement is set to ensure the fast, secure, and efficient delivery of Temu’s large and over-30-kilogram products across the country. In a rapidly growing Turkish e-commerce market where logistics infrastructure plays a critical role, this Temu-Horoz collaboration marks an important milestone (Paratic).

The Growth Potential of E-Commerce in Turkey

Turkey presents an attractive market for e-commerce due to its young population and rapid digital adoption. In recent years, increased internet penetration and mobile device usage have accelerated online shopping. According to official statistics, Turkey’s e-commerce volume reached approximately 520 billion TL in 2024, with an expected annual growth rate exceeding 20% in the coming years.

This growth creates significant opportunities for companies providing efficient logistics and distribution solutions. The Temu-Horoz partnership is strategically designed to leverage these opportunities and improve customer satisfaction in the Turkish market (Ekonomist).

Horoz Lojistik’s Role and Expertise

Horoz Lojistik is one of Turkey’s leading logistics companies with a widespread distribution network. It offers warehousing, transportation, and last-mile delivery services with proven expertise. Through this partnership, Horoz Lojistik will utilize its extensive infrastructure to ensure Temu’s products are delivered quickly and safely to customers across Turkey.

This collaboration is particularly critical for large-volume products exceeding 30 kilograms, which require more coordination and specialized handling than standard packages. Horoz Lojistik’s experience and infrastructure will allow Temu to seamlessly manage these complex deliveries.

Temu’s Growth Strategy in Turkey

Temu is rapidly growing as a global e-commerce brand. In Turkey, the company aims to respond quickly to customer demands and strengthen its logistics infrastructure through its partnership with Horoz Lojistik. This strategic move is intended to increase operational efficiency, improve customer satisfaction, and expand market share.

Temu continues to optimize its technological infrastructure and logistics partnerships to offer faster delivery times and a wider product range. This approach ensures a smooth, reliable, and convenient shopping experience for Turkish customers (Yandex).

Innovations in Last-Mile Delivery

Horoz Lojistik will provide Temu with end-to-end services, including last-mile delivery, warehouse management, and logistics tracking. Delivering large-volume products directly to consumers requires specialized expertise, and Horoz Lojistik’s network across Turkish cities ensures this process is efficient and secure.

Additionally, technology-driven delivery tracking will allow Temu customers to monitor their orders in real-time. This transparency enhances the overall customer experience, reduces delivery uncertainties, and builds trust.

Impact on the E-Commerce Sector

The Temu-Horoz collaboration could set a new benchmark in Turkish e-commerce logistics. Efficient large-volume product delivery solutions may inspire other platforms to enhance their logistics capabilities.

Moreover, this partnership contributes to the strengthening of Turkey’s logistics infrastructure while increasing competition in the e-commerce sector. As the market expands, innovative solutions like this one will be critical in meeting customer expectations and maintaining service quality (Paratic).

Customer Experience and Operational Efficiency

This partnership not only provides faster deliveries but also boosts Temu’s operational efficiency. Horoz Lojistik’s expertise in warehouse management, transportation, and optimization ensures smoother and more sustainable operations for Temu in Turkey.

Customers will receive orders faster and more reliably, while Temu can optimize logistics costs and increase profitability. This improvement directly strengthens Temu’s competitive position in the Turkish e-commerce market.

Future Outlook

The rapid growth of e-commerce in Turkey continues to drive demand for logistics and delivery solutions. The Temu-Horoz partnership aims to meet this demand while establishing a long-term impact in the sector.

In the coming years, Temu will reach a wider customer base, reduce delivery times, and enhance customer satisfaction. Horoz Lojistik’s expertise ensures logistics processes are managed efficiently and sustainably, supporting Temu’s broader growth strategy in the Turkish market.

Conclusion

Temu’s decision to entrust its Turkish deliveries to Horoz Lojistik represents a major development for both the e-commerce sector and the two companies involved. This strategic partnership ensures that large-volume products are delivered more quickly, safely, and efficiently, helping Temu expand its market share in Turkey.

The collaboration also sets an example for the future of e-commerce logistics in Turkey, potentially establishing new industry standards and encouraging other global platforms to invest in the market. By combining Temu’s growing e-commerce capabilities with Horoz Lojistik’s logistics expertise, this partnership is poised to reshape the Turkish e-commerce landscape.

Arvato and ATC Launch Strategic Data Center Logistics Hub in the UAE

German-based global logistics provider Arvato and Ireland-based data center logistics specialist ATC Computer Transport & Logistics (ATC) have jointly opened a new data center logistics hub in Dubai, United Arab Emirates. This collaboration aims to address the rapidly growing digital infrastructure demands in the region and establish a strong position in the data center services market across the Middle East (logisticsmiddleeast.com).

Increasing Digital Infrastructure Investments in the Middle East

The Middle East, especially the UAE, Saudi Arabia, and other Gulf countries, have been placing significant emphasis on digital infrastructure investments in recent years. The region’s technological infrastructure is rapidly advancing through projects such as data center developments and international submarine fiber optic cable initiatives. For instance, Saudi Arabia’s “Vision 2030” program prioritizes digital transformation with substantial investments. Similarly, Dubai’s digital transformation initiatives aim to position the region as a global technology and data center hub (logisticsmiddleeast.com).

Within this context, data center logistics plays a critical role. Since data centers consist of highly sensitive and secure equipment, expert handling is essential during transport. The partnership between Arvato and ATC is a strategic move to meet this growing need.

Arvato’s Expanding Presence in the Region

Arvato is a global player with strong expertise in e-commerce and logistics. Recently, the company expanded its Middle East operations by opening a new 3,300 square meter regional headquarters in Dubai CommerCity. This facility focuses on regional logistics and digital commerce services, offering comprehensive solutions to customers (logisticsmiddleeast.com).

Arvato’s new venture into data center logistics will further strengthen its role in the Middle East’s digital commerce ecosystem. The company’s extensive global network continues to support the logistics infrastructure for e-commerce and digital services in the region.

ATC’s Expertise and the Importance of the Partnership

ATC Computer Transport & Logistics is renowned for its specialization in data center transportation and technical installations. The company provides precise handling, assembly, and technical support services needed during data center setup. The partnership with Arvato helps both companies solidify their positions in the data center logistics market across the Middle East (logisticsmiddleeast.com).

This collaboration brings together expertise in both technical and logistical fields. As a result, integrated solutions will be offered to customers during the setup, maintenance, and expansion of data centers. Considering the increasing digital infrastructure investments in the region, the importance of such comprehensive services is rising.

The Challenges and Importance of Data Center Logistics

Data centers are complex structures that use high-tech equipment and require sensitive energy and cooling infrastructure. Therefore, equipment transportation demands extreme care, and logistics services must be timely and flawless. Any error in transport or installation can lead to losses worth billions.

The new logistics hub established by Arvato and ATC will support customers through every phase of logistics processes. Especially as major data centers and cloud service providers increase their investments in the region, the importance of integrated logistics solutions grows.

The Role of Logistics in UAE’s Digital Transformation

The UAE, particularly Dubai and Abu Dhabi, is a regional leader in digital transformation. The country’s digital infrastructure, data centers, and cloud services are growing rapidly. Government initiatives such as “Smart Dubai” and “UAE Digital Government” aim to expand digital services widely. This, in turn, increases the importance of data centers and their logistics (UAE Government Portal).

The logistics center established by Arvato and ATC in Dubai will operate to support these goals. The companies will play a critical role in ensuring the smooth operation of digital infrastructure in the region.

Regional Competition and Future Outlook

The Middle East competes with Asia and Europe in data center investments. Regional governments and private sectors are allocating substantial resources to strengthen digital infrastructure. The partnership between Arvato and ATC will increase the quality of logistics services in the region, providing a competitive edge.

Experts predict the data center logistics market in the Middle East will grow annually by more than 20% over the next five years.

Conclusion: Logistics and Data Centers in the Digital Age

The data center logistics hub launched by Arvato and ATC in the UAE is a significant milestone in the region’s digital transformation journey. The partnership aims to set new standards in logistics while aligning with the increasing digital infrastructure investments.

Such collaborations are crucial for enhancing the Middle East’s competitiveness in the digital economy and securing a strong position in the global data center market.

Dubai Holding Launches Dubai Retail Brand for 40+ Destinations

Dubai is witnessing a major transformation in its retail sector. Dubai Holding, one of the UAE’s leading investment and management companies, has consolidated over 40 shopping malls and lifestyle destinations under a single brand. The newly formed brand, “Dubai Retail,” aims to offer a more consistent and effective retail experience for both visitors and investors.

Strategic Move by Dubai Holding: Strengthening Its Retail Presence

Dubai Holding Asset Management (DHAM) has made a groundbreaking merger by including strong brands like Nakheel and Meydan. Effective since 2024, this consolidation brings Dubai’s retail sector under one roof, aiming to strengthen the city’s position as a global shopping and lifestyle hub.

Dubai Retail operates an extensive portfolio covering more than 40 destinations. This includes 10 major shopping malls, 15 lifestyle areas, and 18 retail centers. The group offers a total leasable area of 13 million square meters, welcomes over 132 million visitors annually, and hosts approximately 6,500 retailers.

This scale and diversity further increase Dubai’s importance for both tourism and local consumption. Dubai Retail’s goal is to consolidate this strength under one organized brand to enhance customer experience and create value for investors.

New Lifestyle and Shopping Destination: Nad Al Sheba Mall Stands Out

One of Dubai Retail’s most notable new projects is the Nad Al Sheba Mall, scheduled to open in April 2025. This massive center, spanning 500,000 square meters, is set to elevate the shopping and lifestyle quality of the region (mediaoffice.ae).

The mall will house over 100 stores, along with lifestyle facilities such as gyms, swimming pools, and padel courts. Well-known brands like Home Bakery, SALT, and Spinneys will also be part of the complex. Thus, it will become a destination not only for shopping but also for social and sporting activities.

Dubai Holding’s investment will boost the region’s attractiveness while contributing to the local economy and employment.

New Tourist and Local Lifestyle Attractions

Dubai Retail isn’t limited to shopping malls. Iconic lifestyle and entertainment areas such as Bluewaters, JBR, and West Beach are also part of the portfolio. These areas serve as social and cultural gathering spots for both tourists and residents (dubaiholding.com).

Luxury shops, restaurants, café chains, and entertainment options are offered in these regions. Bluewaters Island, notably, hosts Ain Dubai, one of Dubai’s landmark structures.

By branding these diverse destinations, Dubai Retail enables holistic management of the city’s retail and lifestyle experience.

Growth Trend in Dubai’s Retail Sector

Dubai’s retail sector has experienced rapid recovery and growth following the pandemic. Dubai Mall alone exceeded 57 million visitors in the first half of 2024, marking a 15% increase compared to the previous year (reddit.com).

This increase further confirms Dubai’s status as a regional and global shopping tourism hub. The merger under Dubai Retail and the expansion of the portfolio support this growth momentum and contribute to the sector’s sustainability.

Vision and Goals for the Future

Dubai Holding Asset Management manages not only large shopping malls but also lifestyle and cultural destinations under the Dubai Retail brand, applying a holistic approach. This strategy aims to improve customer experience while enhancing operational efficiency.

Additionally, this move is part of Dubai’s efforts to boost global brand recognition and strengthen the entire chain from tourism to retail revenues.

Dubai Retail is set to become an important reference point for other investors in the region, creating new collaborations and growth opportunities.

Conclusion

Dubai Holding’s consolidation of its retail portfolio under the Dubai Retail brand has made shopping and lifestyle experiences in the city more integrated and manageable.

New investments like Nad Al Sheba Mall and the inclusion of iconic areas like Bluewaters and JBR support Dubai’s progress not only as a commercial center but also as a city of lifestyle and culture.

This merger stands out as a key part of Dubai’s strategy to achieve sustainable growth, enhance customer satisfaction, and increase global competitiveness in the retail sector.

Prime Sharing Ends: What Amazon’s Move Means for E-Commerce Sellers

Prime Sharing Ends! Prime Sharing

Amazon will shut down Prime Invitee, the legacy perk that lets members share free shipping with non-household users, on October 1, 2025. In an update to its support page, Amazon says it will cut off Prime benefit sharing on October 1st, 2025. Invitees who don’t live with the account holder will be prompt to sign up for their own subscription at a discounted $14.99 rate for one year (and then $14.99 per month after that). Prime Sharing

Amazon stopped letting Prime members join the invitee program in 2015, but it allowed users who previously joined to continue sharing their free shipping benefit.

This is the retail analog of the streaming “no-password-sharing” wave: companies found that ending cross-household sharing boosts paid sign-ups even if some churn follows (see Netflix’s post-crackdown spikes). Expect Amazon to trade a slight short-term friction for higher Prime penetration and cleaner unit economics on subsidised shipping.

Now, Amazon is replacing this program with Amazon Family, which lets account holders share Prime benefits, but only with people they live with. Amazon says everyone in a “Family” must live at the same primary residential address, defined as “the address you consider to be your home and where you spend the majority of your time.” Prime Sharing

What Is Amazon Family?

Amazon Family lets you share Prime benefits and digital content with one other adult, up to four teens (added before April 7, 2025), and four children in your household. It provides a simple way to manage shared services, subscriptions, and content while maintaining separate accounts.

Prime Sharing Ends: Impact on e-commerce sellers in the U.S. marketplace

Prime badge becomes even more decisive. As Invitees lose free shipping, Prime-eligible offers (FBA/SFP) should see a relative conversion lift versus non-Prime offers in price-parity situations.
There has been a minor demand wobble from “former Invitees.” A subset of addresses may order less until they accept the $14.99 offer or pay shipping, expect a temporary dip in non-Prime conversions.
Basket engineering matters. For FBM, mitigate friction with free-shipping thresholds, coupons, or bundles in categories where margins allow.
SFP calculus: If your SLA and geography permit, Seller Fulfilled Prime can capture Prime-loyal buyers without complete FBA dependency.
CAC vs. LTV: Traffic from newly converted Prime users often shows higher repeat and AOV, justifying short-term promo spends that move shoppers into Subscribe & Save or replenishment flows.
Operational note: Audit listings for messaging that implies “shared Prime benefits” and update FAQs and CS macros to reflect the change.

Will other regions follow?

Europe, the UK, and many markets already emphasise household-only sharing via Amazon Household; no “Invitee” backdoor exists. Expect policy harmonization, not new sharing.
MENA (Amazon.ae): Prime remains individual, with local pricing (e.g., AED 16/month) and no Invitee-style sharing; the news is U.S.-specific for now. Competing memberships (e.g., Noon One) continue to push individual, not shared, benefits often bundled via banks/telcos. Prime Sharing
U.S. retail membership trend: Rivals (Target Circle 360, Walmart+) court households with delivery perks, but do not promote cross-household sharing; the industry is standardising around single-household access.

Seller playbook

Prioritise Prime eligibility for Q4/Q1: Migrate key ASINs to FBA/SFP; pressure-test cutoffs for “Arrives by” windows now.
Segment your audience: Build a remarketing pool for “likely Invitees” (addresses with prior non-Prime patterns) and test first-order coupons during Sept–Oct while the $14.99 conversion window runs.
Tune shipping economics: For FBM, model free-shipping thresholds and multi-unit bundles to neutralize lost subsidy perception.
Messaging: In creatives and A+ content, highlight “Fast, Free Prime Delivery” where eligible; for non-Prime, emphasize value stacks (warranties, bundles, refills).
Measure: Track Prime vs non-Prime CVR, AOV, unit session %, and Buy Box share by fulfilment type weekly through October.

Saudi Arabia’s HUMAIN to Launch Locally Built AI PCs

HUMAIN, Saudi Arabia’s national AI company, is set to launch its first line of AI-powered laptops in October 2025. These devices, developed by the company’s Riyadh-based Edge Devices unit, reflect a larger national push to develop sovereign technologies in hardware and AI. Built on Qualcomm’s Snapdragon X Elite platform, the laptops will run ALLaM, an Arabic-focused large language model developed in-house.

First unveiled as a prototype at the LEAP25 tech event in Riyadh, the laptops are designed for students and enterprises in the Middle East and Africa. Their fully localized, offline-capable AI performance is intended to reduce reliance on cloud infrastructure while ensuring user privacy a major priority in many regional digital strategies.

Targeted for Education and Business

HUMAIN’s laptops are being positioned as practical tools for everyday use in classrooms, offices, and development environments. With ALLaM models running natively, the devices can perform tasks such as summarization, translation, tutoring, and data analysis without needing to connect to the cloud. This makes them particularly useful for regions with limited internet bandwidth or where data privacy regulations are strict.

According to HUMAIN, the AI PCs aim to outperform existing market options not necessarily in raw power but in usability, language relevance, and edge AI deployment. The devices are tailored to serve Arabic-speaking users more effectively than globally available alternatives that are often trained primarily on English-language datasets.

The company has already begun integrating these laptops internally, with every new employee receiving one as part of their onboarding kit. This move serves both as a real-world test of the device’s capabilities and a demonstration of HUMAIN’s confidence in its products.

A Strategic Product in a Larger AI Ecosystem

The AI laptops are just one part of HUMAIN’s broader mandate to develop the Kingdom’s AI capabilities. Founded in May 2025 with backing from the Saudi Public Investment Fund (PIF), HUMAIN is tasked with building foundational AI infrastructure, including high-capacity data centers, sovereign LLMs, and national computing power — all in line with Saudi Arabia’s Vision 2030 strategy (Financial Times).

One of HUMAIN’s most ambitious initiatives involves building state-of-the-art AI data centers in Riyadh and Dammam, each expected to deliver up to 100 megawatts of computing power. To enable this, the company has secured a deal with Nvidia to supply 18,000 of its Blackwell GB300 GPUs a significant move, especially given the ongoing global shortage of advanced AI chips (Reuters).

Further expanding its infrastructure efforts, HUMAIN has entered a $10 billion partnership with AMD to develop AI capabilities in both Saudi Arabia and the U.S. The project is expected to deliver 500 megawatts of computing capacity and will prioritize open, scalable, and resilient systems suitable for a variety of sectors, from education to defense.

Cisco is also playing a critical role in HUMAIN’s ecosystem. The networking giant will provide infrastructure support for HUMAIN’s AI data centers and collaborate on talent development through a new Cisco AI Institute at KAUST University. The institute aims to train over 200,000 Saudi nationals in AI-related skills over the next decade.

A Sovereign Approach to Language Models

What sets HUMAIN’s devices apart is their integration with ALLaM a family of Arabic large language models designed for regional linguistic and cultural contexts. Unlike many global models that offer limited or generalized support for Arabic, ALLaM is trained on curated Arabic datasets and fine-tuned for applications relevant to government, education, and business users in the Arab world.

The ability to run these models locally on-device also introduces a new level of autonomy for users. It reduces dependency on foreign tech infrastructure and aligns with a broader trend toward “sovereign AI” where countries seek control over both the data and the intelligence systems that process it.

This aligns with a growing sentiment globally, particularly in emerging markets, where the dependence on large U.S. or Chinese tech platforms raises concerns about digital sovereignty, cultural relevance, and long-term resilience.

International Significance and Geopolitical Dimensions

HUMAIN’s device launch is also emblematic of a shifting international AI landscape. The U.S. government’s recent easing of restrictions on the export of high-performance AI chips to certain Gulf states, including Saudi Arabia and the UAE, has allowed companies like HUMAIN and Abu Dhabi’s G42 to access critical infrastructure components a move seen by many as a counterbalance to China’s growing influence in the region.

This access is vital for scaling LLMs, building sovereign data centers, and now, developing devices like AI-powered laptops that extend AI’s reach to the edge. With these tools, Saudi Arabia is signaling that it aims to be a technology leader, not just a technology adopter.

Looking Ahead

The launch of HUMAIN’s AI PCs is more than a product release it’s a strategic statement. By integrating hardware, AI models, and infrastructure, the company is laying the groundwork for a self-sustaining ecosystem capable of serving local and regional markets with minimal dependence on foreign technologies.

As the devices become available in October, they will serve as a real-world test of Saudi Arabia’s ambitions in the AI hardware space. Their adoption by schools, companies, and government agencies will offer insight into the viability of edge AI solutions in Arabic-speaking regions.

If successful, HUMAIN’s approach could inspire other countries in the region to pursue similar strategies building AI tools that reflect local needs, languages, and data realities while reducing reliance on external platforms.

SimCorp to Revolutionize Private Market Investing

SimCorp, a global leader in investment management solutions, is set to transform private market investing with its latest offering, SimCorp Alternatives. This new solution aims to simplify the way asset managers approach alternative investments such as private equity, hedge funds, and real estate, providing a more streamlined and data-driven platform. The move comes as demand for alternative assets continues to grow, driven by the search for higher returns and portfolio diversification in a post-pandemic world (The Financial Times).

A New Era for Alternative Investments

Alternative assets have gained significant attention in recent years, with investors looking beyond traditional stocks and bonds to diversify portfolios. As institutional investors and high-net-worth individuals increasingly seek exposure to private markets, the complexity of managing these investments has grown. The challenge lies in dealing with fragmented data, manual processes, and the lack of transparency that can often come with private equity and hedge fund investments.

SimCorp Alternatives addresses these challenges head-on by providing a unified platform that offers real-time insights, automated processes, and advanced analytics. This allows asset managers to make more informed decisions and effectively manage risk, all while gaining a deeper understanding of the performance and potential of their alternative investments (Business Insider).

Key Features of SimCorp Alternatives

The core of SimCorp Alternatives is its powerful data-driven infrastructure, which enables seamless integration with existing investment management systems. Asset managers can now manage a wide range of alternative assets, including private equity, venture capital, hedge funds, and real estate, all within a single platform. This eliminates the need for disparate systems, reducing operational costs and minimizing errors.

Some of the standout features include:

Real-Time Analytics: The platform allows for real-time monitoring of investment performance, helping managers assess risks, opportunities, and portfolio composition more effectively (Reuters).
Data Transparency: By providing clear visibility into the data behind each investment, SimCorp Alternatives helps investors understand the underlying assets better, aiding in due diligence and portfolio construction.
Automation of Back Office Operations: With automation capabilities, SimCorp Alternatives reduces manual tasks related to accounting, reporting, and reconciliation. This enables asset managers to focus on strategic decision-making rather than time-consuming administrative work.
Risk Management Tools: The platform incorporates advanced risk management tools to help assess and mitigate potential risks in private market investments, providing investors with the peace of mind they need in an increasingly complex market.

The Growing Need for Alternative Assets

The need for alternative investments has never been more evident. Over the past decade, the performance of traditional markets has been unpredictable, with increasing volatility, low-interest rates, and changing market conditions making it difficult for investors to generate stable returns. As a result, private equity and other alternative assets have become a go-to option for portfolio diversification.

Private equity, in particular, has seen an uptick in demand as institutional investors seek higher returns that are not correlated to the public markets. According to industry reports from Preqin, global private equity fundraising reached an all-time high in 2023, reflecting the growing importance of alternative assets in institutional portfolios. The trend is also visible in the real estate market, where real estate investment trusts (REITs) and direct real estate investments are becoming increasingly popular among institutional investors.

SimCorp Alternatives is entering the market at a time when such trends are accelerating, positioning itself to help investors navigate the complexity of private market investing and capture the opportunities that these markets offer.

Streamlining Investment Management

One of the major challenges in alternative investment management is the fragmented and often opaque nature of data. Many asset managers struggle to integrate data from different systems, leading to inefficiencies and errors. SimCorp Alternatives solves this problem by offering a centralized platform where all relevant data is stored in one place, streamlining the entire investment management process.

By leveraging SimCorp Alternatives, investors gain a 360-degree view of their portfolio, allowing them to track performance across various asset classes and investment strategies. This centralized data also improves the accuracy of financial reporting, helping firms comply with regulatory requirements more easily.

How SimCorp Alternatives Supports Investors

SimCorp’s innovative solution offers a comprehensive toolset designed to address the unique needs of private market investors. For institutional investors managing large portfolios, SimCorp Alternatives enables more effective portfolio construction and asset allocation. The solution’s advanced analytics can identify trends, helping investors uncover hidden opportunities in private markets that might otherwise go unnoticed.

For smaller investors, the platform provides easy access to alternative investment options, democratizing what has traditionally been a complex and opaque space. Investors can access data and insights that were previously only available to large institutional players, leveling the playing field.

The Future of Private Market Investing

The introduction of SimCorp Alternatives marks a significant shift in how private market investments will be managed in the future. By combining automation, real-time data, and advanced analytics, SimCorp is providing investors with the tools they need to make smarter decisions in an increasingly complex investment environment.

Looking forward, SimCorp plans to continue expanding its capabilities to meet the evolving demands of alternative asset management. As more investors turn to private equity, hedge funds, and other alternative assets, solutions like SimCorp Alternatives will play a pivotal role in enabling them to navigate this complex landscape with confidence.

Conclusion

SimCorp Alternatives is poised to revolutionize private market investing by offering a sophisticated, data-driven platform that simplifies the management of alternative assets. With its ability to integrate data, provide real-time analytics, and automate operational processes, it addresses some of the biggest challenges in the industry today. As the demand for alternative investments continues to grow, SimCorp’s solution provides investors with the tools they need to succeed in this evolving market.

US Tariff Ruling 2025: What It Means for E-Commerce Sellers?

US Tariff Ruling 2025: What it Means for Ecom Sellers?

A U.S. federal appeals court ruled that most “reciprocal” across-the-board tariffs are illegal. Still, it paused any rollback until October 14, 2025, and sectoral duties (steel, aluminium, and copper) remain firmly in place. Here’s what sellers should do now.

What just happened?

On August 29, the U.S. Court of Appeals for the Federal Circuit (which hears customs and trade cases) said the White House overstepped under IEEPA, the 1977 emergency-powers law, when it imposed sweeping “reciprocal” tariffs on nearly all imports. The panel vote was 7–4.
Tariffs do not vanish today. The court stayed its ruling until October 14, 2025, to allow a likely appeal to the U.S. Supreme Court. Markets and logistics planners are treating that date as the next inflection point.
Even if blanket tariffs fall, the administration still has other tools, notably Section 232, to levy double-digit sectoral tariffs. Those have recently been expanded.

What still stands with US Tariff Ruling 2025?

Steel & Aluminium: Section 232 duties now reach a wider set of HS codes (e.g., appliances, trailers, certain auto parts), with many entries facing 50% at the border (25% for the U.K. under a separate arrangement).
Copper: A July 30 Presidential Proclamation imposed 50% Section 232 tariffs on semi-finished copper and “copper-intensive derivative” products, effective August 1, 2025, with strict CBP declaration rules on copper content.

Why this matters for MENA e-commerce exporters to the U.S.

Category exposure: Many consumer goods sold online contain steel/aluminum (hardware, frames, hinges) or copper (cables, motors, PCB harnesses). Duty is assessed at entry and can wipe out margins on DDP shipments.
Operational uncertainty: With a Supreme Court appeal likely, some U.S. importers are deferring POs or breaking them into smaller lots to limit tariff risk, a behavior that can extend lead times and complicate Q4 inventory planning.
Policy “plan B’s”: Even if IEEPA tariffs are curtailed, analysts note the White House could re-route tariffs via other authorities (e.g., 232/301), keeping pressure on targeted sectors. Don’t bank on an overnight “return to 2017.”

Three scenarios sellers should plan for (Q4 2025/H1 2026)

IEEPA tariffs unwind; sectoral tariffs remain: Blanket rates drop after Oct 14, but 232 on steel/aluminium/copper keeps costs elevated in hardware-heavy SKUs.

Winners: categories with low metal/copper content.

Losers: appliances, tools, décor/furniture with metal frames.

Status quo extends into 2026: The stay is extended, and blanket tariffs persist pending the Supreme Court. Expect continued cost pass-through and periodic HS-list expansions to sustain price pressure and compliance complexity.
Tariff pivot, not retreat: Courts limit IEEPA, and the administration reissues narrower, sector-specific tariffs under other statutes. The net effect for many sellers is different HS codes and similar landed costs.

WORLDEF Action Checklist

Re-map HS codes: Identify the component-level steel/aluminium/copper content and verify the exact HTS your U.S. broker is using. Misclassification can trigger retroactive duties/penalties.
Contract for volatility: Add tariff-adjustment clauses and index-linked pricing to U.S. wholesale agreements; avoid long DDP quotes without explicit duty pass-through language. (Many importers are now insisting on this.)
Copper declarations: If your SKU contains motors, cables, or high-copper sub-assemblies, prepare copper-content statements and supplier affidavits to meet CBP’s new documentation expectations.
Stagger shipments: Split Q4 consignments to reduce single-arrival exposure around Oct 14; keep safety stock in regional U.S. 3PLs to ride out policy swings.
Reprice intentionally: Use rules for U.S. marketplaces to reprice on duty changes (not just FX and carrier costs). Test bundle/kit strategies in categories with low metal content.
FOB vs. DDP: For small brands, consider shifting from DDP to DAP/FOB to shift tariff risk to the buyer, but only if your category has volatile duty exposure and your U.S. partners accept it.
Don’t chase headlines; chase HS codes. The most significant determinant of margin is not “tariffs in general,” but whether your HS lines sit on the 232 lists (steel, aluminium, copper) or any successor lists. Build an internal duty heat-map per SKU.
Use the pause wisely. Between now and Oct 14, align brokers, update product specs/BOM attestations, and rehearse two price files (with/without universal tariffs). When the legal dust settles, you should be ready to publish in hours, not weeks.
Diversify metal-light assortments. Shift U.S. growth to categories with minimal metal/copper exposure, where metals are unavoidable and designed-for-duty (e.g., alternative materials, modular hardware).

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