YouTube has unveiled a suite of updates aimed at improving how viewers experience the platform on television screens, according to a report on TechCrunch published on October 29, 2025. TechCrunch

The enhancements focus on three key areas: automatic AI-powered video upscaling, integrated shopping via QR codes, and improved navigation and presentation tailored for TV interfaces. Each of these features signals YouTube’s growing emphasis on living-room viewing and its ambition to position itself more strongly in the TV ecosystem.

Feature 1: AI Upscaling for Low-Resolution Content

YouTube is rolling out a capability that uses AI to automatically upscale videos uploaded in resolutions ranging from 240p to 720p, elevating them toward HD quality for viewers on large-screen TVs. This shift addresses the challenge of watching older or lower-resolution content on high-definition displays, where poor visual fidelity can detract from the viewing experience. Creators and viewers will have the option to opt out of this enhancement, allowing the original resolution to remain available.

In addition, YouTube is increasing the maximum file size for video thumbnails from 2 MB to 50 MB a move designed to support 4K-quality imagery. The platform is also conducting tests with select creators to support larger video uploads, supporting higher-quality originals that benefit from upscale workflows. The Verge

Feature 2: QR Code Shopping from the TV Screen

Another major update is the introduction of a feature that enables viewers to scan a QR code displayed on the TV screen to access merchandise or tagged products linked to the video content. This bridges content consumption and e-commerce in a way that leverages the second-screen behavior of viewers who often use mobile devices while watching TV. The QR feature is part of YouTube’s strategy to increase monetisation options for creators and to deepen engagement by enabling viewers to act on their interest without leaving the app. TechCrunch+1

For creators and advertisers, this development opens new possibilities: tagged product links can be embedded at specific moments in videos, and viewers can complete a purchase via their phone while the content plays on the TV. This model improves conversion potential and aligns with broader trends in “shoppable video” experiences.

Feature 3: TV-Optimised Interface and Navigation

YouTube is also enhancing its TV-app interface with improved contextual search, a “Shows” layout optimized for binge-watching, immersive homepage previews and better channel-specific exploration. These changes aim to address the discovery and navigation challenges of large-screen viewing, particularly for users browsing from a couch using a remote rather than interacting via touch or pointer devices. The Verge

YouTube states that the TV screen is its fastest-growing surface and as such these updates reflect a strategic investment into making creator content resonate in living-room environments. The improved navigation and design tweaks also align with evolving consumer habits of watching longer-form content and series-style episodes on connected TVs.

Strategic Implications

From a strategic standpoint, these updates position YouTube more directly in competition with streaming platforms like Netflix, Amazon Prime Video and traditional TV networks by enhancing video-quality, discovery and commerce integration in the living room. The upscaling feature addresses a pain point for many creators: older videos with lower resolution performing poorly on modern displays. Meanwhile, the shopping integration taps into the evolving value chain where content leads to commerce.

For creators, the updates suggest new monetisation opportunities: improved visibility on TV screens, interactive product features and higher visual quality. For advertisers and brands, TV-app features increase the stakes for generating viewer engagement and connecting video content with actionable purchases.

Challenges & Watch-Points

Despite the potential benefits, there are considerations and risks. Some creators and viewers may resist automated upscaling if it alters the aesthetic or authenticity of their content. While the opt-out option exists, persistent changes to how original videos look could raise concerns about creative control.

Secondly, the QR shopping integration raises questions about privacy, attribution and the actual conversion impact in a TV context. Users scanning mobile devices while watching may face friction, and effectiveness will depend on how fluid the experience is.

Thirdly, while the TV-app enhancements may improve usability, scaling these features across the vast array of devices and global markets will require substantial logistic and technical effort. Device compatibility, firmware differences and regional user-behaviour patterns complicate rollout.

Outlook

Looking ahead, these updates could accelerate YouTube’s living-room growth and deepen its role as a convergence point for content, commerce and creator economics. Key metrics to monitor will include: percentage of viewing hours on TV devices, engagement rates for tagged products, creator adoption of new upload and tagging features and feedback on video-quality improvements from upscaling.

If successful, the changes may disrupt how video platforms prioritise features for TV-first experiences, moving beyond mobile-only optimisation and aligning with cross-screen strategies. For YouTube, this may translate into higher retention on big screens, stronger advertiser interest and enhanced creator earnings via new interactive features.

Performance marketing agency Alphageek has opened a new office in Dubai, marking its second international location and a strategic move to scale its data-led services across the Middle East. The announcement comes as digital-marketing and e-commerce investment in the United Arab Emirates are projected to grow significantly. East Midlands Business Link

Founded in 2019, Alphageek specialises in scaling direct-to-consumer (D2C) brands using AI-powered marketing and automation focusing on profitability tracking, advanced audience targeting and creative optimisation across platforms such as Meta Ads, Google Ads and Klaviyo. The new Dubai office will be overseen by Technical Director Art Lindop, supported by the firm’s UK-based team and new regional hires. East Midlands Business Link

Strategic Context and Regional Opportunity

The UAE is undergoing strong growth in digital commerce and online retail, creating increasing demand for sophisticated marketing and growth-services providers. According to recent industry estimates, advertising spend in the UAE is forecast to exceed USD 1.3 billion by 2026, while online retail is expected to reach USD 17 billion. Alphageek’s expansion aligns closely with these market dynamics. East Midlands Business Link

By establishing a presence in Dubai, Alphageek gains proximity to regional D2C brands, e-commerce operators and agencies seeking advanced performance-marketing support. The Gulf-based office is expected to serve as a hub for its Middle East and North Africa (MENA) strategy, offering localized services in growth marketing, automation and data analytics. The company noted that its UK operations had already achieved over £3.5 million in client revenue and delivered over 1000% return on ad spend for previous campaigns—a track record it intends to replicate regionally. East Midlands Business Link

Operational Setup and Client Strategy

Alphageek’s model emphasises tightly-measured marketing efficiency. Its UK campaigns leverage AI-driven audience segmentation, automated creative testing and real-time optimisation across ad platforms. The new Dubai team will adapt this approach to the region’s unique registers, employing regional insights, language variants, payment-behaviour data and channel mix adjustments.

Art Lindop will lead the Middle East operations, coordinating between the UK headquarters and local talent to establish service delivery, client onboarding and campaign operations. The firm recently listed a portfolio of international clients already operating in the GCC, signalling readiness to serve brands with cross-border ambitions.

Implications for Brands and the Region

For D2C brands and marketplaces operating in the Gulf, Alphageek’s arrival offers access to a specialist growth-marketing partner with proven ROI credentials. Brands looking to gain share in the UAE, Saudi Arabia and broader MENA region will benefit from a provider that understands both Western digital-marketing tools and regional market nuances—such as Arabic language optimisation, cross-border fulfilment and mobile-first behaviours.

For the market, the move reflects acceleration of the “professionalisation” of the digital-marketing ecosystem. As ad-spend increases and competition intensifies, brands are increasingly demanding performance-marketing services with transparent metrics and data-driven outcomes. Agencies positioned to deliver both local relevance and global-scale process will be advantaged.

Risks and Considerations

While the opportunity is significant, execution will be key. Expanding into a new regional market involves several operational risks: recruiting and retaining top talent, adapting to local regulatory and cultural environments, and building relationships with regional clients who may have different expectations from Western markets.

Additionally, delivering high return-on-ad-spend in the GCC context may require adjustment of models. Cost-per-action benchmarks, funnel behaviours and channel efficiencies may differ from UK equivalents. Agencies also face rising competition, both from global consultancies and regional specialists. Alphageek will need to differentiate on performance metrics and local execution quality.

Outlook

If Alphageek can replicate its UK growth model and adapt effectively to the Gulf market, it could rapidly gain market share in regional performance marketing. The Dubai base will enable closer proximity to GCC clients, faster turnaround times for campaigns and stronger regional insights. Over the next 12-18 months, the company will likely focus on building its regional team, securing local clients, and demonstrating regional case-studies that show comparable ROI to its UK offering.

The broader shift in the UAE and MENA digital-marketing landscape toward measurable performance, data-driven creative and cross-border e-commerce growth—suggests demand for agencies like Alphageek will remain strong. Their ability to help brands navigate market differences, optimize campaigns and deliver profit-focused marketing may differentiate them in a crowded regional agency ecosystem.

Conclusion

Alphageek’s expansion into Dubai signals both confidence in the region’s digital-commerce trajectory and a step-change in how performance-marketing agencies position themselves in the Gulf. With a service model built on AI-enabled growth, measurable ROI and D2C brand-scaling, the firm is well-placed to capitalise on the UAE’s rising ad-spend and e-commerce market. Success will depend on adapting to regional dynamics, building a capable local team and maintaining high performance standards.

SKH Private Family Office and Rotana have entered into a hotel-management agreement to transform The Cove Rotana Resort into a flagship resort in the Emirate of Ras Al Khaimah. The agreement, announced on October 31 2025, covers a planned investment of AED 500 million for acquisition and comprehensive redevelopment of the property, and grants Rotana full management rights for a further 15 years starting 1 December 2025. Gulf News

Strategic Rationale

For SKH Private Family Office, the investment reflects a strategic commitment to upscale hospitality assets in the UAE and to support growth aligned with the national tourism agenda. Founder and Chairman Saqr Kamal Hasan stated that the partnership with Rotana “reflects a shared commitment to excellence, sustainability and regional authenticity” and aims to redefine the guest experience at the resort.

From Rotana’s perspective, the deal strengthens its regional presence and underscores the company’s role in delivering premium hospitality experiences. Rotana CEO Philip Barnes commented that the company is “proud to lead” the resort into its next chapter alongside SKH, emphasising the alignment between vision and operational experience.

Project Scope & Redevelopment Plan

The AED 500 million investment includes acquisition of the asset and a full renovation of guest rooms, villas, restaurants and leisure facilities. Specific upgrades will also cover new architectural towers offering panoramic sea views, façade enhancements and sustainability features aligned with Ras Al Khaimah’s tourism aspirations. Gulf News

The resort, located in Ras Al Khaimah, recorded over 1.3 million visitors in 2024 and is targeting 3.5 million by 2030. The redevelopment plan thus aligns with both investor and regional tourism-growth objectives. Gulf News

Financial and Market Impact

The resort deal signals confidence in the UAE’s hospitality sector and the broader recovery in inbound tourism. By injecting significant capital into one of Ras Al Khaimah’s iconic hotel assets, SKH and Rotana are betting on rising occupancy rates, higher average spend per guest and premium positioning within the ultra-luxury resort segment.

For SKH, the acquisition adds a leading asset to its portfolio, while Rotana’s extended management contract secures long-term operational control and potential upside from improved performance post-redevelopment.

Operational Considerations & Timeline

Rotana will resume full management of the resort from 1 December 2025 and oversee commercial performance and guest-experience optimisation throughout the 15-year agreement. SKH and Rotana will work together during the transition and renovation phase to minimise disruption.

Rasmala Investment Bank served as financial advisor to the deal, supporting transaction structuring and due-diligence services.

Risks and Strategic Challenges

While the project carries strong promise, it also faces typical hospitality-sector risks: completion delays, cost-overruns, regional tourism volatility and guest-preference shifts. Logistics around renovation, particularly maintaining service standards during the transition phase, will be critical.

Scaling the resort’s repositioning to justify the significant investment requires solid occupancy growth, margin expansion and successful branding in a highly competitive GCC hospitality market.

Outlook

If successfully executed, the transformation of The Cove Rotana Resort could set a benchmark for premium resort development in Ras Al Khaimah and contribute meaningfully to the emirate’s tourism targets. The long-term management contract with Rotana ensures operational continuity, while SKH’s investment manifests growing interest by family-office capital in the region’s hospitality sector.

The partnership may also catalyse further deals as other investors seek platform partnerships and global operators look to expand in the UAE.

Conclusion

The agreement between SKH Private Family Office and Rotana for The Cove Rotana Resort marks a strategic move in the UAE’s hospitality investment landscape. By combining capital, brand strength and operational expertise, both parties aim to deliver a world-class resort experience while aligning with broader tourism-growth ambitions. Execution and market dynamics will determine whether this investment becomes a standout success in the Gulf’s luxury-resort sector.

Phoebe Gates, daughter of Bill Gates, has launched a new artificial-intelligence-driven fashion-e-commerce startup called Phia, which recently secured USD 8 million in seed funding. The round attracted celebrity backers including Hailey Bieber and Kris Jenner, highlighting the startup’s high-profile launch despite the fact that Bill Gates did not directly invest. 36Kr

Phia is positioning itself as a next-generation shopping assistant, allowing users to instantly compare prices of new and pre-owned items across multiple platforms. The app is built around a simple “Should I buy this?” button: when users browse a product, Phia scans thousands of retail channels and resale marketplaces, evaluates pricing, and provides a verdict and recommendation. The platform currently supports more than 250 million products via its direct links to platforms such as The RealReal, Vestiaire Collective, ThredUp, StockX and more.

Startup Origins and Team

The company was co-founded by Phoebe Gates and Sophia Kianni, who met while studying at Stanford University. The duo transitioned their dormitory-startup experiment into a formal business in 2023 when they established Phia in New York. The name “Phia” is a fusion of their first names Phoebe plus Sophia. Less than half a year after launching publicly, Phia claims to have amassed over 600,000 users. Many of its engineering and product staff are former employees of major tech firms such as Pinterest, Meta and Amazon.

AI and E-Commerce Convergence

Phia’s ambition taps into a broader theme: the convergence of artificial intelligence and e-commerce. While global online retail has grown more than ten-fold since 2010, from around USD 0.6 trillion to approximately USD 6.4 trillion by 2025, the core user journey in e-commerce has remained largely unchanged — browse, compare, buy, receive. Phia argues that the discovery and decision stages are ripe for reinvention via AI. 36Kr

According to Phia’s public materials, its algorithm interprets browsing patterns in real time, gathers pricing and availability data from thousands of listings, and makes recommendations that factor both brand-new and resale options. For fashion-heavy users, this means the decision-making process is compressed from hours of manual research to a single tap.

Funding and Traction

The USD 8 million seed-round backing validates both the celebrity interest and the perceived market opportunity. Despite being led by a relatively unknown startup, the impressive user-growth rate and celebrity involvement have attracted attention. Phia’s early data indicates more than 40,000 partner websites and over 5,000 direct brand integrations. The emphasis on resale as well as new items positions it in a hybrid category aligning with sustainability and circular-economy trends. 36Kr

Competitive Landscape and Market Opportunity

Phia joins a crowded field of fashion-tech and shopping-automation platforms. However, its AI-assistant interface embedded as a button or browser extension that overlays real-time price-comparison and recommendation logic — differentiates it from passive aggregation services. By supporting both new and second-hand items, Phia also aligns with consumer shifts toward affordability, sustainability and faster decision-making.

The broader online-fashion market remains fragmented and fiercely competitive. For Phia to scale effectively, it must convert user engagement into revenue whether via affiliate links, brand partnerships, subscriptions or commerce facilitation. The challenge will be to maintain recommendation quality, update inventory metadata reliably, and offer sufficient value to encourage repeat use.

Strategic Implications for Retailers and Platforms

For traditional e-commerce and fashion-retail platforms, Phia’s model signals increasing pressure to offer smarter decision-support features. The “Should I buy this?” model could become a standard expectation in browsing experiences. Retailers may need to invest in richer metadata, dynamic pricing, and AI-ready integration in order to stay competitive.

Brands and marketplace operators should take note: consumer expectations are shifting toward instant insight, streamlined decision-making and cross-platform price visibility. Platforms that provide these features may gain advantage in acquisition and retention of value-conscious and digitally sophisticated shoppers.

Challenges and Adoption Hurdles

Despite its promise, Phia faces execution risk. Its business model relies on accurate data connections across thousands of platforms, sustained user engagement and monetisation of what is essentially a decision-support service rather than pure transactional flow. The dependency on browsing behaviour rather than direct marketplace traffic may lengthen the path to profitability.

Moreover, the startup must ensure data privacy, avoid biases in recommendation logic and maintain transparency about how its AI models operate. Navigating resale-market dynamics — including authenticity, quality control and logistics — adds further complexity, especially given the large footprint of second-hand listings.

Outlook

If Phia delivers on its ambition, the startup could spearhead a new category in e-commerce: AI-mediated decision assistants that layer across platforms rather than replacing them. The USD 8 million seed round will enable rapid hiring of engineering talent, refinement of algorithms and expansion of brand partnerships. Startup watchers will monitor user-growth, recommendation-accuracy metrics and conversion into commerce outcomes.

From a longer-term standpoint, Phia’s concept may influence how digital commerce evolves shifting from browsing and transactional flows into assisted decision journeys where AI intervenes intelligently. For consumers, this could mean less “shopping fatigue” and more confident purchases. For retailers, it may mean adapting to a new frontier of intelligent recommendation and participation in an AI-enhanced ecosystem.

Conclusion

Phoebe Gates and Sophia Kianni’s startup Phia represents a fresh take on fashion-e-commerce through the lens of artificial intelligence and real-time comparison. With celebrity investment, early traction and an ambitious vision to redefine how people shop, Phia is one to watch. The success of its “Should I buy this?” proposition may determine whether AI assistants become a standard layer in the future of online retail.

Saudi-based on-demand platforms noon and Jahez announced a strategic partnership on 30 October 2025, aimed at combining noon’s quick-commerce infrastructure with Jahez’s extensive food-delivery network to redefine convenience for consumers across the Kingdom. Wamda

Through the collaboration, Jahez app users will gain direct access to noon’s rapid-delivery “noon Minutes” service via a dedicated tile within the app, enabling access to a wider range of retail and grocery categories fulfilled through noon’s dark-store network. At the same time, the noon app will integrate Jahez’s food-delivery offering, connecting its users with Jahez’s network of over 50,000 restaurants operating across more than 100 cities in Saudi Arabia. Wamda

Strategic Motives Behind the Tie-Up

The partnership comes at a time when Saudi Arabia’s quick-commerce and food-delivery markets are becoming fiercely competitive. Analysts estimate the country’s on-demand market could reach around USD 20 billion by 2030. techscoop.io+1

For noon, the alliance provides enhanced scale in the food-delivery vertical without building the restaurant network from scratch. For Jahez, the tie-up accelerates its expansion into quick-commerce beyond food, enabling the company to access noon’s retail infrastructure and dark-store fulfilment capabilities efficiently. As Jahez CEO Ghassab Bin Mandeel stated, the partnership is a “pivotal step” that enhances their vision to elevate everyday lifestyle services for Saudi users. Wamda

Operational Highlights and Roll-Out

The phased roll-out of the integrated services is set to begin in November 2025 with the noon Minutes offering embedded in the Jahez app, followed by full deployment of Jahez’s food-delivery service within the noon app in December 2025. Wamda

This architecture allows both companies to retain operational independence while aligning key fulfilment, logistics and data capabilities. Customers of both platforms will benefit from enhanced delivery speed, broader product selection and unified loyalty perks under their existing subscription models (Jahez Prime and noon One). techscoop.io

Implications for Saudi Arabia’s Quick-Commerce Ecosystem

The deal signifies a broader shift in the region’s delivery market from fragmented competition to consolidation. As market intensity escalates, merging capabilities may offer cost efficiencies, improved customer retention and stronger competitive defensibility. AGBI

For consumers, the integrated offering promises elevated convenience: the ability to order groceries, retail items and restaurant meals within a single-app ecosystem, backed by improved networks and faster fulfilment. For competitors such as HungerStation, Keeta, Careem and Mrsool, this alliance raises the bar for service breadth, speed and user engagement in the Kingdom.

Challenges and Considerations

Despite its promise, the partnership also faces execution risk. Aligning loyalty programmes, delivery-fleet operations, data-systems and fulfilment infrastructures across two major platforms is complex. The companies must ensure service consistency and maintain customer satisfaction amidst the integration.

Additionally, scaling beyond urban centres may challenge economics, as order density, dark-store footprint and delivery cost efficiency vary across the Kingdom’s regions. Differential user behaviour and infrastructure gaps in non-core cities will need strategic handling.

Outlook

If executed effectively, this partnership may accelerate the convergence of quick-commerce and food delivery into a unified on-demand model in Saudi Arabia — and possibly serve as a template for other Gulf markets. As the Kingdom aims to deepen digital-commerce, logistics and fulfilment-infrastructure capability under its Saudi Vision 2030 agenda, such alliances enhance the strategic positioning of local platforms.

Analysts will monitor key metrics including order-frequency growth, average basket size, delivery time improvements and subscription-retention rates to assess the partnership’s impact.

Conclusion

The integration of noon and Jahez networks represents a significant milestone in Saudi Arabia’s on-demand economy. By combining quick-commerce, grocery-retail and food-delivery capabilities, the alliance seeks to offer a seamless, multi-category one-app experience for consumers — while building fortified infrastructure and competitive scale for both companies. How smoothly they manage integration and scale will determine whether this collaboration sets a new standard in Saudi Arabia’s digital-commerce landscape.

Global family offices are tempering their expectations amid rising economic headwinds, according to a recent survey by RBC Wealth Management and Campden Wealth. Nearly half of respondents (48 %) said they are focusing on improving liquidity, while one-third (33 %) are actively de-risking their portfolios.

Key Findings

The survey revealed that family offices identify major near-term risks including:

• U.S. tariff announcements seen as constraining global growth (60 %) Rising inflation (55 %)

• A potential U.S. recession (47 %) Markets Group

Looking two to five years ahead, these offices also flagged concerns such as excessive government borrowing (56 %), on-shoring of supply chains (31 %) and a potential depreciation of the dollar (31 %) as significant structural risks.

Investment-return expectations for 2025 averaged just 5 % — markedly lower than the 11 % average expected in the prior year. About 15 % of respondents anticipate negative returns. Markets Group

Asset-Allocation Shifts

In response to the less-bullish environment, family offices are making tactical shifts:

• A majority (52 %) expect cash or cash-equivalents to deliver the best returns in the next 12 months. Markets Group

• Artificial intelligence remains a top long-term theme, with 75 % of respondents citing it as likely to reward shareholders in the medium term. Clean energy (56 %), growth equities (54 %) and large-cap North American equities (41 %) also featured prominently. Markets Group

• Private markets remain central, with 88 % of offices retaining private-market exposure, but the share of such assets slipped from 30 % to 29 %. Markets Group

Strategic Implications

The mood among family offices has shifted from opportunity-driven growth to caution and preservation. The findings reflect growing recognition of elevated macro and geopolitical risks, combined with more conservative return assumptions. As one research lead at Campden Wealth noted, “family offices have become notably more cautious stewards of capital.” Markets Group

This recalibration has several implications for asset managers and advisors:

• Liquidity-management tools are gaining prominence as families prefer flexibility over commitment in uncertain markets.

• Portfolio construction may lean more toward quality assets and greater diversification — especially in sectors less sensitive to growth cycles.

• Risk-monitoring frameworks will likely strengthen around macro-tail risks, supply-chain dislocations and regulatory transitions.

• The push for innovation (such as AI) continues, but deployment timing, scale and return horizons may be extended.

A More Complex Investment Landscape

Family offices now navigate a more complex set of parameters. Tariffs, inflation, stagflation risks, higher policy-rates and structural shifts in technology and supply chains are all shaping decision-making. The expectation of lower returns is leading many to reassess traditional models of growth-oriented portfolios.

Some strategies emerging in this environment include:

• Higher allocations to liquid assets or short-duration fixed income to preserve optionality.

• Greater focus on thematic and structural plays (e.g., AI, clean energy) rather than cyclical bets.

• Increased emphasis on governance, operational resilience and data-driven decision-making.

• More cautious entry into private markets, given longer investment horizons and exit-path uncertainties.

Outlook

While family offices remain inclined to deploy capital into innovation and private markets, the pace and size of commitments may slow. The shift toward finding “less-risk, more-resilience” in portfolios suggests the next 12-18 months may see incremental rebalancing rather than aggressive expansion.

However, the long-term belief in transformative themes like AI remains strong. For asset-management firms, this environment presents opportunities to service both defensive and growth-oriented mandates tailoring solutions for preservation and innovation simultaneously.

Conclusion

The survey captures a clear pivot in family-office strategy: from optimism about outsized returns to a mindset centered on defence, resilience and prudent growth. As macro-risks rise and expected returns shrink, these institutions are preparing for a slower growth era. Their approach now emphasizes liquidity, diversification and selective exposure — all while keeping a watchful eye on the long-term opportunities that still remain.

Ooredoo Group has announced a strategic partnership with Aduna, a global aggregator of network application-programming interfaces (APIs), to make Ooredoo’s telecom API portfolio available to businesses across the Middle East, North Africa and beyond.

The collaboration allows banks, fintech firms, e-commerce platforms and digital-service providers to integrate directly with Ooredoo’s standardized APIs covering services such as identity verification, SIM-swap, know-your-customer (KYC), payments and communications without needing multiple local integrations or country-specific agreements.

Strategic Rationale

For Ooredoo, this alliance marks a key step in its strategy to monetise network capabilities via the burgeoning global API economy. Chris­tian Werner, Group Chief Strategy Officer and Acting Chief Commercial Officer at Ooredoo, said: “With this collaboration we are turning network intelligence into practical business value. Businesses can now plug Ooredoo APIs into their platforms and deliver safer, faster and more innovative digital services to customers wherever they are.”

By linking its network capabilities with Aduna’s global aggregation layer—and building on standards defined by the GSMA’s CAMARA initiative—Ooredoo aims to remove complexity for enterprise customers, accelerate time-to-market for embedded telecom services, and expand its role beyond a traditional operator into a digital-platform partner. PR Newswire

What the Partnership Offers

The partnership will provide a unified developer experience through Aduna’s platform, enabling access to Ooredoo’s telecom API suite across markets. Key benefits include:

• Reduced integration overhead for enterprises: rather than negotiating multiple carrier agreements, companies access a standardized API layer once.

• Faster product launches: fintechs or e-commerce firms can deploy identity or payment workflows leveraging Ooredoo’s network-level services.

• Cross-border scale: enterprises operating across MENA and globally can use one API connection rather than reinventing local connectivity each country.

• New revenue models for the operator: Ooredoo can monetise network assets by licensing them via APIs and sharing in innovation built on its infrastructure.

Anthony Bartolo, CEO of Aduna, described the move as “a milestone for the global network-API economy,” highlighting that the collaboration expands Aduna’s regional footprint and enhances the ability of enterprises to innovate at scale. PR Newswire

Market Context and Implications

The telecom industry is being reshaped by open APIs, platform-economy models and embedded connectivity services. Traditionally, network features like SIM-swap or carrier-billing were only available to large operators or tightly controlled ecosystems. By opening these capabilities via standard APIs, operators like Ooredoo seek to participate in new value chains built by fintechs, commerce platforms and digital-service providers.

In this context, the collaboration enables Ooredoo to compete in domains beyond connectivity such as identity-as-a-service, cross-border payments, and embedded communications. For enterprises, it reduces friction, accelerates digital-service development and makes telecom services a plug-and-play module within their offering.

Execution and Roll-Out

The integration of Ooredoo APIs into Aduna’s global platform will be rolled out across Ooredoo’s operating companies through 2027, according to the announcement. Initial phases are expected to involve enterprise onboarding, developer-tooling support, joint innovation labs and sector-specific use cases. PR Newswire

Technical and commercial readiness are both in focus: enterprises will gain access to secure APIs, global documentation, dashboards for monitoring, and standardised SLAs. Ooredoo will align its carriers to the CAMARA open-gateway framework, facilitating interoperability with other networks and platforms.

Challenges and Considerations

While promising, the initiative must overcome several challenges:

• Regulatory diver­sity across markets may require localisation of compliance, data-sovereignty, privacy and telecom-licensing rules.

• Commercial models must balance operator margins with competitive pricing for enterprises seeking API access.

• Developer ecosystem maturity is essential: enterprises must adopt the APIs, build meaningful services and scale usage to justify the operator investment.

• Operational readiness: carriers must ensure APIs are reliable, performant and secure at scale across geographies.

Outlook

The partnership between Ooredoo and Aduna positions both companies at the cutting edge of telecom-for-commerce. If executed well, it could accelerate the embedding of connectivity and network-services into digital-business workflows, enabling new services in finance, commerce, identity, IoT and mobility.

For Ooredoo, it opens a path to capture value beyond the subscriber connection moving into platform services and ecosystem revenues. For enterprises, it offers a streamlined route to deploy telecom-native capabilities across markets.

Conclusion

The agreement between Ooredoo Group and Aduna represents a strategic leap in network innovation. By making operator-native APIs accessible via a global aggregation platform, the collaboration unlocks possibilities for enterprise digital-services, cross-border commerce, embedded connectivity and fintech integration. As the telecom industry evolves into a services-and-platforms era, operators who enable developer ecosystems and partner with global aggregators may redefine their role and capture new sources of value.

Türkiye has introduced new restrictions on the import of certain “high-risk” products arriving through e-commerce channels such as postal shipments and express couriers. The Ministry of Trade announced that the measure aims to strengthen product-safety controls and align online imports with national consumer-protection and quality-assurance standards. The new regulation targets three key categories: footwear, toys, and leather accessories (saraciye).
(cnnturk.com)

According to the Ministry, these categories have shown repeated violations in safety labeling, certification, and quality compliance. The surge in low-cost, uncertified imports via e-commerce channels has prompted authorities to tighten inspections at the border, especially for parcels entering Türkiye under simplified customs procedures.

Why These Products Are Classified as High Risk

Footwear, toys, and leather goods were selected based on cumulative inspection data and risk assessments. Officials explained that these categories have demonstrated frequent non-compliance with Turkish standards, including missing CE markings, hazardous chemical content, and inadequate consumer labeling.

Many imported items, particularly those shipped directly to consumers via international online platforms, were found to lack documentation that certifies compliance with local health and safety requirements. In the case of toys, tests revealed potential chemical and mechanical hazards, while footwear often failed labeling and origin verification rules.

The Ministry stated that while e-commerce has accelerated cross-border trade, it has also increased the inflow of unverified products. The goal of the new measure is not to curb trade but to ensure consumer protection and a fair competitive environment for domestic manufacturers and authorized importers.

Details of the New Regulation

Under the new policy framework, express-courier and postal shipments of the three high-risk product categories will be subject to additional customs scrutiny and, in certain cases, outright import restrictions. Specific provisions include:

• Prohibiting the shipment of footwear, toys, and leather accessories through simplified customs or unregistered courier channels.

• Requiring verified importer identification and Turkish-language labeling for all consumer-facing goods entering the country.

• Enforcing conformity assessments for product-safety documentation before release from customs.

• Implementing the right to confiscate or destroy non-compliant items at the border.

Authorities also emphasized that even promotional or sample products sold to Turkish consumers online are legally considered retail imports and must comply with national labeling, pricing, and warranty regulations.

The Trade Ministry underlined that the new system will leverage existing risk-analysis algorithms to identify suspicious shipments, combining electronic data with manual inspection protocols.

Implications for the Market

The restrictions are expected to have several major impacts on the Turkish e-commerce ecosystem. For domestic producers and officially licensed importers, the move may level the playing field by reducing the influx of cheaper, uncertified foreign products. In turn, local manufacturers could gain market share and improved pricing power.

For e-commerce platforms and sellers, compliance obligations will increase. Online marketplaces will need to review their vendor-registration systems, enforce certification requirements, and ensure that products offered for Turkish consumers meet the applicable national standards.

Consumers may experience short-term effects such as reduced product variety or slight price increases, but authorities argue that these will be offset by higher product quality and safety over time.

The policy also strengthens traceability within the supply chain. Logistics firms and courier companies will be required to share shipment data with customs systems and to verify that imported parcels meet regulatory conditions before delivery.

Implementation Challenges

Experts caution that while the regulation addresses a real safety concern, its effectiveness will depend on implementation capacity. The growing volume of small parcels entering through express delivery and postal networks poses a significant operational challenge for customs authorities.

Enhancing inspection capability and deploying more sophisticated data-tracking systems will be essential to monitor compliance efficiently. Smaller logistics firms may also face difficulties adapting to the new reporting and verification requirements.

Another challenge lies in changing consumer habits. Many Turkish consumers have grown accustomed to purchasing low-cost imported goods from international e-commerce platforms. Authorities may need to communicate the rationale for the new policy clearly to prevent confusion or dissatisfaction.

In the long term, the policy may drive platforms to establish local warehouses and partnerships to ensure proper labeling and certification before products are sold to customers in Turkey.

Broader Policy Context

The restriction aligns with Turkey’s broader digital-commerce strategy, which seeks to balance rapid e-commerce growth with consumer-protection and product-safety priorities. In recent years, the government has strengthened oversight of online marketplaces, focusing on transparency, fair competition, and traceable supply chains.

The new measure also supports industrial policy objectives by reinforcing domestic production standards and reducing unfair competition from non-compliant imports. As Turkey deepens its trade relationships with the EU and other partners, aligning e-commerce practices with international safety and conformity frameworks is becoming increasingly important.

Analysts view the move as part of a global trend: governments worldwide are re-examining cross-border e-commerce rules to address safety, taxation, and consumer-protection challenges. The EU, for instance, has recently implemented similar measures for imported toys and electronics sold via online platforms.

Expected Outcomes

If effectively implemented, the new regulation could enhance consumer confidence in products sold through e-commerce channels and strengthen domestic manufacturing resilience. Retail analysts predict that Turkish producers and distributors that already comply with safety standards will benefit most.

The policy is also expected to encourage global platforms like Amazon, AliExpress, and Temu to localize compliance processes for the Turkish market — for instance, by verifying sellers, requiring Turkish-language product information, and maintaining local return channels.

In addition, the Trade Ministry’s plan to expand the list of monitored categories may further institutionalize safety oversight in the digital-retail sector. Future extensions could include electronics, cosmetics, and small home appliances — all of which pose potential consumer risks if uncertified.

Conclusion

Türkiye’s decision to restrict high-risk product imports through e-commerce marks an important step toward ensuring product safety and fair market competition. While it may initially challenge global sellers and local logistics providers, the policy ultimately aims to protect consumers and promote quality assurance in the country’s rapidly expanding online-retail sector.

Its success will depend on the balance between enforcement and efficiency — ensuring that the flow of legitimate trade continues smoothly while unsafe or uncertified goods are effectively screened out. Over time, this measure could position Turkey as one of the region’s leaders in regulated, safe, and sustainable e-commerce.

Amazon has introduced an ultra-fast delivery service in the United Arab Emirates promising orders to arrive within 15 minutes, marking a major shift in the country’s e-commerce fulfilment landscape. According to multiple regional reports, the service kicks off in select Dubai neighbourhoods and is aimed at grocery and essential-goods shoppers.

At launch, the service branded “Amazon Now” is available in neighbourhoods including Jumeirah Beach Residence, Dubai Marina, Dubai Silicon Oasis and Jumeirah Lakes Towers. It operates daily from 7 a.m. to midnight and is currently limited to Prime members. Orders over AED 25 qualify for free delivery. Entrepreneur+2Time Out Dubai+2

Strategic Motives and Market Implications

By rolling out a 15-minute delivery promise, Amazon is aggressively targeting convenience-driven consumers in the UAE’s urban centres. Analysts say this move is designed to raise the bar for last-mile fulfilment in a region where demand for instant gratification and mobile-first shopping continues to grow. Leveraging dark-store fulfilment nodes and optimised routing, Amazon aims to shrink delivery windows and boost order frequency.

Fast delivery also allows Amazon to compete more directly with regional rivals such as Noon, which has already deployed similar express-delivery services. As one Dubai resident on a public forum observed:

“The 15 mins delivery service has been rolled out; Amazon is setting up dark stores across Dubai just like Noon to cater the 15 mins market.” Reddit

Amazon’s investment in ultra-fast delivery could reshape consumer behaviour in the UAE, making impulse orders and immediate replenishment of items the new norm. The retailer stands to drive higher basket size and customer loyalty by reducing friction from choice to doorstep.

Operational Considerations

Implementing 15-minute delivery requires fulfilment infrastructure located close to dense residential clusters, rapid picking systems and robust delivery fleets. The neighbourhoods chosen reflect high-density, high-income zones suited to premium delivery service economics. The service’s success may hinge on maintaining delivery accuracy amid traffic, weather conditions and peak-demand surges.

Consumers must also meet membership criteria (Prime) and minimum order thresholds (AED 25) to access the service. As Amazon expands coverage, the company will need to build out dark-store networks, manage delivery-partner logistics and avoid delivery-cost blow-outs that could erode margins.

Challenges and Sustainability

Ultra-short delivery windows may raise concerns around operational sustainability and environmental impact. Delivery fleets making more frequent short-haul trips could increase traffic congestion and emissions unless offset by route optimisation or e-vehicles. For neighbourhoods outside initial pilot zones, reaching a 15-minute promise may be unviable without new micro-fulfilment centres or enhanced logistics partnerships.

Consumer expectations may also escalate; delays in promised time windows could harm brand reputation. Amazon will need to monitor service performance closely and scale thoughtfully before nationwide rollout.

Outlook

Looking ahead, the 15-minute delivery service in the UAE positions Amazon as a key innovator in Gulf-region e-commerce. Should the model prove successful, Amazon may extend the service to other emirates and product categories beyond essentials. For retail competitors and logistics firms, the initiative signals further acceleration of fulfilment expectations and may spur further investment in micro-fulfilment and rapid-delivery infrastructure.

Conclusion

Amazon’s introduction of a 15-minute delivery option in the UAE conveys its strategic commitment to speed, convenience and local responsiveness. As urban consumers increasingly demand instant access to goods, Amazon’s rapid-delivery service may redefine e-commerce norms in the Gulf region and force incumbents to raise their fulfilment game.

A new study released by TikTok reveals a paradigm shift in how consumers in the Middle East and North Africa (MENA) discover and purchase products. According to the findings, 77 percent of respondents reported discovering new products on TikTok, and 69 percent said they are more receptive to advertising on TikTok than on other platforms.

The research, published by Arab News, highlights that the upcoming fourth quarter traditionally a peak shopping season has transformed from short bursts of activity into sustained engagement. Data shows that 34 percent of purchases happen in October, 39 percent in November and 27 percent in December among surveyed users.

Discovery over Traditional Advertising

TikTok’s value in the region appears to lie less in its role as a direct marketplace and more in its ability to drive product discovery and influence. The platform’s short-form videos, creator-led content and algorithmic feed place new products in front of users during everyday scrolling turning discovery into a seamless part of the shopping journey.

According to Aref Yehia, head of business partnerships for retail and e-commerce at TikTok MENA, “TikTok drives impact at every stage of the shopping journey, starting with discovery and continuing through purchase and post-purchase advocacy.”

The Impact on Brands and Retailers

For brands operating in MENA, these findings suggest a fundamental recalibration of marketing strategy. Rather than relying solely on traditional display advertising or large-scale promotions during major sales events, brands need to think in terms of content creation, influencer partnerships and humanised messaging. TikTok’s advantage lies in its dynamic engagement model—users are open to seeing ads and reacting to them in-the-moment.

Brands will likely need to create campaigns optimised for discovery rather than conversion alone—short, visually compelling videos that prompt users to explore rather than click through. The regional data implies that campaigns with viral potential may outperform legacy methods of driving traffic.

Evolution of Shopping Behaviour in MENA

The MENA region’s online consumer behaviour appears to be shifting toward more fluid and continuous shopping patterns. While global trends often reflect sharp spikes during events like Singles’ Day or Black Friday, this study shows MENA consumers spreading their purchases across the quarter. Nearly two-thirds (66 percent) of respondents said they shop outside major retail-event windows. Arab News PK+1

This diffusion of purchasing behaviour presents both opportunity and challenge for retailers. On one hand, demand is less event-driven and more consistent; on the other hand, maintaining engagement and conversion becomes a matter of constant presence rather than episodic campaigns.

Emerging Opportunities for Platforms and Ecosystems

TikTok’s growing role in the shopping journey opens the door to several strategic opportunities:

• Creator-led commerce: Brands can partner with influencers to embed product experiences into the feed, enhancing authenticity and relevance.

• In-app shopping flows: With commerce features built into TikTok, brands may bypass traditional browsers and marketplaces altogether.

• Data-driven content strategy: Understanding what content drives discovery and recommendation can yield better-targeted campaigns and higher conversion rates over time.

In MENA, where mobile adoption and social engagement are high, TikTok’s model is particularly powerful, allowing brands to meet consumers where they spend time, rather than redirecting them to another channel.

Challenges and Strategic Considerations

While the emergence of TikTok as a discovery channel presents new possibilities, brands must still navigate traditional challenges. Product fulfilment, logistics, payment infrastructure and consumer trust remain central to converting discovery into purchase. A brand that goes viral but fails to deliver a quality experience risks reputational damage.

Moreover, content that converts in one market may not translate in another due to cultural nuances. Brands in MENA must account for language, local relevance and regional regulations when crafting TikTok campaigns. The study’s insights emphasise that openness to ads does not guarantee conversion unless the experience aligns with local expectations.

Outlook for 2026 and Beyond

As MENA’s digital commerce ecosystem evolves, discovery-led shopping is likely to become a dominant trend. Brands that build content-rich, mobile-first strategies and align their fulfilment infrastructure accordingly will gain advantage. The temporary spikes of event-based retail may give way to continuous engagement models underpinned by platforms like TikTok.

Retailers and marketplaces may need to adapt their value-proposition: presence on TikTok feeds might become as essential as presence in search engines. Meanwhile, logistics providers and payment platforms will need to keep pace with increased mobile-driven demand and shorter conversion cycles.

Conclusion

The Arab News-published study underscores a significant pivot in the MENA shopping journey: one where discovery, mobile engagement and creator-driven content lead consumer behaviour. TikTok is no longer just an entertainment platform—it is shaping how products are found, considered and purchased across the region. For brands and retailers operating in MENA, this shift demands rapid adaptation to a channel where attention is earned, not bought.