ROLLS-ROYCE MOTOR CARS DOHA UNVEILS NEW SHOWROOM AND CLIENT EXPERIENCE

Rolls-Royce Motor Cars Doha is delighted to announce that its new flagship premises in the Qatari capital, Doha, is now formally open and ready to welcome clients from the past, present and future. It is the first showroom in the company’s Middle East & Africa region to be remodelled in the new Rolls-Royce visual identity, which was officially launched in London and Shanghai in 2021.

  • Rolls-Royce Motor Cars unveils new expanded flagship showroom in Doha, Qatar
  • The first in Middle East & Africa region to be remodelled in the marque’s new visual identity
  • Consolidates Rolls-Royce’s position as a true House of Luxury
  • Visual language resonates with younger clientele
  • Interior design provides a relaxed and immersive client experience
  • Includes the Bespoke Commissioning Atelier and lounge area with a Cabinet of Curiosity feature and hospitality lounge, complemented by innovative digital technology and lighting installations


“The new Rolls-Royce Motor Cars Doha showroom represents a major milestone for the evolution of our brand from an automotive manufacturer to a true House of Luxury. Our new showroom visual identity, which we launched last year, offers our clients a fully immersive experience that takes them to the very heart of our brand and everything it represents. I am delighted to be here in Doha today to bring this wonderful concept to the Middle East & Africa region for the first time.”
Torsten Müller-Ötvös, Chief Executive Officer, Rolls-Royce Motor Cars

“It has always been our ambition at Alfardan Group to provide luxury experiences for our clientele and this ambition has no limit. We strive to be the pioneers in many fields to contribute to the development of a diversified and prosperous economy, in line with Qatar National Vision 2030 and under the wise directive of His Highness Sheikh Tamim bin Hamad Al Thani, Emir of the State of Qatar. We are proud that Rolls-Royce Motor Cars has chosen the city of Doha to be the first in presenting the marque’s new look and visual identity in the Middle East & Africa region, and the third in the world after London and Shanghai.”
Omar Alfardan, President and CEO, Alfardan Group

Rolls-Royce Motor Cars Doha is delighted to announce that its new flagship premises in the Qatari capital, Doha, is now formally open and ready to welcome clients from the past, present and future. It is the first showroom in the company’s Middle East & Africa region to be remodelled in the new Rolls-Royce visual identity, which was officially launched in London and Shanghai in 2021.


The new identity is a key element in the marque’s transformation from an automotive manufacturer to a true House of Luxury. Designed to resonate with a clientele that is increasingly younger, self-made and highly individual, it creates a wholly immersive client experience, presenting Rolls-Royce’s magnificent products in the relaxed, welcoming atmosphere of a luxury boutique.


The unique experience begins from the moment of arrival, with an entrance inspired by the iconic Pantheon Grille adorned with the Spirit of Ecstasy mascot. The galleria-style interior includes the Bespoke Commissioning Atelier, where clients can examine, discuss and select surface finishes, wood veneers, leathers, embroidery threads and fabrics for their Bespoke commissions. The lounge area features a ‘Cabinet of Curiosities’ filled with intriguing objects and pieces to spark ideas and conversations as part of the commissioning process. The ‘Hospitality Lounge’ to the rear provides a relaxed, comfortable and secluded space where clients can mix and socialise.

CO2 EMISSIONS & CONSUMPTION.

Black Badge Cullinan: NEDCcorr (combined) CO2 emission: 341 g/km; Fuel consumption: 18.8 mpg / 15.0 l/100km. WLTP (combined) CO2 emission: 377-355 g/km; Fuel consumption: 17.0-18.1 mpg / 16.6-15.6 l/100km.

Juan Serrano - CEO GRUP BALFEGÓ

JUAN SERRANO CEO OF GRUP BALFEGÓ

Manel and Pere Vicent Balfegó, cousins and founders of the company Balfego Are fifth generation members of a large fishing family originating from L’Ametlla de Mar in Tarragona, Spain. In the 80s, they harnessed their vision and decided to invest their time and energy exploring the possibilities of a bluefin tuna fishery. After many years of enquiry, hard-work and investment, they have gone on to establish themselves as the world’s leading company in terms of the understanding, capture, breeding, fishing, production and distribution of bluefin tuna.

Balfegó wild tuna live in pools off the coast of L’Ametlla de Mar. For up to a year they live here, feeding exclusively on wild fish. Dedication has now brought Balfego well earned product recognition, a benchmark of excellence establishing them as the only company in the world which extracts tuna from the sea at its optimum point of fat, dependent on customer demand. The extraction method used at Belfego guarantees a stress-free product, without ‘yake,’ which in Japanese means ‘burned meat,’ offering customers therefore a product of excellent gastronomic value as now found in many of the world’s best restaurants.

 Juan Serrano - CEO GRUP BALFEGÓ

Juan Serrano – CEO
GRUP BALFEGÓ

ABOUT JUAN SERRANO, CEO OF GRUP BALFEGÓ

Career path

I began my professional career at Philips Lighting, in the Procurement and Stock Management and Production Planning departments. Later, I went on to direct a project, a small snack and chips company that was later sold to the Arroz Sosarana Group, which I a shareholder in, and a member of the Board of Directors as Group Secretary. After that, I joined KH7, a company that, during my time, came to be the leader in the kitchen cleaners and degreasers segment. Next, I set up a business providing clients strategic advice and human resource selection and management. I was also part of Forenqui Laboratories. Later I was in a construction company and finally I joined Grup Balfegó in 2007.

Early days in Balfegó

I started as an external consultant advisor to Balfegó. This came about through Xavier Subirats, a former fellow student who is now Vice-Dean of the Catalonian Economists Society. Initially, I used to come in one day a week, later two, then three … Eventually I was working there full time, leaving behind other projects. I have been at Balfegó since then, in the position of the Group Managing Director.

What was the company like when you arrived?

It was a company with a particularly modern structure, a building that was only a year old, wonderful offshore facilities… but the company sold exclusively to, and dedicated itself 100% to Japan, and because of this, the product became a commodity. Our activity began with fishing the live fish. These captured tuna were fattened between July and October, and sold in October to November. This meant that we had to wait for the following year’s fishing season to have more specimens available to sell. In view of these unproductive periods, we elected for the fresh consumption strategy, adjusted to customer demand. Little by little, we were exporting to 32 countries in the world, quickly becoming the world’s leading company in fresh consumption.

At the structural and organizational model level, we also implemented a total transformation in which technology and innovation played a primary role.

We started investing in research, becoming a very powerful source of knowledge about bluefin tuna. So much so, that we were the first to intervene in the tuna reproduction cycle, proposing fishery control measures. In the end, we became a spokesperson that the media went to when they needed to learn about the species and the sector.

In addition, we design a marketing strategy to create a brand of considerable international prestige. This included a traceability system to monitor ourselves and used technology to provide information (weight, size, date of capture, fat percentage and all the itemised health and microbiological certificates), both to the chefs and end consumers alike.

In addition, we are the only ones who routinely specify the level of fat in each individual tuna, and so are able to optimally attend to the taste preferences of our customers.

How is Balfegó nowadays, and what are the perspectives for the future?

At a commercial level, we can say that we are a leading company, internationally recognized. We have a presence in some of the best restaurants in the world in more than 32 countries, and are a pioneer in the marketing of fresh bluefin tuna. Balfegó is a company that functions under a well-implemented integrated management system with procedures that makes us increasingly efficient. We perpetuously seek to improve the tasks involved in all these procedures, continuously improving existing indicators.  In the future, I see us opening up in other areas apart from the restaurant sector where we have been from 2009 until now. Little by little, I see us adding retail outlets, specialized in the gourmet area.

What role does the R + D + i department play in Balfegó?

It is the department, let’s say, at the cutting edge. If we had not gotten to know our product, its biology and its behaviour in its natural environment in the sea, surely today we would be in the position we are in. We would not have been able to give recommendations on tuna fishery management. We have been pioneers in this regard, thanks to all our investment in marine research.

On top of all of this, we should highlight that we have also been at the forefront of research and innovation once the tuna leaves the water. We have learned, by measuring the PH, to control the lactic acid that a tuna secretes after slaughtering, and we were pioneers when it came to measuring fat content. As a direct result of this research, we feed tuna exclusively on blue fish and in this way, adapting the taste in terms of the fat level, to meet the requirements of customers from different parts of the world. In addition, we are in some way able to guarantee the health and food safety of our products. Without a doubt, pioneers in total traceability from the sea to the consumer’s table.

How important have the fish husbandry facilities been in Balfegó’s transformation?

There are two important considerations. The first one is that bringing a seasonal product to market that can only be fished during a short period of time can cause prices to fall. Having fish husbandry facilities available allows us to regulate supply and demand. If, at the other end of the supply chain, there is no-one who wants that tuna, we will never slaughter it. And the second aspect is improving the quality of the tuna we fish. When tuna come to the Mediterranean to spawn, they have lost a large proportion of fat during the journey. It is important that they recover it, because it is in this fat that the quality of the tuna resides. These are the two mainstays.

 

Bugatti in the Middle East new Dealer Partner in Saudi Arabia

This Sunday, Bugatti announced its new partnership with SAMACO Automotive, one of the leading and most experienced companies in the automotive luxury market in Saudi Arabia. In the first half of 2021 the French luxury car manufacturer will have its first showroom in Riyadh, the capital of Saudi Arabia. For more than 35 years, SAMACO Automotive has been in a strong partnership with the Volkswagen Group, including high-end brands such as Audi, Porsche, Bentley and Lamborghini – an ideal position to enhance Bugatti’s presence in the Saudi Arabian market.

 

eBay Inc. To Report Classifieds Business as Discontinued Operations and Releases Updated Historical Financials

During the third quarter of 2020, eBay Inc. announced that it had entered into a definitive agreement to transfer its Classifieds business to Adevinta and determined that it met the criteria for the classification of held-for-sale accounting and discontinued operations.

SAN JOSE, Calif., Oct. 1, 2020 — During the third quarter of 2020, eBay Inc. (Nasdaq: EBAY) announced that it had entered into a definitive agreement to transfer its Classifieds business to Adevinta and determined that it met the criteria for the classification of held-for-sale accounting and discontinued operations. Accordingly, Classifieds’ financial results will be reflected in eBay’s condensed consolidated financial statements as discontinued operations beginning in the third quarter of 2020. Please refer to the 8-K filed today for a restatement of historical financial results.

Cautions Regarding Forward Looking Statements

Certain statements herein are “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Exchange Act. Such forward-looking statements are often identified by words such as “anticipate,” “approximate,” “believe,” “commit,” “continue,” “could,” “estimate,” “expect,” “hope,” “intend,” “may,” “outlook,” “plan,” “project,” “potential,” “should,” “would,” “will” and other similar words or expressions. Such forward-looking statements reflect eBay’s current expectations or beliefs concerning future events and actual events may differ materially from historical results or current expectations. The reader is cautioned not to place undue reliance on these forward-looking statements, which are not a guarantee of future performance and are subject to a number of uncertainties, risks, assumptions and other factors, many of which are outside the control of eBay. The forward-looking statements in this document address a variety of subjects including, for example, the closing of the transaction pursuant to which eBay will transfer certain subsidiaries which operate its Classifieds business (the “Transaction”) and the potential benefits of the Transaction. The following factors, among others, could cause actual results to differ materially from those described in these forward-looking statements: the possibility that regulatory and other approvals and conditions to the Transaction are not received or satisfied on a timely basis or at all; the possibility that eBay may not fully realize the projected benefits of the Transaction; changes in the anticipated timing for closing the Transaction; business disruption during the pendency of or following the Transaction; diversion of management time on Transaction-related issues; the reaction of customers and other persons to the Transaction; and other events that could adversely impact the completion of the Transaction, including the ongoing COVID-19 pandemic and other industry or economic conditions outside of our control. In addition, actual results are subject to other risks and uncertainties that relate more broadly to eBay’s overall business, including those more fully described in eBay’s filings with the Securities and Exchange Commission (“SEC”), including its annual report on Form 10-K for the fiscal year ended December 31, 2019 and subsequent quarterly reports on Form 10-Q. The forward-looking statements in this document speak only as of this date. We undertake no obligation to revise or update publicly any forward-looking statement, except as required by law.