Understanding the Impact of COVID-19 on the GCC Region

Cross IndustriesUnderstanding the Impact of COVID-19 on the GCC Region

An Assessment of Growth Opportunities and Growth Pipelines in Light of the Pandemic

RELEASE DATE
06-May-2020
REGION
South Asia, Middle East & North Africa
Deliverable Type
Market Research
Research Code: PB19-01-00-00-00
SKU: CI00700-GL-MR_24384
AvailableYesPDF Download

$7,500.00

Special Price $5,625.00 save 25 %

In stock
SKU
CI00700-GL-MR_24384

Understanding the Impact of COVID-19 on the GCC Region
Published on: 06-May-2020 | SKU: CI00700-GL-MR_24384

Need more details?

$7,500.00

$5,625.00save 25 %

DownloadLink
Need more details?

Like other economies, countries in the GCC have been rendered vulnerable by the COVID-19 pandemic. Wholesale and retail trade, transportation and storage, and finance and insurance, which accounted for nearly 50% of Dubai’s gross domestic product (GDP) in 2018, have all been affected. In the oil and gas industry, plunging jet fuel demand and higher oil production by Saudi Arabia in April threaten to push crude oil prices to a 17-year low in Q2 2020. However, it is not that everyone and everything is capsizing. Some industries in the region have made gains and exciting opportunities are emerging, while careful risk mitigation strategies are helping others chart a new course for the future.

Based on dynamic, real-time updates, Frost & Sullivan research indicates that COVID-19 could play out in three ways:
• In the first, and most hoped for, scenario of gradual containment, the outbreak will be largely contained by April, with most economies showing signs of industry and economic rebound by May, with full recovery by Q4 2020.
• If the pandemic is not contained to a large extent by April, a severe pandemic scenario would ensue, marked by downturns in consumer demand, industrial production and world GDP growth. The possibility of a year-long recession is real with full recovery only by Q3 2021.
• The third (and least-hoped-for) scenario, a global emergency, will be marked by the uncontrolled spread of the virus with economies limping back to recovery from Q1 2021, with a full recovery only by Q1 2022.

Regardless, the duration and severity of COVID-19’s impact on economies and sectors will undoubtedly vary. Companies would do well to set in motion a “look ahead, anticipate, and adjust” roadmap. Over the short term, companies should explore supply chain diversification and leverage new opportunities arising from changing customer demands. Over the long term, product and service portfolio diversification will be critical to ensuring greater resilience.

Externally, strengthening brand equity and shifting sales channels online will be strategically important. Internally, adopting technologies that support workplace and operational continuity will enable companies to hit the ground running once the COVID-19 crisis abates.

This study examines which industries are thriving, surviving, and struggling during the pandemic. It considers the best practices that some companies have already put in place in response to the crisis, and looks at actions that participants in numerous industries can take now to respond, recover, and thrive in the long term.

COVID-19 Impact on Global GDP Growth

COVID-19 Impact on Key Regions and Countries

COVID-19 Impact on the Middle East

2020 Brent Crude Oil Prices

2020 Brent Crude Oil Prices (continued)

Government Response to COVID-19

COVID-19 Industry Mortality Matrix

GCC Industries Affected by the Pandemic

GCC Industries that are Benefitting

COVID-19 Impact on Labor and Equipment Providers

Pandemic-related Challenges in the Oil and Gas Industry

Growth Opportunities in the Oil and Gas Industry

COVID-19 Responses in the Oil and Gas Industry—Respond, Recover, and Thrive

Pandemic-related Challenges in the Renewable Energy Industry

Growth Opportunities in the Renewable Energy Industry

Companies to Action in the Renewable Energy Industry

COVID-19 Responses in the Renewable Energy Industry—Respond, Recover, and Thrive

Pandemic-related Challenges in the Water and Waste Industry

Growth Opportunities in the Water and Waste Industry

Companies to Action in the Water and Waste Industry

Companies to Action in the Water and Waste Industry (continued)

COVID-19 Responses in the Water and Waste Industry—Respond, Recover, and Thrive

Impact on Revenue for the ICT Industry

Pandemic-related Challenges in the ICT Industry

Growth Opportunities in the ICT Industry

Technologies that Could Prevent Business Disruption During a Crisis

Companies to Action in the ICT Industry

COVID-19 Responses in the ICT Industry—Respond, Recover, and Thrive

Impact on Revenue for the Food and Beverage Industry

Pandemic-related Challenges in the Food and Beverage Industry

Growth Opportunities in the Food and Beverage Industry

Technologies that Could Prevent Business Disruption During a Crisis

Companies to Action in the Food and Beverage Industry

COVID-19 Responses in the Food and Beverage Industry—Respond, Recover, and Thrive

Impact on Revenue for the Mobility Industry

Impact on Revenue for the Mobility Industry (continued)

Pandemic-related Challenges in the Mobility Industry

Pandemic-related Challenges in the Mobility Industry (continued)

Impact of COVID-19 on the Mobility Industry

Growth Opportunities for the Mobility Industry

Companies to Action in the Mobility Industry

COVID-19 Responses in the Mobility Industry—Respond, Recover, and Thrive

COVID-19 Responses in the Mobility Industry—Respond, Recover, and Thrive (continued)

Impact on Revenue for the Transport and Logistics Industry

Pandemic-related Challenges in the Transport and Logistics Industry

Growth Opportunities in the Transport and Logistics Industry

COVID-19 Responses in the Transport and Logistics Industry—Respond, Recover, and Thrive

Impact on Revenue for the Healthcare Industry

Impact on Revenue for the Healthcare Industry (continued)

Impact on Revenue for the Healthcare Industry (continued)

Pandemic-related Challenges in the Healthcare Industry

Growth Opportunities in the Healthcare Industry

Technologies and Procedures that Could Prevent Business Disruption During a Crisis

Companies to Action in the Healthcare Industry

COVID-19 Responses in the Healthcare Industry—Respond, Recover, and Thrive

Impact on Volume for the Metals Industry

Pandemic-related Challenges in the Metals Industry

Growth Opportunities for the Metals Industry

Technologies that Could Prevent Business Disruption During a Crisis

Companies to Action in the Metals Industry

Companies to Action in the Metals Industry (continued)

COVID-19 Responses in the Metals Industry—Respond, Recover, and Thrive

Impact on Revenue for the Chemicals Industry

Impact on Revenue for the Chemicals Industry (continued)

Pandemic-related Challenges in the Chemicals Industry

Pandemic-related Challenges in the Chemicals Industry (continued)

Technologies that Could Prevent Business Disruption During a Crisis

Companies to Action in the Chemicals Industry

Companies to Action in the Chemicals Industry (continued)

COVID-19 Responses in the Chemicals Industry—Respond, Recover, and Thrive

Survival Strategies—Business Continuity and Resilience

Winning Strategies for Accelerated Recovery and Growth

Winning Strategies for Accelerated Recovery and Growth (continued)

Winning Strategies for Accelerated Recovery and Growth (continued)

Winning Strategies for Accelerated Recovery and Growth (continued)

How Can Our Team Help You?

GDP Analysis by Sector—United Arab Emirates

GDP Analysis by Sector—Saudi Arabia

GDP Analysis by Sector—Kuwait

GDP Analysis by Sector—Bahrain

GDP Analysis by Sector—Oman

GDP Analysis by Sector—Qatar

Frost & Sullivan: Who We Are

Our Value Proposition: To Be Your Most Valued Global Growth Partner

Our Comprehensive Industry Coverage Helps Identify Opportunities Across Multiple Industry Areas

Legal Disclaimer

Your Next Steps

Purchase includes:
  • Report download
  • Growth Dialog™ with our experts

Growth Dialog™

A tailored session with you where we identify the:
  • Strategic Imperatives
  • Growth Opportunities
  • Best Practices
  • Companies to Action

Impacting your company's future growth potential.

Like other economies, countries in the GCC have been rendered vulnerable by the COVID-19 pandemic. Wholesale and retail trade, transportation and storage, and finance and insurance, which accounted for nearly 50% of Dubai’s gross domestic product (GDP) in 2018, have all been affected. In the oil and gas industry, plunging jet fuel demand and higher oil production by Saudi Arabia in April threaten to push crude oil prices to a 17-year low in Q2 2020. However, it is not that everyone and everything is capsizing. Some industries in the region have made gains and exciting opportunities are emerging, while careful risk mitigation strategies are helping others chart a new course for the future. Based on dynamic, real-time updates, Frost & Sullivan research indicates that COVID-19 could play out in three ways: • In the first, and most hoped for, scenario of gradual containment, the outbreak will be largely contained by April, with most economies showing signs of industry and economic rebound by May, with full recovery by Q4 2020. • If the pandemic is not contained to a large extent by April, a severe pandemic scenario would ensue, marked by downturns in consumer demand, industrial production and world GDP growth. The possibility of a year-long recession is real with full recovery only by Q3 2021. • The third (and least-hoped-for) scenario, a global emergency, will be marked by the uncontrolled spread of the virus with economies limping back to recovery from Q1 2021, with a full recovery only by Q1 2022. Regardless, the duration and severity of COVID-19’s impact on economies and sectors will undoubtedly vary. Companies would do well to set in motion a “look ahead, anticipate, and adjust” roadmap. Over the short term, companies should explore supply chain diversification and leverage new opportunities arising from changing customer demands. Over the long term, product and service portfolio diversification will be critical to ensuring greater resilience. Externally, strengthening brand equity and shifting sales channels online will be strategically important. Internally, adopting technologies that support workplace and operational continuity will enable companies to hit the ground running once the COVID-19 crisis abates. This study examines which industries are thriving, surviving, and struggling during the pandemic. It considers the best practices that some companies have already put in place in response to the crisis, and looks at actions that participants in numerous industries can take now to respond, recover, and thrive in the long term.
More Information
Deliverable Type Market Research
No Index No
Podcast No
Author Deenah Zayed
Industries Cross Industries
WIP Number PB19-01-00-00-00
Is Prebook No
GPS Codes 9600-B1,9800-A6,9705-C1,9595,9AF6-A6,9206