iMENA invests $8m in HelloFood; why it is and isn't like Rocket Internet
iMENA Holdings made headlines yesterday
with the news that it invested US $8 million in HelloFood,
Rocket’s online food ordering platform that operates in the Middle
East, Latin America, Asia, and Central and Eastern Europe.
Announced as part of a strategic partnership, the investment is one
of the largest reported deals made by an early stage investment
vehicle in the Middle East; it also makes iMENA the first
reported local firm to invest in a Rocket Internet company. In May,
HelloFood raised $20 million from investors including Swedish firm
AB Kinnevik and Moscow-based Phenomen Ventures.
“Rocket don't usually do [deals like this], but this comes out of a
long term relationship we’ve built with the founders, based on
discussions that go back to 2005 and 2006. Everything came together
this summer with the team that we have and the funding that we
have.” says Khaldoon Tabaza, iMENA’s co-founder and Managing
Director.
With iMENA's investment, HelloFood is looking to expand further
after launching
in Saudi Arabia and Morocco this April; currently its traffic
in Saudi Arabia, where it's primarily focusing, is dwarfed by that
of Kuwait’s Talabat and
Egypt’s Otlob (HelloFood
doesn't even mention its Moroccan
arm in its press
release). [Although overall traffic on these sites is not an
indicator of conversions, nor a measure of traffic in Saudi Arabia,
Talabat and Otlob rank higher in Saudi, both around 1,000, than
HelloFood, which ranks below 3,500].
Another upcoming competitor in the Saudi market will be
FoodOnClick, the Arab world arm of Turkish success
Yemeksepeti, which is also eyeing
the Saudi market, after opening operations in Oman and Qatar.
[Disclosure: MENA Venture Investments, which shares management
resources with Wamda Capital, has invested in FoodOnClick; Fadi
Ghandour, who is Chairman of the Board at Wamda, sits on their
board].
If HelloFood is in need of a shot in the arm, iMENA has a plan to,
as iMENA cofounder and CEO Adey Salamin said in a
statement, “[roll] out Hellofood across various countries in
the Middle East to address the demand for a highly efficient and
quick food order and delivery service in the region."
Yet, Tabaza, says, it’s not that the ordering service has had
trouble in Saudi; it’s been growing more quickly in its first four
months in Saudi Arabia than any other HelloFood company worldwide.
However, he says, “having a local partner can really help maximize
success.”
That’s a lesson Rocket has learned before, after closing Mizado,
although its other properties, Namshi and Jumia, seem to have
avoided that fate by choosing teams with local market knowledge. By
bringing a local investor on board, it might give HelloFood a
fighting chance.
Who is iMENA?
The announcement also, in a sense, marks iMENA's arrival on the
Middle East investment scene. Over the past year, the investment
house been quietly making bets on e-commerce and services startups,
but few know what it does, exactly, laments team member Ritesh
Tilani, previously the founder of
mobile app CareZone. "Some people think we're an incubator.
We're not, in the traditional sense; we prefer to call ourselves an
owner/operator."
Technically, iMENA is a holding company. It's the brainchild of
Salamin, who worked for years in consulting and investment, both
abroad and in the Middle East, also launching several companies,
and Tabaza, one of Jordan’s earliest internet pioneers, who
previously founded early internet portal Arabia.com, cofounded ad
network NetAdvantage and payment mechanism OneCard at N2V, and then founded Riyada Ventures, an
SME investment vehicle acquired by Abraaj Capital in 2010
[Disclosure: Wamda was initially launched by Abraaj Capital]. In
2009, Salamin joined Tabaza at Riyada Ventures, and earlier
this year, they officially launched iMENA.
In keeping with the model built by N2V, and perhaps not straying
far from the Rocket playbook, iMENA focuses on “build[ing] new
online businesses based on successful and proven business models in
other developed and emerging online markets.”
Thus far, it's invested in Amman-based reservation booking site
ReserveOut, Desado, a Dubai-based homeware e-commerce site,
OpenSooq, a regional
classifieds site, and SellAnyCar.com, an online car
marketplace, and it typically aims for a path to a majority
stake.
“We are also open to a VC-style minority stake, but normally, we
try to get to 51% as quickly as possible,” says Tabaza. “We rarely
coinvest or follow another investor. There are companies where we
own less than 51%, but we are the largest investor in those
companies.”
The reason for that is, he explains, in a tough market without much
infrastructure, a hands-on approach is necessary.
“It’s not sufficient to simply provide early stage funding,” he
says. “If there are no professional service providers in the
market, companies will find it difficult to grow. If you have a
lack of seasoned entrepreneurs, that will be another challenge.
When you don’t have large companies to acquire small companies, you
have additional challenges.”
By mostly owning the companies it invests in or builds, iMENA is
designed to avoid what Tabaza deems business model risk and
technology risk, as opposed to execution risk. It does that by
bringing startups in-house to guide their actions and support with
a services arm, iMENA services, that offers strategy, technology,
and marketing advice.
Bashar Thawabi, ReserveOut’s founder and managing partner, is blunt
about what that means for his company.
Aside from the guidance and expertise that Tabaza and Salamin
offer, “I have no idea who the cleaning company is who cleans the
office,” he says. “The amount of work that goes into getting
offices, furniture, making sure it's a smooth transition and it’s
clean when people come in, everything is managed and operated by
iMENA. It’s amazing.”
One of the biggest benefits, however, is the extended community.
"The CEO of OpenSooq sits
behind me, and iMENA Services is down the
hall. Even though we are
separate entities, we all have the mentality that we are part of
something bigger," says Thawabi. "You don't feel that there is
competition."
“[The iMENA team] are very supportive but not intrusive,” says
Muhammad Chbib, Desado’s CEO and founder, of the iMENA team. “They
have a great network in the Middle East and beyond, and there is
not a single meeting that they could not organize for me.” When it
came to entering the Saudi market, he says, iMENA helped Desado
connect to partners on the ground to source talent.
By setting up a holding company as opposed to a typical VC, Tabaza
argues, iMENA is better able to do exactly that, helping startups
scale in new markets by plugging into an existing on-the-ground
setup.
That might not always eliminate the inevitable risk that comes with
localizing any business model (in the sense that "business model"
risk can't be entirely eliminated in a new market), but the iMENA
pipeline is designed to ensure that the holding company can
continue injecting finance to grow and iterate its companies as it
sees fit, without depending on outside investors for multiple
rounds of funding.
This "allows the founders to focus on building real traction on the
ground rather than be bogged down by funding round and after
funding round," says Laith Zraikat, one of Jeeran's two cofounders,
who consulted for iMENA for a few months last year after leaving
Jeeran earlier in the year to start
something new. "I think this model works very well, but you
need the right management. iMENA have that in my opinion," he
says, explaining that their experience allows the two founders to
forge deep connections with founders.
"Bringing in such a VC is like you've added a cofounder who is
going to work with you day in day out, not just an investor," he
says. "This is an ideal combination, however, the appeal of this
model to founders -or lack of it- is probably entirely a personal
preference."
Tying up with telecoms
Indeed, iMENA’s structure may not suit founders who relish
autonomy. But that's not its selling point; its partnerships are,
especially those wiith regional telecoms. One publicly announced
partner is Etisalat, which, it’s implied, will assist with
HelloFood’s expansion, while ReserveOut already leverages its
loyalty program and SMS and data services.
Connecting with telecoms, one of the only mature elements of the
Middle East online ecosystem, Tabaza says, was part of the design
from the beginning. Today, telecoms’ demand for content opens up
effective revenue streams for startups that might otherwise
struggle to monetize with advertising.
This focus on enabling those streams and working closely with its
strategic partners makes iMENA “very different from N2V and
Rocket,” Tabaza claims.
At its heart, iMENA seems to be focused on minimizing risk as
the company perceives it, by reducing the input of external
investors, keeping startup development in-house, leveraging revenue
streams with telecoms, and looking for specific types of founders,
a model, again, not far from Rocket, which is famous for hiring
MBAs with experience abroad. “A lot of our talent comes from abroad
or has spent time abroad,” says Tabaza.
In a market as tough, fragmented, and nascent as the Middle East,
it’s a model that may be optimal for some startups. “We target
low-hanging fruits,” Tabaza describes. “We don't want to go through
significant uphill battles [when] there are so many low-hanging
fruits in the region, one can invest, build, or create a
partnership for. We need to prioritize where we invest.”
And with HelloFood, iMENA will get its testing ground; even a
Rocket company isn’t necessarily a low-hanging fruit in Saudi
Arabia.