In March 2025, students from 91社区 Desautels鈥� Master of Management in Retailing (MMR) program embarked on a week-long study trip to Dubai, organized by the Bensadoun School of Retail Management. This immersive experience offered a unique blend of professional development, cultural exploration, and networking with leaders shaping the Middle East鈥檚 retail sector. Dubai, a global hub for retail, real estate, and technology, provided the perfect setting for this exploration.
Industry insights
One of the most impactful sessions was our meeting with Laila Suhail, CEO of Dubai Economy and Tourism. She shared insights into how the government and private sectors collaborate to drive retail and tourism in Dubai. We learned about the 'Dubai Way',a 2015 strategic initiative to boost tourism to 20 million visitors annually through exceptional service and citizen pride. Suhail emphasized how the government plays an active role in retail innovation, from Dubai's 24-hour shopping initiative in 2012 to the creation of a 365-day retail calendar with 17 events. These strategies have significantly increased foot traffic and spending, with the sector now contributing 28% of the city鈥檚 GDP. The CRM system used to communicate with thousands of retailers, the advanced infrastructure behind Dubai Shopping Festival, and collaboration with malls were standout examples of government-private sector alignment.
Another highlight was our conversation with Mona Kattan, co-founder of Huda Beauty and founder of Kayali Fragrances. She emphasized the role social media plays in consumer connection and brand storytelling. She shared how Kayali, a fragrance brand built on personalization and emotional resonance, may not have survived without their team鈥檚 dedication to digital content creation and community building. Her authenticity and insights into cultivating a beauty brandat the intersection of influencer culture and business acumen were incredibly inspiring.
Our visit to Kitopi, a food-tech unicorn, was a deep dive into how centralized kitchens and AI-powered operations are revolutionizing food delivery. Their transformation from a cloud kitchen to an omnichannel brand incubator鈥攁longside the launch of Eatopi, a 鈥淪potify for food鈥� subscription-based dining experience鈥攄emonstrated the potential of tech-driven adaptability in the hospitality industry. Kitopi鈥檚 model, which allows multiple brands to operate from shared kitchen stations, combined with sophisticated demand planning, inventory control, and proprietary tech, stood out as a future-forward approach to scale and efficiency.
At Apparel Group, we had the privilege of meeting its Chairman, Nilesh Ved, who shared his journey of building one of the region鈥檚 most influential retail conglomerates. With over 80 international brands under its umbrella, the Apparel Group鈥檚 scale, agility, and focus on localization demonstrated the success of multi-brand retail management. Nilesh candidly discussed brand building, customer experience, and future trends in retail with our cohort.
Our visit to DAMAC allowed us to engage with Amira Sajwani, a senior executive and member of the founding family. She offered us a look into how DAMAC blends luxury real estate with lifestyle and retail experiences. The group鈥檚 focus on integrating hospitality, design, and premium customer touchpoints illustrated how real estate is increasingly shaping consumer engagement in the region.
We also had the opportunity to tour the Mall of the Emirates and meet with Khalifa Bin Braik, CEO of Majid Al Futtaim Asset Management. His insights into the development of mall culture in Dubai highlighted the shift from traditional shopping experiences to integrated lifestyle destinations. The tour offered valuable takeaways on the importance of customer experience, tenant curation, and the role of malls in shaping community and entertainment hubs in the UAE.
Our Carrefour visit featured a session with Andrey Artemenko, who introduced us to the concept of Carrefour鈥檚 dark stores. We learned how micro-fulfillment centres are enhancing online order efficiency, especially in high-density areas. It was impressive to see how this large-scale operation is embracing agility and innovation to meet modern consumer demands.
We then toured the Dubai Mall, one of the world鈥檚 largest shopping destinations, guided by representatives from the Apparel Group. They walked us through key retail environments and shared insights on how global brands like ALDO, Sephora, and Zara localize their offerings through tailored visual merchandising, service models, and pricing strategies. This curated walkthrough served as a live classroom for understanding consumer behaviour, brand positioning, and experiential retail in a dynamic, multicultural market.
On the final evening of our trip, we were invited to the residence of the Ved family where we had the opportunity to meet Mudassir Sheikha, the co-founder of Careem, a homegrown success story that was acquired by Uber. His journey from startup founder to scaling one of the region鈥檚 most transformative tech companies offered profound insights into entrepreneurship, resilience, and innovation in the region. His reflections on leadership and scaling in emerging markets left a lasting impact.
Key takeaways and lessons learned
At Kitopi, we learned how vertical integration and AI can transform operational inefficiencies into scalable strengths. Their shift to brand ownership鈥攁nd the launch of Eatopi鈥攄emonstrated how tech innovation and control over the value chain can improve profitability and consumer engagement. DAMAC illustrated the rise of lifestyle branding, combining retail, design, and hospitality. Mona Kattan highlighted storytelling, authenticity, and digital-first strategies in beauty brand building.
Majid Al Futtaim demonstrated malls evolving into destinations blending leisure, retail, and experiences, while Carrefour showcased the role of micro-fulfillment and dark stores in future retail. Hearing from founders and C-suite leaders provided valuable insights into leadership, market foresight, and staying ahead of trends.
Cultural and social highlights
Our journey in Dubai went far beyond boardrooms and business briefings. We immersed ourselves in the culture through visits to traditional markets like the Al Seef Souk, where we explored local handicrafts, spices, and the spirit of old Dubai. The bustling alleyways and waterfront views gave us a feel for how tradition continues to coexist with rapid modernity.
A desert safari provided unforgettable moments, from dune bashing and camel rides to henna art and traditional dances, creating a unique perspective on Emirati heritage. These experiences reminded us that to truly understand a region鈥檚 retail and consumer behavior, one must first understand its people and culture. Informal group dinners, chats, and connections further enriched the experience.
The forever experience
Dubai offered more than just a change of scenery鈥攊t provided a transformational perspective on what it means to be a global leader in retail. From riding camels under the stars to walking the polished floors of next-gen retail stores, this trip blended professional and cultural experiences. We returned to Montreal with deeper connections to our peers, an expanded network of mentors and industry professionals, and a renewed sense of curiosity and ambition.
This study trip wasn鈥檛 just an academic excursion鈥攊t was a launchpad. The insights gained will continue to inform our understanding of global retail and shape how we think about leadership, innovation, and culture. It reminded us that retail is not just about products鈥攊t鈥檚 about people, stories, and experiences.
This article is written by聽Selina Ved (MMR'25)
Master of Management in Retailing (MMR)
The聽91社区 Master of Management in Retailing (MMR)聽program prepares future retail leaders with the skills, knowledge, and global perspective to thrive in the rapidly evolving retail industry, fostering innovation, ethical leadership, and consumer-centric strategies.
