Since we had already developed the soft infrastructure for e-commerce sales prior to the pandemic, we took the opportunity during the pandemic to sharpen our focus on our e-commerce platform.
Therefore, we have to take the showroom to the customer’s homes. We know that customers might not come to our showrooms the way they used to earlier due to the change in their preferences. The pandemic has changed customer behaviour. In fact, we are aiming to take the brand to every country where Emirates Airline flies to. We opened our showrooms in Uzbekistan and Nepal this year and are planning to take Danube Homes to more than 50 countries worldwide. We also launched our new residential property – the Dhs475m Skyz project in Dubai – due to increased demand for new homes.ĭanube Homes – our home improvement division – has started to grow internationally through franchise agreements. In June 2021, we launched a new hospitality solutions division for the tourism, hospitality and hotels – sourcing some of the best products and services from all over the world. So, unlike other businesses, we were back in the growth mode from the beginning of 2021. As a result, by the beginning of 2021, our business started to grow. We were quick to get back on our feet and by August-September 2020, we charted our growth plan.
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So, when the lockdown was lifted, we were ready with a new strategy – that combined offline and online sales. The lockdown gave us more time and we took this opportunity to listen to the team members – getting to know them better and develop a new strategy for sustainable growth. Covid-19 is a short-term challenge and it should not affect the long-term sustainability of our business. One of them was not to panic and take a realistic view of the business activities.
When the Covid-19 pandemic forced a lockdown in March 2020, we took a few important steps. However, for Danube Group, it was a year of growth and expansion. For most businesses, the year 2021 was a year of adjustment and consolidation.
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