From Riyadh to Dubai, why is good coffee in the region so expensive?

A cup of coffee from Dubai-based Nightjar costs $5. File/[email protected]
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Updated 19 April 2021
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From Riyadh to Dubai, why is good coffee in the region so expensive?

DUBAI: Buying a cup of coffee in the Gulf can be quite expensive.

Coffee lovers often bemoan the fact that their latte costs double in Dubai or Riyadh what it does in other countries.

What we might not realize, however, is that we are paying for a lot more than milk and beans in that cup of coffee.

Last week, social media was set alight by a complaint over the price of a $7 flat white in Dubai. Coffee lovers from Kuwait, Bahrain, Saudi Arabia and Qatar chimed in on whether the cost was justified. It begs the question: Why is coffee so expensive in this region?

We spoke to cafe operators to find out.

Leon Surynt, owner of Nightjar Coffee, one of Dubai’s most popular coffee brands and cafes, said that it is “really hard” to keep his coffee affordable.

Nightjar imports its own beans directly from farms around the world, roasts them at its Alserkal Avenue roastery and sells to hotels and cafes across the country. 

“You need to have multiple avenues, which is a bit of online, a bit of wholesale and a bit of cafe, to make money here,” Surynt says. 

“We live in a society that has a low tax rate, but we also have many compliance costs.”

If we were to break down the cost of a latte at Nightjar ($5), Surynt says, the ingredients — milk and coffee — and the cup only account for about $1 or 20 percent. He estimates that staff wages and expenses, on the other hand, make up a whopping 30 percent, while rent is another 15 percent. Other overheads, such as government fees, marketing, admin and logistics mean his profit from that one latte is about AED 4 (or $1). And that’s not accounting for the cost of delivery aggregators, his salary and kitchen operations.

“There are a lot of hidden costs here,” Surynt said. 

The story is the same for many others.

Samer Harkous, business development manager for Cypher Coffee, supplies hundreds of cafes in the UAE and overseas with green and roasted beans. 

Cypher does not operate a cafe but offers samples at its roastery.

When pricing Cypher’s products, Harkous said rent and municipality fees must be built into the price of beans, and a profit needs to be made on top of that. The cafe selling those beans must then add on its own costs.

And roasting beans is a costly — and difficult — process.

Equipment is imported from overseas. Each bean requires a different roasting method, which is meticulously recorded on charts by staff, from monitoring the necessary temperature and gas levels to listening for the “first crack.” 

Beans themselves command a range of prices. Cypher’s most expensive roast is from Yemen (up to $136 per kilogram) and its cheapest, and most popular, is from Brazil (between $16 to $82 per kilogram). 

Brazilian beans are therefore used by cafes wanting to keep costs down. More expensive beans, usually used by specialty coffee houses, will command a higher price.

Ali Al-Fahad, founder of Earth Roastery, which was established in Kuwait in 2014 and has spread across the region since, adjusts his coffee prices depending on the country he operates in. 

He said that Kuwait is the most expensive and logistically difficult location for a cafe business, while Dubai is the easiest and cheapest. That is why it took them until 2019 to open a café. Before that, he was solely selling wholesale coffee beans.

“Business here is very risky. Very few people can be successful,” he said. “When we opened the coffee shop, we understood that.”

Al-Fahad said their highest costs go on salaries and visa costs, followed by rent and logistics.

“Customers travel. They want the same quality and experience as they have in Europe. But to be on that level, you need to invest more.”

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

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Cyrus Woo, deputy director at Bahrain’s Crust and Crema, said pricing was a “sensitive” subject when they opened.

“We had to be very careful. We only had other coffee shops to compare to, so we did market research and then did our own costing.”

Of the $4 it costs for an Americano or $5 for a latte, Woo agreed that what the customer is mostly paying for is staff salaries.

“If you factor in how much of the coffee and milk you’re going to use for one drink, those are the minimal costs involved,” Woo said.

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

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“You’re paying for the atmosphere, overheads, marketing, utilities, rent, insurance, equipment and labor costs. The market is saturated, and baristas are in high demand, so you have to pay more for them.”

Woo said that while coffee makes more money than food at a cafe, for coffee to be profitable, a cafe has to “sell a lot.”

“We are a for-profit business. We need to be able to survive, but we don’t want to be greedy. 

“I hope that when people come in and have coffee, they appreciate there’s a lot more involved, that they’re paying for the experience.”

So, when you’re handing over $7 for your latte, lamenting the expense, remember: You’re not just buying a coffee. You’re paying for your surroundings and for your barista’s wages. And actually, for $7, that’s pretty reasonable.


From historic desert landscapes to sound stages: AlUla’s bid to become the region’s film capital

Updated 23 sec ago
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From historic desert landscapes to sound stages: AlUla’s bid to become the region’s film capital

DUBAI: AlUla is positioning itself as the center of cinema for the MENA region, turning its dramatic desert landscapes, heritage sites and newly built studio infrastructure into jobs, tourism and long‑term economic opportunity.

In a wide‑ranging interview, Zaid Shaker, executive director of Film AlUla, and Philip J. Jones, chief tourism officer for the Royal Commission for AlUla, laid out an ambitious plan to train local talent, attract a diverse slate of productions and use film as a catalyst for year‑round tourism.

“We are building something that is both cultural and economic,” said Shaker. “Film AlUla is not just about hosting productions. It’s about creating an entire ecosystem where local people can come into sustained careers. We invested heavily in facilities and training because we want AlUla to be a place where filmmakers can find everything they need — technical skill, production infrastructure and a landscape that offers limitless variety. When a director sees a location and says, ‘I can shoot five different looks in 20 minutes,’ that changes the calculus for choosing a destination.”

At the core of the strategy are state‑of‑the‑art studios operated in partnership with the MBS Group, which comprises Manhattan Beach Studios — home to James Cameron’s “Avatar” sequels. “We have created the infrastructure to compete regionally and internationally,” said Jones. “Combine those studios with AlUla’s natural settings and you get a proposition that’s extremely attractive to producers; controlled environment and unmatched exterior vistas within a short drive. That versatility is a real selling point. We’re not a one‑note destination.”

The slate’s flagship project, the romantic comedy “Chasing Red,” was chosen deliberately to showcase that range. “After a number of war films and heavy dramas shot here, we wanted a rom‑com to demonstrate the breadth of what AlUla offers,” said Shaker. “‘Chasing Red’ uses both our studio resources and multiple on‑location settings. It’s a story that could have been shot anywhere — but by choosing AlUla we’re showing how a comical, intimate genre can also be elevated by our horizons, our textures, our light.

“This film is also our first under a broader slate contract — so it’s a proof point. If ‘Chasing Red’ succeeds, it opens the door for very different kinds of storytelling to come here.”

Training and workforce development are central pillars of the program. Film AlUla has engaged more than 180 young Saudis in training since the start of the year, with 50 already slated to join ongoing productions. “We’re building from the bottom up,” said Shaker. “We start with production assistant training because that’s often how careers begin. From there we provide camera, lighting, rigging and data-wrangling instruction, and we’ve even launched soft‑skill offerings like film appreciation— courses that teach critique, composition and the difference between art cinema and commercial cinema. That combination of technical and intellectual training changes behavior and opens up real career pathways.”

Jones emphasized the practical benefits of a trained local workforce. “One of the smartest strategies for attracting productions is cost efficiency,” he said. “If a production can hire local, trained production assistants and extras instead of flying in scores of entry‑level staff, that’s a major saving. It’s a competitive advantage. We’ve already seen results: AlUla hosted 85 productions this year, well above our initial target. That momentum is what we now aim to convert into long‑term growth.”

Gender inclusion has been a standout outcome. “Female participation in our training programs is north of 55 percent,” said Shaker. “That’s huge. It’s not only socially transformative, giving young Saudi women opportunities in an industry that’s historically male-dominated, but it’s also shaping the industry culture here. Women are showing up, learning, and stepping into roles on set.”

Looking to 2026, their targets are aggressive; convert the production pipeline into five to six feature films and exceed 100 total productions across film, commercials and other projects. “We want private-sector partners to invest in more sound stages so multiple productions can run concurrently,” said Jones. “That’s how you become a regional hub.”

The tourism case is both immediate and aspirational. “In the short term, productions bring crews who fill hotels, eat in restaurants and hire local tradespeople,” said Shaker. “In the long term, films act as postcards — cinematic invitations that make people want to experience a place in person.”

Jones echoed that vision: “A successful film industry here doesn’t just create jobs; it broadcasts AlUla’s beauty and builds global awareness. That multiplies the tourism impact.”

As “Chasing Red” moves into production, Shaker and Jones believe AlUla can move from an emerging production destination to the region’s filmmaking epicenter. “We’re planting seeds for a cultural sector that will bear economic fruit for decades,” said Shaker. “If we get the talent, the infrastructure and the stories right, the world will come to AlUla to film. And to visit.”