Recognizing the tireless efforts put in by the institutions made in spreading happiness and positivity

Highlighting the tireless efforts of government and business organization for creating Positive Customer Experiences at the regional and global level

Customer Happiness and Positivity Excellence Awards

Honoring the path-breaking achievements of government and business organizations and their outstanding contributions towards embedding the values of happiness and positivity

Awards Profile

The Middle East Excellence Institute, based on research and studies, recognizes and honors those government and business organizations that have displayed and extended efficient performance in various sectors in creating a favorable climate for comprehensive services and projects that meet the expectations of customers through the development of innovative services to pursue the quality of excellence in promoting happiness and positivity as a core value in order to survive and develop strategies according to the international standards for a strong and sustainable economy.

The award serves as a performance measurement indicator that recognizes the tireless efforts put in by the institutions made in spreading happiness and positivity. It honors the path-breaking achievements of government and business organizations and their outstanding contributions towards embedding the values of happiness and positivity, and in turning aspirations into tangible achievements, for individuals, organizations, societies and nations. Besides highlighting the outstanding achievements, the award also draws attention towards the latest techniques and technologies in this field that would improve the level of performance of the services to enable it to compete with global competitiveness.

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From the total nominations of 2018

12% Saudi Arabia
18% UAE
10% Kuwait
8% Oman
6% Qatar
5% Bahrain
41% Other Countries

Past 11 Years of the Customer Happiness Awards Statistics

4256
Attendees
3752
Nominees
230
Sponsors
78
Partners
347
Winners

Past Events Photo Gallery

  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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  • Enabling dynamic change for the digital era
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