AL-ahly Sabbour un official strategic plan.docx

Registration no: 21226056
Al Ahly Sabbour Developments
Current Vision : -----
Criticism :there no vision published
Proposed Vision
To be a perpetual architect of thriving Egyptian communities, where innovation and sustainability seamlessly weave
together to redefine the future of living.
This statement is:
 Very Broad: It encompasses not just building structures but shaping entire communities.
 Very Elastic: "Thriving communities" allows for flexibility in what that means (economic success, environmental well-being,
social vibrancy).
 Intangible: It focuses on a long-term impact and a vision for the future, which is inherently intangible.
 Non-Achievable (in a specific timeframe): "Perpetual" indicates an ongoing journey, not a finite goal.
While maintaining clarity, conciseness, and common understanding:
 It's clear and concise, using strong verbs and evocative imagery.
 It uses common words with positive connotations ("thriving", "innovation", "sustainability").
This vision statement sets a high bar for Al-Ahly Sabbour, inspiring them to push boundaries and leave a lasting positive impact on
Egypt.
Current Mission : ------

Criticism :there no vision published
Proposed Mission
Al-Ahly Sabbour Real Estate Development Company strives to be the leading force in shaping Egypt's real estate landscape. Through innovation
and sustainable practices, we develop high-quality residential, commercial, and tourist destinations that cater to the diverse needs of our
customers. Our focus extends beyond projects to strategic markets throughout Egypt, leveraging advanced technologies to deliver exceptional
products and services. We are committed to financial growth, maintaining strong partnerships, and fostering a company culture that values our
employees. By upholding these principles, we aim to build a lasting legacy and positive reputation for the company and the communities we
serve.
Al-Ahly Sabbour's Mission with Key Components:
Customers:
 Who: High-value individuals, families, businesses, and investors seeking modern, sustainable, and high-quality
living, working, or leisure spaces.
 Needs: Cater to diverse needs, offering residential spaces, commercial properties, and tourist destinations that
provide comfort, convenience, and a luxurious experience.
Products & Services:
 What: Develop, construct, and manage a range of prestigious real estate projects, including residential buildings,
resorts, hotels, malls, recreational centers, and commercial spaces.
 Differentiation: Focus on innovation, smart design, and sustainable practices to create unique and desirable
properties.
Markets:

 Where: Primarily focus on Egypt, with a presence in major cities (Cairo), tourist destinations (Red Sea, North
Coast), and potential for expansion in the region.
Technology:
 How: Utilize advanced construction techniques, incorporate smart technologies into projects, and leverage digital
platforms for marketing and customer service.
Survival & Growth & Profit:
 Financial Goals: Maintain financial stability and achieve consistent growth through strategic project selection,
efficient execution, and maximizing returns for stakeholders.
Philosophy:
 Core Values:
o Innovation: Continuously strive for new ideas and approaches to real estate development.
o Sustainability: Integrate eco-friendly practices and resource efficiency into projects.
o Quality: Deliver exceptional construction quality and customer service.
o Partnership: Foster strong relationships with clients, investors, and partners.
Self-Concept:
 Who We Are: A leading real estate developer in Egypt, recognized for its commitment to excellence, innovation,
and creating lasting value for stakeholders and communities.
Public Image:
 Reputation: Position itself as a trusted and reliable developer, known for its high-quality projects, ethical business
practices, and positive contributions to society.

Employees:
 People: Value a highly skilled and motivated workforce, fostering a positive work environment that prioritizes
professional development and employee well-being
Al-Ahly Sabbour proposed Core Values:
1. Customer Focus: We prioritize understanding and exceeding customer expectations, ensuring their satisfaction
throughout the journey.
2. Integrity & Honesty: We conduct business with transparency and fairness, building trust with all stakeholders.
3. Respect: We value diversity and treat everyone with dignity and courtesy, fostering a positive and collaborative
environment.
4. Creativity & Innovation: We continuously push boundaries, exploring new ideas and approaches to redefine the
real estate landscape.
5. Team Spirit: We believe in the power of collaboration, working together to achieve exceptional results.
6. Commitment & Time Orientation: We dedicate ourselves to achieving goals efficiently, meeting deadlines with a
strong work ethic.
7. Environmental Protection: We integrate sustainable practices into every aspect of our operations, minimizing our
environmental footprint.
8. Efficiency: We optimize resources and processes to deliver high-quality products and services while minimizing
waste.
9. Transparency: We openly communicate information and decisions, fostering trust with stakeholders.

10.Loyalty: We build long-term relationships based on mutual trust and respect with employees, partners, and
customers.
PESTEL :
Political factor :
- Egypt has been experiencing political stability under President Abdel Fattah el-Sisi's administration, which provides a conducive
environment for business operations.
- However, there may be political unrest or changes that could impact the business environment, such as protests, political instability,
or government policy shifts.
Egyptian political stability is ranked fourth in North Africa. Egypt's political climate is not ideal, nevertheless, especially in contrast to
neighboring North African nations.
Here is some performance indicator index ranks of Egypt in comparing to ( middle east , nourth Africa and global rank ).
Safety and security :
Egypt 2021 2022 2023 10 years rank
change
Middle east rank
(1 to 19) 2023
Global rank (1 to
167) 2023
War and civil
conflict
75.6 77.2 78.6 Decrease by
53
12 117
Terrorism 49.1 49.5 50.9 Decreased by
51
13 152
Politically
related terror
and violent
crime
16.6 16.5 16.6 Decreased by
26
16 159

Governmental condition :
Comment
Opportunities
 Institutional Trust: The data shows a 10% increase in institutional trust (from 50.5 in 2013 to 58.7 in 2023) which
could be an opportunity. This could signal a growing confidence in the leadership and institutions of the country
measured.
 Governmental effectiveness :
 Stable Investment Environment Effective governance fosters a predictable and corruption-free environment,
attracting domestic and foreign investment. This fuels economic growth and job creation.

Threats

 Declines in Governance Scores: There seems to be a decline in most governance scores between 2013 and
2023. For instance, the overall governance score went down from 38.1 to 34.1. This could be a sign of backsliding
in democratic principles or effectiveness of governance.
 Specific Areas of Decline: The data highlights specific areas where there has been a decline. Executive
Constraints (enforcement of rules on businesses), Political Accountability, Rule of Law, and Government Integrity
all show a decrease in scores. These areas are essential for a well-functioning democracy and a healthy economy.
Economic Factors:
- Egypt has been implementing economic reforms to stabilize its economy and attract foreign investment, leading to improvements in
economic indicators like GDP growth and inflation rate.
- Nevertheless, challenges such as high unemployment rates, income inequality, and foreign exchange risks could affect business
operations in the country.
GDP Egypt

comment

1. GDP: in 2023 GDP 398 bn, Egypt declined 16% vs 2022.
2. GDP per capita also declined 18% vs last year
3.GNI: in 2023 Dropped 20% vs 2022 with the expectation to increase the decline in 2024
Egypt GDP from constructions :
Year K / EGP Million
2019 88
2020 105
2021 120
2022 139
2023 200
2024 till march 275

GDP per capita annually per USD $:
Inflation rate :
Date / year Inflation rate %
Jan 2020 7.2 %
Jan 2021 4.3%
Jan 2022 7.3%
Jan 2023 25.8%
Jan 2024 29.8%
Peak Sep 2023 38%

Comment -The Inflation Rate exceeded 38% in Q3 2023, which is the maximum point we achieved in the last 5 years while it is positively
decrease to 29.8% in Q1 2024.
Interest rate :
Date / year Interest rate %
Jan 2020 12.25%
Jan 2021 8.25%
Jan 2022 8.25%
Jan 2023 16.25%

Jan 2024 19.25%
Feb 2024 21.25%
March 2024 27.25%
Comment Interest Rate increased in 2023 vs 2022 by 138%.
Unemployment rate :
Date / year Unemployment rate %
2019 8.1%
2020 7.7%
2021 7.4%

2022 7.2%
2023 7.1%
2024 till march 6.9%
Peak in Q2 2020 9.6%
Exchange rate of Egyptian pound :
currency Buying Sales

USD 48.45 48.55
EURO 51.5 51.6
Comment Exchange rate, EGP achieved a devaluation of 67% in march 2024
Thus, the black market was eliminated
VAT (value added taxes ) :
In the case of B2C supplies, the VAT obligations depend on whether the remote services are rendered via the non-resident vendor's
own portal or application, or through an Electronic Distribution Platform (EDP).
Investment environment :
Opportunities

 Overall Improvement: The data shows an improvement in the overall investment environment score from 48.2 in
2013 to 50.4 in 2023. This suggests a potentially more welcoming environment for businesses and investors.
 Improvement in Specific Areas: There are improvements in some specific areas. For instance, the score for
Financing Ecosystem increased from 47.0 to 60.2. This could indicate easier access to capital for businesses.
Threats
 Decline in Property Rights: The score for Property Rights declined from 43.9 in 2013 to 44.5 in 2023. This could
be a deterrent to some investors who may be concerned about the security of their investments.
 Decline in Contract Enforcement: There is a decline in the Contract Enforcement score from 61.8 in 2013 to 55.0
in 2023. This could pose a challenge for businesses entering into contracts, as there may be less certainty that
they will be upheld.
 Decline in Restrictions on International Investment: The score for Restrictions on International Investment has
also declined from 51.8 in 2013 to 39.0 in 2023. This could be a signal of protectionist policies that may discourage
foreign investment.
Purchasing power of customer :
( Peak was in Q4 2023 was 2.15 K/ EG Billion ).

Comment: the purchasing power of customers had been affected through the past 3 years it is forecasted to be raised in 2024
starting from April it is forecasted to reach 1.88 k.

Social – cultural factors :
1.Egypt's cultural preferences can be understood via the perspective of Hofstede's cultural dimensions. Egypt typically receives
moderate scores for individualism, suggesting a balance between the interests of the collective and the individual, and high scores
for power distance, showing an appreciation for authority and hierarchy.
It also tends to score somewhat on masculinity, implying a combination of both assertiveness and nurturing characteristics, and
highly on uncertainty avoidance, indicating a preference for structure and norms. Lastly, Egypt usually receives excellent grades for
indulgence, showing a casual disposition towards satisfying core human needs.
. Based on population data from World meters, Egypt comes in at number 14 on the list of
nations.
2. Egypt is ranked number 21 on the list of countries with the largest labor force, with over 31
million people.

3. In terms of population density, Egypt is ranked 126th in the world.
4. Egypt is ranked 121st overall in the Prosperity Index.
Technological factor :
1. According to the Global Innovation Index 2022, Egypt is ranked 89th out of 132 economies,
and in 2023 Egypt is ranked 86.
2. Egypt ranks between 82 and 92 in Creative Output by GII index.
3. Egypt's improvement in the export index of high-tech sectors, where it placed 86th out of
90 countries in 2021, and its improvement in the scientific and technical publications index,
where it ranked 49th out of 54 last year.
4. In the MENA area, Egypt rated third in technology and 61st overall in the Global Skills
Report 2023.
5. Egypt's position on the Government Artificial Intelligence (AI) Readiness Index has improved
by 55 spots, from 111th out of 194 nations in 2019 to 56th out of 172 countries.

The use of artificial intelligence (AI) and machine learning systems is becoming more prominent in the construction industry.
Productivity is significantly boosted for sites that implement these technologies because they can handle specific tasks that would
generally require a human worker to manage. This allows workers to continue with other more pressing matters on a job site.
Smart home upgrade technology in real state
Security and Access Control:
 Smart Locks and Doors: Residents can control access remotely, granting entry to guests or service personnel
even when they're away. Biometric authentication (fingerprint or facial recognition) adds another layer of security.
 Smart Cameras and Video Doorbells: Live feeds and motion detection provide real-time monitoring of entryways
and common areas, deterring criminal activity and improving overall security.
 Perimeter Security: Integration with smart fences, gates, and outdoor lighting can create a secure zone around
the entire compound.
Convenience and Comfort:
 Smart Lighting: Residents can control lighting throughout their homes remotely, set schedules for automated
activation, and adjust brightness and color temperature for different moods and activities.
 Smart Thermostats: Climate control can be automated based on occupancy sensors or preferences, leading to
increased comfort and energy savings.
 Smart Appliances: Imagine ovens preheating remotely on your way home, or refrigerators that automatically
generate grocery lists. Smart appliances can streamline daily tasks and improve convenience.
Enhanced Living:
 Smart Entertainment Systems: Integrate audio and video systems throughout the home for a seamless
entertainment experience. Control everything from a central hub or even through voice commands.
 Wellness Features: Smart sensors can monitor air quality, temperature, and humidity, allowing residents to
optimize their home environment for health and well-being.

 Community Integration: Smart home systems can be linked to the compound's management system, enabling
residents to book amenities (like pools or party halls), pay maintenance fees, or report issues directly through their
smart home interface.
Additional Considerations for New Compounds:
 Standardized Infrastructure: New compounds can be built with pre-wired infrastructure to simplify smart home
installation for residents.
 Data Security and Privacy: Robust data security measures are crucial to ensure resident privacy and prevent
unauthorized access to smart home devices.
 Resident Education: New residents should be educated on the functionalities and benefits of their smart homes to
maximize their enjoyment and security.
 Smart city technology : that uses technology to improve the quality of life for its citizens. This can include using
data to improve traffic flow, reduce energy consumption, and provide better public services.

When human hands are unavailable, the use of technology becomes a necessity. Robotics have been developed to perform
monotonous and time-consuming tasks, such as laying bricks and tying rebar. Not only can these robotics perform these tasks at a
much faster rate, but they also do not get physically fatigued the way human workers do from such work.
• Environmental Factors
1. According to the Climate Change Performance Index (CCPI) for 2023, Egypt is ranked 20th
overall with a middling rating.

2. IQ Air ranks Egypt as the ninth most polluted country in the world for 2022.
3. HSE (Health, Safety, and Environment): The Global Health Security (GHS) Index lists Egypt's
position with regard to these three categories. As of the latest data available, Egypt's score
on the GHS Index is -2.3 from 2019, placing it at 153rd place out of 195 nations. Countries
are ranked according to the GHS Index's readiness and ability to respond to risks to health
security, such as pandemics and other medical catastrophes.
land scape and sustainability in Egypt
Threats :
 Arid Climate: Water scarcity is a major concern in Egypt. Traditional, water-intensive landscaping with expansive
lawns and exotic plants may not be sustainable in the long run.
 Urbanization: Rapid urbanization increases demand for green spaces, but also puts pressure on available land
and resources. Integrating sustainable landscape practices becomes crucial.
 Waste Management: Construction and maintenance of landscapes can generate significant waste. Implementing
sustainable practices like composting and using recycled materials becomes important.
Opportunities:
 Native Plants: Utilizing native, drought-resistant plants reduces water needs and creates low-maintenance
landscapes that are well-adapted to the local climate.
 Water-Wise Practices: Employing techniques like drip irrigation, rainwater harvesting, and permeable surfaces
minimizes water consumption and promotes responsible water management.

 Green Roofs and Walls: These technologies can insulate buildings, reduce energy consumption, and provide
habitat for wildlife.
 Desert Landscapes: Egypt's unique desert landscapes can be assets. Xeriscaping, which utilizes drought-tolerant
plants and minimal irrigation, can create beautiful and sustainable desert gardens.
 Public Awareness: Educating the public on the importance of sustainable landscaping practices can encourage
wider adoption and promote responsible use of resources.
Examples of Sustainability in Action:
 The New Administrative Capital: This large-scale development project incorporates sustainable landscape
design principles, featuring native plants, water-efficient irrigation systems, and extensive green spaces [3].
 Sustainable Communities: Initiatives promoting eco-villages and sustainable communities often integrate
sustainable landscape practices as a core principle.
 Smart cities and solar energy : are a perfect match, offering significant cost savings and environmental benefits.
Legal factors :
1. Egypt comes up at number 133 out of 180 nations according to the Corruption Perceptions
Index (CPI).
2. Egypt ranked 114th out of 190 countries in 2020 with a score of 60.1 on the ease of doing
business index.
3. The Egyptian government enacted Environmental Law 4/1994, which governs all maters
pertaining to pollutants, protected areas, and environmental risks. As per Article 52 of the

Contract Law and Investment Law in Real Estate Development in Egypt
Contract Law plays a crucial role in all real estate development projects in Egypt. Here's a breakdown of key aspects:
 Types of Contracts: Several key contracts govern real estate development in Egypt. These include:
o Land Acquisition Agreements: These contracts outline the terms and conditions for purchasing or leasing land for
development.
o Construction Contracts: These contracts detail the scope of work, timelines, payment schedules, and
responsibilities of developers and contractors.
o Sale and Purchase Agreements: These contracts govern the sale of completed units to buyers, outlining the terms
of ownership transfer and payment.
 Standard vs. Customized Contracts: While some standardized contracts exist, it's advisable to consult with a lawyer to
customize contracts for each project, ensuring they address specific needs and mitigate potential risks.
 Dispute Resolution: Contracts should clearly outline mechanisms for resolving disputes. Arbitration is a common option, but
litigation in Egyptian courts is also a possibility.
Investment Law in Egypt aims to attract foreign investment in real estate development. Some key points to consider:
 The Investment Law (Law No. 72 of 2017): This law offers incentives and guarantees to foreign investors, including equal
treatment with domestic investors, tax breaks, and dispute resolution mechanisms.
 The General Authority for Investment and Free Zones (GAFI): This government agency acts as a one-stop shop for
foreign investors, facilitating the investment process and offering guidance on regulations.
 Restrictions: While the Investment Law encourages foreign investment, some restrictions may apply in certain areas or
types of development projects. It's crucial to consult with legal and investment professionals to understand any limitations.
Additional Considerations:
 Land Registration: Ensuring proper land registration is crucial. Land ownership records in Egypt can be complex. Working
with a lawyer experienced in real estate development can help navigate this process.
 Building Permits and Approvals: Obtaining necessary building permits and approvals is essential. Understanding the
regulatory landscape and having a team familiar with the process can expedite approvals.

 Taxation: Understanding relevant taxes and duties associated with real estate development is crucial for project financial
planning. Consulting with a tax professional can ensure compliance with Egyptian tax regulations.
Conclusion
After analysis of the external factors facing the real state development in Egypt, we found out that, the industry achieved Growth of 14%, and
Egypt has a decline in GDP and GNP in 2023 vs 2022 due to several factors. Even though it faces political instability, high taxation rate, high
inflation and devaluation of the currency, and pollution. some of these factors are in favor of the industry and other factors are not in favor.
Porter five forces
1. Threat of New Entrants: (low )
the threat of new entrants for El Ahly Sabbour is low because (high entry barrier)
1- it requires high capital and governmental policies
2- giant Infrastructure
3- difficult Know How
4- operation difficulties (Mass customization)
5- high Switching Cost

6-The real state development sector has high fixed costs and considerable operation leverage. Thus, it is seen as
having significant barriers as:
 Financial resources: Developing real estate projects costs a lot of money for land acquisition, buildings and infrastructure
works. Which lead to many companies not able to compete in this environment.
 Experience: to build and manage communities needs expertise in different fields like construction, planning, marketing, and
property management. New entrants might lack this experience compared to established players like El Ahly Sabbour.
 Government Regulations: to get the necessary permits and following government regulations can be complex and time-
consuming, make it difficult for new entrants.
7-Relationships with Contractors and Suppliers: Negotiating favorable deals with contractors and suppliers often
requires established relationships, which new entrants lack.
Probability impact on
corporation
high medium Low
Threats of
new
Entrants
High 1 2 5 Probability
of
occurrence
Medium 3 4 7
low 6 8 9
2. Bargaining Power of Suppliers: (low)
The bargaining power of suppliers for El Ahly Sabbour is low

 Multiple Suppliers and contractors: El Ahly Sabbour doesn't depend on a single source for building
materials like cement, steel, or electrical components or construct with only one contractor this variety lead
to power in negotiation and if anyone increase their prices going to another supplier.
 Huge amount of Purchases: Due to the big name of el ahly sabbour and the size of the projects that lead to
make to company is attractive company for many supplier to work with also the huge amount of purchases
lead to special offers and discounts .
corporation
high medium Low
Bargaining
Power of
Suppliers
of
occurrence
Medium 3 4 7
low 6 8 9
3. Bargaining Power of Buyers: (high)
Bargaining Power of Intermediaries: (high)
 Real Estate Agents and Brokers (fourth party): These intermediaries typically represent buyers in transactions.
Their bargaining power depends on:
o Market Knowledge and Expertise: Agents with strong market knowledge and negotiation skills can secure
better deals for their clients.
o Buyer Network: Agents with a large network of qualified buyers can put pressure on sellers, especially in a
buyer's market.

o Transaction Volume: High-volume agents may be able to negotiate better terms with sellers due to the
potential for repeat business.
 Real Estate Investment Firms (third party): These firms acquire properties on behalf of investors. Their
bargaining power comes from:
o Large Capital Pools: The ability to purchase multiple properties or offer all-cash deals can give them
leverage with sellers.
o Investment Expertise: These firms understand market trends and can identify undervalued properties,
potentially negotiating lower prices.
Bargaining Power of End Users: (high)
 Large number of Buyers: The Egyptian real estate market has a large number of buyers. This gives them
more options and the ability to negotiate on price, payment terms
 Access to Information (buyers knowledge) : the availability of online application which give you the
ability of comparing prices and get information about the resident make the negotiation power of the buyer
higher
 Price Sensitivity: due to large number of competitors which give approximately equal prices .
 Moderate to high purchasing power .
corporation
high medium Low
Buyer
power
of
occurrence
Medium 3 4 7
low 6 8 9

4. Threat of Substitutes: (low)
The threat of substitution for El Ahly Sabbour is low
 Co-living and Co-working Spaces: The rise of co-living and co-working spaces provides a more flexible and
potentially cheaper alternative to traditional housing or office space for some demographics.
 The Sharing Economy: The growing popularity of the sharing economy, with services like Airbnb for short-term
rentals, could potentially reduce demand for ownership of second homes or investment properties.
 Existing Homes: existing houses or apartments may represent a threat but it is not offer the same advantage
El Ahly Sabbour developments provide like sense of community or security so that that represent low threat
 Government Housing Projects: Government in the past few years made maney housing projects targeting a
middle-income segment like Dar Masr and gannah which can represent moderate threat.
 Renting: the inflation rate make owning of your home become very difficult which lead to going many
middle-income segment to rent their homes
corporation
high medium Low
Substitute
product
of
occurrence
Medium 3 4 7
low 6 8 9

5. Competitive Rivalry:
November 2022: Wadi Degla Developments, an Egyptian developer, launched the Club Town new residential project in New

Degla, Maadi, South Cairo, for EGP 1.5 billion (USD 61 million). The three-phase project spans 70 acres and includes 550 residential
units and a commercial area. Breeze, part of Club Town's Phase I, is expected to be delivered between 2024 and 2026, according to
the statement. Between 2022 and 2023, the developer intended to complete more than 1,500 units.
October 2022: SODIC, the parent company of Orascom Development Egypt, offered to buy Orascom Real Estate for USD 125

million. In 2021, Abu Dhabi's Aldar Properties and state holding company ADQ purchased a controlling stake in SODIC. The
purchase of Orascom Real Estate was expected to further expand their Egyptian real estate business. The offer came as Egypt sought
billions of dollars in Gulf investment as it grappled with the financial consequences of the Ukraine conflict, such as rising commodity
prices.
Source: https://www.mordorintelligence.com/industry-reports/residential-real-estate-market-in-egypt
Competitive rivalry is a high threat:
High Competition:
 Large number of Developers:
 Orascom Development Egypt
 Ora Developers
 Emaar Misr
 Avenues Real Estate
 Coldwell Banker Egypt
 NEW GIZA
 Hassan Allam Properties
 Iwan Developments

 Wadi Degla Developments
 La Vista*
 Similar Offerings: Many developers offer similar types of residential projects.
Probability impact on corporation
high medium Low
compition
between
Existing Firms
High 1 2 5 Probability of
occurrence
Medium 3 4 7
low 6 8 9
Issue priority matrix for PESTEL and porter :
PESTEL and Porter 5 Forces
corporation
Threat or
Opportunit
y
High Med Low
Political instability
Probability of
occurrence
High 1 2 5
-
Med 3 4 7
Low 6 8 9
Tax Policy changes or increasing
Corporate Taxes
Probability of
occurrence
High 1 2 5
-
Med 3 4 7
Low 6 8 9
Decreasing the GDP growth rate
Probability of
occurrence
High 1 2 5
T
Med 3 4 7
Low 6 8 9

increasing the Inflation rates
Probability of
occurrence
High 1 2 5
T
Med 3 4 7
Low 6 8 9
increasing the Currency exchange rate
Probability of
occurrence
High 1 2 5
T
Med 3 4 7
Low 6 8 9
increasing the Unemployment rate
Probability of
occurrence
High 1 2 5
-
Med 3 4 7
Low 6 8 9
Decreasing the Egyptian Disposable
Income
Probability of
occurrence
High 1 2 5
T
Med 3 4 7
Low 6 8 9
Increasing the Interest rate
Probability of
occurrence
High 1 2 5
T
Med 3 4 7
Low 6 8 9
Decreasing the Credit rating
Probability of
occurrence
High 1 2 5
-
Med 3 4 7
Low 6 8 9
Increasing the Population growth rate ,
with high distribution of work age
Probability of
occurrence
High 1 2 5
O
Med 3 4 7
Low 6 8 9
Lifestyle digitalization trend, increasing
Ecommerce Sales volume
Probability of
occurrence
High 1 2 5
O
Med 3 4 7
Low 6 8 9
changing of Polices related
environmental regulations
Probability of
occurrence
High 1 2 5
-
Med 3 4 7
Low 6 8 9

increasing of the sales volume because
of the governmental support
Probability of
occurrence
High 1 2 5
O
Med 3 4 7
Low 6 8 9
High competition in the local and
regional markets, since the market
sensitive to the price and the value
added
Probability of
occurrence
High 1 2 5
T
Med 3 4 7
Low 6 8 9
Bargaining power of the supplier
Probability of
occurrence
High 1 2 5
T
Med 3 4 7
Low 6 8 9
Threat of new Entrants
Probability of
occurrence
High 1 2 5
O
Med 3 4 7
Low 6 8 9
Bargaining power of the Customer
Probability of
occurrence
High 1 2 5
T
Med 3 4 7
Low 6 8 9
substitute product
Probability of
occurrence
High 1 2 5
O
Med 3 4 7
Low 6 8 9
Competitive Profile Matrix (CPM)
The CPM matrix allows elahly subbour to compare the ability to interact with the key elements of success in real state industry
compared to competitors.
The following table shows the main competitors for elahly subbour, giving each competitor a certain weight for each critical industry
success factor.

Table 1: CPM Matrix
Industry Key Factors Weight Elahly subbour Madinet masr TMG Sodic
Rate W.S Rate W.S Rate W.S Rat
e
W.S
Marketing 0.2 2 0.4 3 0.6 4 0.8 2 0.4
Product Differentiation 0.1 4 0.4 4 0.4 4 0.4 2 0.2
customer Service 0.3 4 1.2 3 0.9 3 0.9 3 0.9
locations 0.1 2 0.2 4 0.4 3 0.3 1 0.1
pricing 0.1 3 0.3 3 0.3 4 0.4 3 0.3
Brand repution 0.1 3 0.3 3 0.3 4 0.4 3 0.3
Varity of products 0.1 3 0.3 2 0.3 3 0.3 3 0.3
Total Weighted Score 1 3.1 3.2 3.5 2.5
The CPM matrix shows that TMG is the market leader
El Ahly Sabbour sits in a good position, appealing to a mid-range to high-end market but have poor marketing and locations.
MNHC is a strong competitor with a vast land bank and experience in large-scale projects.
TMG with great marketing channels and facilities TMG consider the winner player in the real estate industry.
EFAS (porter and PESTEL)
Opportunities : Weight Rate
Weightedscor
e
O1 Institutional Trust and Governmental effectiveness 0.001 1 0.001
O2 Labor Force 0.01 3 0.03
O3 Ease of doing business and investment 0.02 4 0.08
O4 Fixing exchange rate 0.01 3 0.03

O5 Use of AI in smart homes and cities 0.1 3 0.3
O6 Sustainable Communities 0.04 4 0.16
O7 High entry barriers 0.03 3 0.09
O8 Low bargaining power of suppliers 0.05 3 0.15
O9 Threat of substitutes 0.01 4 0.04
O10 Increase purchasing power of customers 0.19 3 0.57
Threats : 0
T1 Declines in Governance Scores 0.001 1 0.001
T2 Taxation increase 0.02 2 0.04
T3 Interest Rate increase 0.05 3 0.15
T4 Inflation Rate increase 0.04 3 0.12
T5 Political instability 0.001 2 0.002
T6
Decline in Property Rights and Decline in Contract
Enforcement
0.03 3 0.09
T7 High bargaining power of intermediaries 0.1 4 0.4
T8 High bargaining power of end users 0.1 4 0.4
T9 Competitive rivalry 0.2 3 0.6
Total 1.00 3.254
Comment
O3: It is important opportunity as al-Ahly Sabbour has plenty of contracts and deals with a good reputation supplier that deal with one of the
most important bank in Egypt (NBE)
O5, O6: are very important opportunities because using of upcoming technology , AI and remotely controlling devices in (smart homes and
sustainable communities ) is considered a premium and unique feature .

O7: Because of mass infrastructure , high cash flow and account receivable (installments) obtained by Al-Ahly Sabbour make the threat of
new entrant is very weak
O8: This opportunity because of many good reputation suppliers who provide premium quality services
O10: Because real state is ideal investment that preserve the monetary value
It provides all amenities and entertainment and also provides all premium residential services to customers
T3: it is considered risky threat because high interest rate makes many buyers and investors prefer to save their money in banks instead of
entering into real estate investments.
T7, T8: Because of the presence of many real estate investment , knowledgeable real estate consulting companies , brokers and freelancers
considered a master source of data providing for all investors and customers that elevate their knowledge and increase their bargaining
power.
T9: As a result of the presence of many real estate investment and development companies in the market, inside and outside Egypt, this has
exaggerated the risk of competition between companies through their marketing of their advanced projects and facilities that were designed
with the highest efficiency to increase the risk of competition. All companies also strive to provide all facilities and services available to their
customers.
Internal analysis
1 Porter Value Chain Model

Primary activities

Inbound Logistics
“Purchasing”
• Central Purchasing department is responsible for purchasing process all over Egypt’s
projects, this leads to lowering the cost by achieving the best prices from different
suppliers, but it may cause a little longer duration in the process.
• The Utilized material is the best there is giving the best quality available.
• The status of material lead time & cash flow is affecting the relations with the suppliers
and the delivery time which also need to be somehow controlled, as such implications
could affect the overall rhythm of the operations.
• Being in a large company gives a very good network connections of suppliers,
logistics and custom clearances.
Operations
• Preparing the best-in-class Engineering documentation for the consultant’s approvals,
preparing the technical submittals for fast and clear approvals.
• Implementation process is the best safe operation of the utilized components; however the knowhow of such standards needs to be enforced
for the global codes.
• Quality & Standards, the organization was one of the first real estate development companies in
Egypt to achieve ISO certification. With it, they adhere to international standards that
help them minimize waste, errors, and increase productivity.

• HSE is a key pillar, the company is a leader in such aspect, performing in a safe and
healthy operations, taking all the global and local regulations into account while
operating.
• Sustainability is a key target of Ahly Sabbour operations, giving the proper training to all
employees to be committed with the high level of regulations for the environmental
compliance, in addition to utilizing the best-in-class technologies which ensures the best
energy efficiency available.
• Al-Ahly Sabbour distinctive competencies lie in their processes, being a process-driven
organization, their standards compared to the competitors, the development skills they
have acquired from all those years and first and foremost the quality they bring to their
customers in every project they work on.
• Relying on mega projects. Medium & small sized projects need to be more efficient.
Outbound Logistics
• The company is almost covering all over Egypt, for example the company is operating
projects in Cairo, Alexandria, North coast, Red See, Ain Sokhna
Marketing and Sales
• Marketing and sales department is a leader in preserving the brand image, providing
the proper marketing mix.

• A strong customer relation is already built over the years, which supports in projects
awards. The company has good relations with the military & the government that control
most of the projects in Egypt.
After Sales Service
•Al-Ahly Sabbour facilities, is a dedicated business area for the whole operation and
maintenance contracts, the scope includes the whole market requirements.
• Some challenges available which need to be sorted out due to the spread,
dependability on local supplier will have a great opportunity for solving such challenge.
Bid and proposals
• Providing the most efficient estimate, reflecting the customer requirements in a perfect
technical deliverable.
• Ensuring the quality and consistency of the Company’s professional image in collateral
material and proposals, such competency although available need to be enhanced.
• Being in a group gives a big experience in Commercial terms to save the project
execution due to project technical or commercial variations.
• The pricing is little high compared to the competitors.
Support activities
Organizational Structure
 Al-Ahly Sabbour's structure:

 it centralizes decision-making or empowers individual departments (functional vs divisional structure).
 it facilitates efficient communication and project execution.
 the specialization of departments dedicate departments for procurement, construction, marketing, and customer service
 the decision-making hierarchy Is hierarchical it allow for quick decision-making on projects
Human Resources
• The company provides a healthy environment for employees to grow their technical
and non-technical skills.
• Being leading company provides a several opportunities for relocation and
grow the local competencies accordingly.
• Internal rotation and clear career path have an influence on the performance.
• Competitors’ head hunting of the competent employees impacts the capability of the
company.
• Being a large-scale company, it is a hierarchal organization and needs more flexibility.
Technological Resources
There are information tools or devices that the organization possesses, there is a very
good IT system that lately is trying to enhance the information flow across all levels.
Physical Resources
These are the tangible assets of the organization, and include property, plant,
equipment, trucks fleet and access to sources of raw materials.

Procurement
This involves sourcing materials and equipment at competitive prices. Analyze Al-Ahly Sabbour's supplier selection process, negotiation
strategies, and inventory management practices.
Supplier Selection Process
key criteria:
Al-Ahly Sabbour selecting suppliers include:
1-Price competitiveness
2-Material quality and consistency
3-Reliability and timely delivery
4-Past performance and track record
5-Sustainability practices
Supplier identification:
Al-Ahly Sabbour sources potential suppliers involve:
1-Trade shows and industry publications
2-Online directories and databases
3-Recommendations from contractors or architects
4-Existing supplier network referrals
Qualification process:
Al-Ahly Sabbour assesses potential suppliers involve:

1-Request for Information (RFI) documents to gather supplier capabilities
2-Site visits to assess production facilities and quality control measures
3-Reference checks from previous clients
Mackinsey 7S
Ahly Sabbour presents a robust and well-structured organization
1. Structure:

The organizational structure features a clear hierarchy with a Chairman & CEO at the top,
followed by divisional vice project managers
This structured setup allows for efficient division of responsibilities and a focused approach to
management.
2. Style:
While the explicit leadership style is not mentioned, the assumption is that Ahly Sabbour
adopts a results-oriented, collaborative, and safety-focused management style. a leading real estate developer as it provides more than fifty five
projects all over Egypt this style likely contributes to effective decision-making, communication, and employee engagement.
3. System:
The adoption of an ERP system indicates a commitment to integrating and streamlining business
processes across departments. This system likely enhances operational efficiency,
communication, and decision-making within the organization.
We also adopt CRM software for managing excellent customer relationship management .
4. Staff:
The company boasts a significant workforce of 2500 trained employees with diverse technical
skills and experience . The inclusion of professionals in various functions
underlines the importance of a multifaceted team to support the company's operations.
5. Strategy:
Ahly Sabbour follows a Growth and Expansion, focusing on market penetration and market development both within and outside Egypt. Its
status as one of the largest private corporations in Egypt

6. Shared Values:
The shared values of Integrity, Quality, Excellence, and Innovation form the foundation of the
company's culture. These values likely contribute to the company's reputation, customer
satisfaction, and overall success.
7. Skills:
Ahly Sabbour places emphasis on a team of qualified specialists in design and engineering,
utilizing up-to-date software. This highlights the importance of technical skills and expertise in
the real state development market . Additionally, the acknowledgment of project management, procurement, and operational skills underscores
the holistic skill set required for the company's success.
In summary, Ahly Sabbour appears to have a well-integrated and strategically aligned
organization, with a strong emphasis on leadership, technology adoption, workforce capabilities, and
a commitment to values that foster excellence and innovation in the real state development market
Al-Ahly Sabbour internal scope:
Al-Ahly Sabbour: Building Homes, Not Just Houses
Al-Ahly Sabbour boasts a rich legacy dating back to 1994. Founded by Engineer Hussein Sabbour with a pioneering
vision, the company transformed from one of Egypt's first engineering consultancy firms into a leading real estate
developer. Their goal to re-define the real estate landscape smartly and sustainably.
More Than Just Developments

Al-Ahly Sabbour's focus isn't solely on creating a collection of buildings.
They hardly work to craft distinctive and innovative developments .
Their developments encompass a variety of property types, including:
 Residential communities with premium locations .
 Commercial spaces.
 Tourist destinations.
A Commitment to Quality and Sustainability
Al-Ahly Sabbour prioritizes providing its clients with ultimate luxury, exceptional , quality, and the highest level of
comfort.
They achieve this through:
 Employing skilled engineers and international experts.
 Utilizing modern design principles.
 Emphasizing environmental sustainability.
Beyond the Walls
Al-Ahly Sabbour recognizes the importance of creating a complete living experience. Their developments go
beyond just the physical structures and offer a range of services and facilities , such as:

 Security and safety measures.
 A lot of green spaces.
 Other lifestyle facilities (details may vary by project).
Experience the Al-Ahly Sabbour Difference
Al-Ahly Sabbour is dedicated to building not just houses, but homes – places that foster warmth, contentment,
and a sense of community.
With over 57 projects across Egypt, they offer a diverse portfolio to suit the customer’s needs.
Al-ahly sabbour projects portfolio :
There latest projects is a SUMMER Project (North Coast, Egypt)
Location: Ras El Hekma & Sidi Heneish.
These are average prices, the actual price vary depending on the specific unit size, location within the project, and
other factors.
Unit Types and Average Prices:
Type Y: EGP 8 Million
Type O: EGP 9 Million

Type Z: EGP 11 Million
Type G: EGP 13 Million
Villa C: EGP 16 Million
Villa M: EGP 27 Million
Other projects :
(Mostakbal City)
 The City Of Odyssia
 L’Avenir
 Green Square
 Tha Ridge
 RARE
(New Cairo)
 Grand Residence
 Katameya Hills
 Katameya Residence
 PLATINUM CLUB
 The Square

(6th Of October & North Coast)
 Darah Gardens
 KEEVA
 Amwaj
 GAIA
 Summer
VRIO framework analysis of Al-Ahly Sabbour developments :
Competitive advantages :
1. Rich knowledge and experience: They have a successful track record and have been in business since 1994.
2. Focusing on sustainability and quality: What makes them unique is how committed they are to utilizing innovative ideas,
knowledgeable experts, eco-friendly procedures and massive green areas .
3. Diverse portfolio: They provide a range of real estate to meet various purposes, including residential areas, business spaces,
and tourism attractions.
4. Customer focus ( customization ) : They prioritize giving people an impression of belonging and community by building
homes rather than basically houses as they develop communities that offer services and facilities to improve quality of life .
5. Smart home applications and AI controls for :

 Monitoring and security .
 Lightining and climate auto-control .
 Smart TVs and speakers .
 Energy efficiency through smart thermostats.
 Smart home devices collect data about your hose habits.
6. Smart cities technology and solar energy cost saving :
 Sensors: Sensors are used to collect data about the city, such as traffic congestion, air quality, and noise levels. This
data can then be used to improve city operations.
 Data analytics: Data analytics is used to make sense of the data that is collected from sensors. This data can be used to
identify trends and patterns, and to develop solutions to city problems.
 Internet of Things (IoT): The Internet of Things (IoT) is a network of devices that are connected to the internet. These
devices can collect and share data, which can be used to improve city operations.
 Smart Grid Integration: Smart grids in cities can intelligently distribute solar power across the network, balancing
supply and demand. This allows for greater use of solar energy and reduces reliance on traditional power plants.
 Energy Prediction: Smart systems can predict weather patterns and optimize energy use. During sunny periods, the
grid can prioritize solar power and even store excess energy for later use.
 Building Integration: Urban planning in smart cities can mandate or incentivize solar panel installation on rooftops of
buildings, creating a network of mini power plants.
 Public Infrastructure: Solar panels can be incorporated into public structures like bus stops, parking lots, and noise
barriers, generating clean energy for public use.
 Storage Solutions: While solar is abundant, efficient and large-scale energy storage solutions are needed to overcome
limitations during non-sunny periods.
 Initial Investment: The initial cost of solar panel installation can be high. Smart city initiatives can provide subsidies
or financing options to encourage adoption.

VRIO framework
Value discipline
triad
Competitive parity Temporary
competitive
advantages
Unused competitive
advantages
Distinctive
competitive
advantages
- Rich knowledge and
historical
experience.
- Focusing on
sustainability and
quality.
- Smart home applications
and AI controls.
- Smart cities technology
and solar energy cost
saving .
- Customer
focus
(mass -
customization
).

Product leadership Customer intimacy Operational excellence
Unique products portfolio
designs with premium
locations .
Customer loyality programmes
with high switching cost and
continuous surveys, NPS for
customer satisfaction .
They are the first mover
advantages to apply mass
customization production by
one-piece flow concept .
Applying differentiated and
customized products
dominating AI smart devices
control with continuous R and
D improvements.
(prospectors)
They apply internal ERP systems
and CRM for relationship
management with intermediaries
as ( brokers and developers ) and
end-users .
Applying the highest quality
standards with all suppliers they
deal with ( oligopoly).
Al-Ahly sabbour financial environment :
1. Balance sheet (financial position statement ).
Assets
History
2021 2022 2023
CASH 394728 256287 781103
TIME DEPOSITS 594141 1217127 1803832
ACCOUNTS RECEIVABLE 1218786 1273011 1616483
NET RECEIVABLES 1218786 1273011 1616483
WORK IN PROGRESS 0 0
FINISHED GOODS 6427619 6820629 7013112
TOTAL INVENTORY 6427619 6820629 7013112

ADVANCED.PAY .SUPPLYERS 136193 233870 234114
155314 214963 236459
8742 13927 14308
TOTAL CURRENT ASSTES 8935522 10029816 11699411
LAND 64868 64868 103199
BULDING & IMPROVEMENT 162091 120660 123832
CARS 16603 17883 17927
13567 18411 20806
CON. IN PROGRESS 1195104 1306603 1633254
OTHER 33940 41093 44846
GROSS PLANT 1486173 1569518 1943864
LES ACCUMULATED DEP
. 50725 61239 68659
NET P & E 1435448 1508279 1875205
INVESTMENTS 9240 9240 13305
PREPAID TAX 71617 2381 1323
PREPAID 3295 2675 6519
INTANGIBLE ASSET 22069 41634 36638
LES ACCUM. AMORTIZATION 5193 13443 10315
NET INTANGIBLES 18564 31011 26324
104513 108398 131049
TOTAL ASSETS 10578199 11691799 13753135
2. Income statement ( profit and loss statement ).

INCOME STATEMENT
History
2021 2022 2023
NET SALES 1775996 2129035 2690511
) - (
COST OF GOODS SOLD 1054996 1141240 1748832
GROSS PROFIT 721000 987795 941679
) - (
DEPRECIATION 10084 13611 11978
) - (
SG&A EXPENSE 176510 169088 51723
) - (
RESEARCH&DEVELOPMENT
(R&D) 96456 108581 67820
) - (
OTHER AMORTIZATION 5193 8250 6265
NET OPERATING PROFIT
(NOP) 432757 688265 803893
) - (
GROSS INTEREST EXP - EXIST 33993 42618 31495
( - ) INTEREST EXP - NEW 234271 135120 11749
)+ (
CAPITALIZED INTEREST -225 46662 36141
INTEREST INCOME 18503 27673 27566
( - )SUNDRY INCOME ( EXPENSE ) 120234 60630 67074
( NET PROFIT BEFOR TAX ( NPBT 303005 645491 891429
TAX EXPENSE -59570 185136 121340
NET PROFIT AFTER TAX 362575 460355 770089
GAIN ( LOSS ) ON INVESTMENTS -86 13,935 0
NPAUI 362489 474290 770089
PREF SHARE DIVIDENDS 924,830 22,656
OTHER ADJUSTMENT 96809 261066
3. Cash flow statement .

Cash Flow
Historical
2021 2022 2023
NPAUI 362489 474290 -113098
INTEREST INCOME -18503 -27673 0
SUNDRY INCOME( EXPENSE) -120234 -60630 -73781
INTEREST EXPENSE 33993 42618 0
234271 135120 0
CAPITALIZED INTEREST 225 -46662 0
GAIN / LOSS ON INVESTMENT 86 -13935 0
PROV CURENT INC TAX -59570 185136 -32835
TAXES PAID -74322 114860 -231689
NOPAT 358435 803125 -451402
GOODWILL AND OTHER AMOR. 5193 8250 8250
DEPRECIATION 10084 13611 146
COPAT 373712 824986 -443006
CHG A/Rs -35300 -54225 908134
CHGN INVENTORY 741968 -393010 6820629
CHG A/Ps -22491 -17635 379588
CHG ACCRUED EXPENSES 18059 -1566 63209
ADVANCED.PAY.SUPPLYERS 125521 -97678 -91232
-100 6124 37916
-501124 211530 -3656051
326533 -346461 4462192
-155314 -59649 214963

95944 181724 -989394
CHG PREPAID EXP 2534 621 -1043
OTHER CURRENT ASSETS 985 -5186 -5433
-49485 -3885 108398
OTHER CURRENT LIABILITY -875958 9144 66065
-107393 -127133 -316043
CASH AFTER CURRENT OPERATION -388443 474160 3096698
INTEREST EXPENSE -33993.46456 -42618.5 0
CP SENIOR DEBT-EXISTING -46356 -73095 -70362
TOTAL FINANCING PAYMENT -80349.04746 -115714 -70361.9462
CASH BEFOR LT USES -468792 358446 3026336
NET PLANT EXPENDITURES 164842 -86443 120660
CHG INTANGIBLE -23757 -20697 22761
CHG INVESTMENT 2224 13935 9240
INTEREST INCOME 18503 27673 0
-234271 -135120 0
-225 46662 0
DIVIDEND INCOM 0 0 0
SUNDRY INCOME/ EXPENSE 120234 60630 73781
TIME DEPSITES -12925 -622986 -619604
OTHER NON-CURRENT LIAB 348459 209060 -723927
CASH BEFOR FINANCING -85707 -148840 1909247
CHG LTD 162864 4965 -363176
CHG MIN INTEREST -522722 -228043 -1826546
10542 4834 -15376
CHG NET WORTH 591884 551819 194619

COMMON DIVIDENDS PAID -1022402 -282253 -2911
NET CASH FLOW -732731
CHANG B/C CASH ACCOUNT -406071 -138440 99977
NOPAT -Financing Payment 278,086 687,411 -521,764
NOPAT -(Financing Payment+Divdends) -744,316 405,158 -524,675
NOPAT / Financing Payment 4.46 6.94 -6.42
NOPAT / (Financing Payment+Divdends) 0.33 2.02 -6.16
COPAT / Financing Payment 4.65 7.13 -6.30
COPAT / (Financing Payment+Divdends) 0.34 2.07 -6.05
Financial ratios :
Profitability ratios :
Numb.
profitability
ratio
2021 2022 2023 comment
1
Gross profit
margin
40.6% 46.4% 35.0%
Gross profit margin also significantly changed from 40.6% in 2021
to 46.4% in 2022. However, it has since declined to 35% and is
forecasted to stay around that level for the next few years.

2
Operating profit
margin
20.4% 21.6% 28.6%
Operating Profit Margin: Similar to the gross profit margin, the
operating profit margin also increased from 2021 to 2022 and
further improved in 2023. This suggests that the company
managed its operating expenses more effectively or experienced
increased revenues.
3
Net profit
margin
20.4% 21.6% 28.6%
Net profit margin followed a similar trend to gross profit margin. It
increased from 20.4% in 2021 to 21.6% in 2022, and it reached 28.6%
in 2023 ,Its expected to stay around that level for the next few
years.
Liquidity ratio :
Liquidity
ratio
2021 2022 2023
1
Current
ratio
115% 131% 121%
Current Ratio: The current ratio measures the
company's ability to cover its short-term liabilities
with its short-term assets. While the current ratio
slightly fluctuates over the three years, it remains
above 100%, indicating that the company has more
current assets than current liabilities. This suggests
a healthy liquidity position, although it dipped
slightly in 2023 compared to 2022.
2 Quick ratio 27% 24% 31%
Quick Ratio: The quick ratio, also known as the acid-
test ratio, provides a more conservative measure of
liquidity by excluding inventory from current assets.

Similar to the current ratio, the quick ratio
fluctuates but remains relatively stable over the
three years. The increase in 2023 compared to 2022
suggests an improvement in the company's ability
to cover its short-term liabilities with its most liquid
assets.
3 Cash ratio 7% 4% 10%
Cash Ratio: The cash ratio measures the company's
ability to cover its short-term liabilities with its cash
and cash equivalents alone. The cash ratio shows a
notable increase from 2021 to 2023, indicating an
improvement in the company's cash position
relative to its short-term liabilities.
Comment :
Overall, the liquidity ratios suggest that the company maintains a healthy level of liquidity, with sufficient assets to
cover its short-term obligations, including an increase in its cash reserves over the three-year period.
This indicates a strong ability to weather short-term financial challenges and meet its immediate financial
commitments.
Solvency /debt / leverage ratio :
Solvancy / debt /
leverage ratio
2021 2022 2023
1 Debt ratio 30% 24% 25%
Debt Ratio: The debt ratio measures the proportion of the
company's assets financed by debt. Over the three years, the

debt ratio decreased from 30% in 2021 to 24% in 2022, and then
slightly increased to 25% in 2023. This indicates that the
company relied less on debt financing relative to its total assets,
which can be seen as a positive trend for financial stability.
2 Equity ratio 15% 20% 20%
Equity Ratio: The equity ratio represents the proportion of the
company's assets financed by equity. This ratio remained
relatively stable over the three years, with a slight increase from
15% in 2021 to 20% in both 2022 and 2023. A stable equity ratio
suggests a consistent level of equity financing in the company's
capital structure.
3 Debt to equity ratio 202% 123% 122%
Debt to Equity Ratio: The debt to equity ratio indicates the
degree of financial leverage used by the company. A higher ratio
signifies higher financial risk due to increased reliance on debt
financing. Over the three years, the debt to equity ratio
decreased from 202% in 2021 to 123% in 2022, and then
remained relatively stable at 122% in 2023. This indicates a
decreasing reliance on debt relative to equity for financing
operations.
4 Assets to debt ratio 925% 1125% 764%
Assets to Debt Ratio: The assets to debt ratio measures the
company's ability to cover its debt obligations with its assets.
This ratio decreased over the three years, indicating a decrease
in the company's ability to cover its debt with its total assets.
5
Assets to equity ratio (
financial leverage )
670% 504% 495%
Assets to Equity Ratio (Financial Leverage): This ratio reflects the
company's financial leverage, indicating how much the company
relies on debt to finance its assets relative to equity. A
decreasing trend in this ratio indicates a reduction in financial
leverage over the three years, which may suggest improved
financial stability and reduced risk.
Comment :

Overall, these ratios suggest that the company has been gradually reducing its reliance on debt financing, which
can positively impact its financial stability and risk profile over time. However, it's essential to continue monitoring
these ratios to ensure a sustainable capital structure and manage financial risk effectively.
Efficiency / activity / turnover ratios :
Efficiency / activity /
turnover ratio
2021 2022 2023
1 Inventory turn over ratio 0.16 0.17 0.25
Inventory Turnover Ratio: This ratio measures how
efficiently the company manages its inventory by
indicating how many times it sells and replaces its
inventory within a specific period. The increase in the

inventory turnover ratio from 2021 to 2023 suggests that
the company improved its inventory management, selling
its inventory more frequently.
2
Account receivable turnover
ratio
1.45718 1.67 1.664
Account Receivable Turnover Ratio: The account receivable
turnover ratio indicates how many times the company
collects its accounts receivable within a certain period. The
ratio increased from 2021 to 2022, suggesting that the
company collected its receivables more efficiently.
However, it slightly decreased in 2023, indicating a slight
decline in receivables turnover efficiency.
3
Account payable turnover
ratio
3.5549 4.088 6.119
Account Payable Turnover Ratio: This ratio measures how
efficiently the company manages its accounts payable by
indicating how many times it pays its suppliers within a
specific period. The account payable turnover ratio
increased significantly from 2021 to 2023, indicating that
the company managed its payables more efficiently,
possibly negotiating better payment terms with suppliers.
4
Long term assets turnover
ratio
1.195 1.356 1.384
Long Term Assets Turnover Ratio: This ratio indicates how
efficiently the company generates revenue from its long-
term assets. The slight increase in this ratio over the three
years suggests that the company improved its utilization of
long-term assets to generate revenue.
5 Total assets turnover ratio 0.167 0.182 0.195
Total Assets Turnover Ratio: The total assets turnover ratio
measures the efficiency with which the company uses its
total assets to generate sales. The ratio increased gradually
from 2021 to 2023, indicating an improvement in the
company's overall asset utilization efficiency.
6 Interest coverage ratio 2 5 65
Interest Coverage Ratio: The interest coverage ratio
indicates the company's ability to cover its interest
expenses with its operating income. The significant
increase in this ratio from 2021 to 2023 suggests that the

company's operating income became much more sufficient
to cover its interest expenses, which is a positive sign of
financial health and stability.
Comment :
Overall, these ratios collectively suggest improvements in the company's operational efficiency, asset utilization,
and financial health over the three-year period, although some fluctuations were observed in certain ratios.
Continued monitoring and analysis of these ratios will be essential for assessing the company's ongoing
performance and financial stability.
IFAS
IFAS
strengthes Weight Rate Weightedscore
S1 Strong brand recognition 0.06 3 0.18
S2 Adoption of smart technologies 0.1 4 0.4
S3 Emphasis on sustainability 0.07 3 0.21

S4 Healthy financial ratios 0.09 3 0.27
S5 Customization options (within mega-projects) 0.1 4 0.4
S6 Positive customer experience 0.08 3 0.24
S7 Expertise and Experience 0.07 3 0.21
S8 Diversified Portfolio 0.09 4 0.36
Weakness 0
W1
Focusing solely on mega-projects could lead Al-Ahly Sabbour to
miss out on profitable opportunities in other segments.
0.1 2 0.2
W2
Being known primarily for mega-projects could create a
perception that Al-Ahly Sabbour is not suitable for smaller, more
personal developments.
0.08 2 0.16
W3
Lower Efficiency: As mentioned earlier, their current structure
might not be optimized for smaller projects, leading to
inefficiencies in project management, construction, and
marketing.
0.06 3 0.18
W4
Limited Geographic Reach: The analysis focuses on the Egyptian
real estate market. If Al-Ahly Sabbour doesn't have a strong
presence in other markets, it could limit their growth potential.
0.05 2 0.1
W5
Economic Downturns: The real estate market is sensitive to
economic fluctuations. Reliance on mega-projects could make Al-
Ahly Sabbour more vulnerable to economic downturns that might
decrease demand for luxury or large-scale developments
0.05 2 0.1
Total 1.00 3.01

Strategic objectives :
Our strategic objectives are :
1) To make massive market penetration by covering many geographical areas in Egypt and increasing market
share and relative market share by Convincing the non-user customers through various projects types by 2027.
2) To enhance the product development projects through using latest advanced technology using AI techniques
to apply more luxurious, comfort ,customized and sustainable smart homes and smart cities , Which serves all
customer requirements by 2027.
3) To have our private intermediaries ( brokers , developers and Real estate consulting offices) to gain huge
market share through foreword integration by 2027.
Strategies formulation :
- SOWT /TOWS analysis
-
-
SWOT / TWOS Analysis
Opportunities:
Threats:
O1
Institutional Trust and
Governmental effectiveness
T1
" Declines in Governance
Scores"

O2 Labor Force T2 Taxation increase
O3
Ease of doing business and
investment
T3 Interest Rate increase
O4 Fixing exchange rate T4 Inflation Rate increase
O5 Use of AI in smart homes T5 Political instability
O6 " Sustainable Communities" T6
Decline in Property Rights and
Decline in Contract Enforcement
O7 High entry barriers T7
High barganing power of
intermediaries
O8
Low barganing power of
suppliers
T8
High barganing power of end
users
O9 Threat of substituites T9 Competitive rivalry
O10
Increase purchasing power of
customers
Strengths:
Strengths-Opportunity strategy Strengths-Threats strategy
maxi-max maxi- min
S1 Strong brand recognition
S1,O3,O9,O10 statement
"market penetration"through
differentiation
S1,T6,T7,T9 statement "market
penetration"through
differentiation
S2
Adoption of smart
technologies
S2,O5,O6,O7 statement "product
development" through
differentiation
S2,T7,T8,T9 statement " product
development " through
differentiation
S3 Emphasis on sustainability
S3,O6 statement " product
differentiation
differentiation

S4 Healthy financial ratios
"market penetration" through
differentiation
S4,,T2,T3,T4,T9 statement
differentiation
S5
Customization options
(within mega-projects)
"product development " through
differentiation
differentiation
S6
Positive customer
experience
S6,O3,O7,O8,O10 statement
differentiation S6,S7,S8,T7,T8,T9 statement
differentiation
S7 Expertise and Experience
"product development " through
differentiation
S8 Diversified Portfolio
Weaknesses:
Weaknesses-Opportunity
strategy
Weaknesses-Threats strategy
mini-max mini-min
W1
Focusing solely on mega-
projects could lead Al-Ahly
Sabbour to miss out on
profitable opportunities in
other segments.
W1,O3,O7,O8,O10 statement
differentiation
W1,T7,T8,T9 statement "market
penetration"through
differentiation
W2
Being known primarily for
mega-projects could
create a perception that Al-
Ahly Sabbour is not
suitable for smaller, more
W2,O3,,O8 statement "market
penetration"through
differentiation
W2,T7,T8,T9 statement "market
penetration"through
differentiation
W3
Lower Efficiency: As
mentioned earlier, their
current structure might not
W3,O2,O3 statement "product
differentiation
W3,T6,T7,T8,T9 statement
differentiation

be optimized for smaller
projects, leading to
inefficiencies in project
management,
construction, and
marketing.
W4
Limited Geographic
Reach: The analysis
focuses on the Egyptian
real estate market. If Al-
Ahly Sabbour doesn't have
a strong presence in other
markets, it could limit their
growth potential.
W4,O1,O2,O3,O8,O10 statement
differentiation
W4,T6,T7,T8,T9 statement
differentiation
W5
Economic Downturns: The
real estate market is
sensitive to economic
fluctuations. Reliance on
mega-projects could make
Al-Ahly Sabbour more
vulnerable to economic
downturns that might
decrease demand for
luxury or large-scale
developments
W5,O1,O3,O7,O8,O10
statement "market
penetration"through
differentiation
W5,T2,T3,T4T,T5,T9 statement
differentiation
Space matrix

SPACE Matrix
Financial Strength FS (IFAS) Rate Environmental Stability ES (EFAS) Rate
ROI 5 Technological changes -1
Leverage 4 Rate of inflation -4
Liquidity 4 Demand variability -3
Working Capital 4 Price range of competing products -2
Cash flow 5 Barriers to entry into market -1
Inventory Turnover 5 Competitive pressure -1
Earning per share 4 Ease of exit from market -6
Price earning ratio 3 Price elasticity of demand -4
Average 4
Risk involved in business -3
Average -3
Competitive Advantage CA
(IFAS)
Rate Industry Strength IS (EFAS) Rate
Market Share -4 Growth potential 6

Product Quality -1 Profit potential 6
Product Life Cycle -3 Financial stability 4
Customer Loyalty -3 Extent leveraged 4
Capacity Utilization -2 Resource utilization 5
Technological Know-how -1 Ease of entry into market 1
Control over suppliers and
distributors
-1 Productivity, capacity utilization 5
Average -2 Average 4
X = CA + IS = 2
Y = FS + ES = 1

Space Matrix
FS
Conservative Aggressive
6
5
4
3
2
1
CA
0
-6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6
-1
-2
Defensive -3 Competitive
-4
-5
-6
ES
Recommended Strategy:

- Forward integration from manifacurer into intermediarie (broker -developer- real estate offices)
- Market Penetration
- Product Development

Registration NO:21226056
Comment :
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IE Matrix
EFAS
score
IFAS
wea
k
average
stron
g
3.01
low
1 2 3 4
medium
2 1 2
3 grow
and
build
3.254
3 4 5 6
high
4 7 8 9
hold
and
maintai
n
harvest
and
divest
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COMMENT
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QSPM
QSPM Key factors Weight
Foreward
integration
Market penetration
product
development
AS TAS AS TAS AS TAS
Opportunities
Institutional Trust and Governmental
effectiveness
0.0005 2 0.001 2 0.001 1 0.0005
Labor Force 0.005 3 0.015 3 0.015 2 0.01
Ease of doing business and investment 0.01 2 0.02 4 0.04 3 0.03
Fixing exchange rate 0.005 1 0.005 2 0.01 1 0.005
Use of AI in smart homes 0.05 3 0.15 3 0.15 4 0.2
Sustainable Communities 0.02 1 0.02 3 0.06 3 0.06
High entry barriers 0.015 1 0.015 3 0.045 2 0.03
Low barganing power of suppliers 0.025 1 0.025 4 0.1 3 0.075
Threat of substituites 0.005 2 0.01 3 0.015 2 0.01
Increase purchasing power of customers 0.095 3 0.285 4 0.38 4 0.38
0.00 0.00 0.00
Threats
Declines in Governance Scores 0.0005 1 0.00 3 0.00 2 0.00
Taxation increase 0.01 2 0.02 2 0.02 1 0.01
Interest Rate increase 0.025 2 0.05 3 0.08 2 0.05
Inflation Rate increase 0.02 1 0.02 2 0.04 1 0.02
Political instability 0.0005 1 0.00 1 0.00 1 0.00
Decline in Property Rights and Decline in
Contract Enforcement
0.015 2 0.03 3 0.05 2 0.03
High barganing power of intermediaries 0.05 4 0.20 3 0.15 3 0.15
High barganing power of end users 0.05 4 0.20 4 0.20 4 0.20
Competitive rivalry 0.1 3 0.30 4 0.40 3 0.30
0.00 0.00 0.00
Strengt
hs
Strong brand recognition 0.03 3 0.09 4 0.12 4 0.12
Adoption of smart technologies 0.05 2 0.10 3 0.15 4 0.20
Emphasis on sustainability 0.035 2 0.07 3 0.11 4 0.14
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Healthy financial ratios 0.045 2 0.09 4 0.18 3 0.14
Customization options (within mega-
projects)
0.05 2 0.10 3 0.15 4 0.20
Positive customer experience 0.04 3 0.12 4 0.16 3 0.12
Expertise and Experience 0.035 2 0.07 3 0.11 3 0.11
Diversified Portfolio 0.045 2 0.09 4 0.18 3 0.14
0.00 0.00 0.00
Weaknesses
Focusing solely on mega-projects could
lead Al-Ahly Sabbour to miss out on
profitable opportunities in other
segments.
0.05 3 0.15 4 0.20 2 0.10
Being known primarily for mega-projects
could create a perception that Al-Ahly
Sabbour is not suitable for smaller, more
0.04 3 0.12 4 0.16 1 0.04
Lower Efficiency: As mentioned earlier,
their current structure might not be
optimized for smaller projects, leading to
inefficiencies in project management,
construction, and marketing.
0.03 2 0.06 4 0.12 1 0.03
Limited Geographic Reach: The analysis
focuses on the Egyptian real estate
market. If Al-Ahly Sabbour doesn't have a
strong presence in other markets, it could
limit their growth potential.
0.05 3 0.15 4 0.20 2 0.10
Economic Downturns: The real estate
market is sensitive to economic
fluctuations. Reliance on mega-projects
could make Al-Ahly Sabbour more
vulnerable to economic downturns that
might decrease demand for luxury or
large-scale developments
0.025 2 0.05 3 0.08 4 0.10
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0.00 0.00 0.00
STAS 1.0 2.63 3.65 3.09
COMMENT
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Functional strategies:
1.Marketing objective :
1. Increase Market Share by 20% (by the end of 2025):
Through
1- Targeted Marketing Campaigns .
2- Product Differentiation & Innovation.
3- Sales & Lead Generation Strategies.
4- Brand Building & Customer Experience.
2. Achieve Net Promoter Score (NPS) of 90% (by the end of 2025):
Through:
1-Enhance customer satisfaction and loyalty.
2- Emphasize improving customer experience, service quality, and engagement, especially in the E-commerce
domain.
3. Increase Yearly Revenue to 2,500,000,000 EGP (by the end of 2025):
Objective: Achieve substantial revenue growth.
Rationale: Implement strategies such as improved pricing, service offers, increased sales efforts, and
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exploration of new markets and customer segments.
4. Increase New Customers by 25% (by the end of 2025)
1- Targeted Marketing & Lead Generation.
2- Enhanced Digital Presence.
3- Strategic Sales & Customer Service.
4- Referral Programs & Incentives.
5- Partnerships & Collaborations.
Al-Ahly Sabbour Marketing Strategy:
Segmentation, Targeting & Positioning (STP):
 Segmentation: Segment the Egyptian real estate market by demographics (age, income),
lifestyle (luxury living, family-oriented), and location preferences.
1. Young Professionals (25-35 years old, Mid-High Income):
 Demographics: Young, educated professionals with growing careers.
 Lifestyle: Urban, active lifestyles. They may value convenience, social spaces, and proximity to
work or entertainment areas.
 Location Preferences: Modern apartments in central locations, close to business districts or
vibrant nightlife.
2. Growing Families (30-45 years old, High Income):
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 Demographics: Married couples with young children or expecting to start a family.
 Lifestyle: Family-oriented, seeking safe and secure environments with amenities for children.
 Location Preferences: Spacious apartments or townhouses in suburban areas with good
schools, parks, and family-friendly amenities.
3. Affluent Investors (40+ years old, Very High Income):
 Demographics: Established professionals or business owners with significant disposable
income.
 Lifestyle: Luxury living, seeking high-end amenities and investment opportunities.
 Location Preferences: Luxury high-rise apartments in prestigious neighborhoods with scenic
views.
4. Downsizers (55+ years old, Mid-High Income):
 Demographics: Empty nesters or retirees seeking smaller living spaces.
 Lifestyle: Active lifestyles, may value amenities for socializing, healthcare facilities, and
security.
 Location Preferences: Ground-floor apartments or smaller villas in secure gated communities
with easy access to healthcare and amenities.
 Targeting: Focus on high-potential customer segments with specific marketing messages and
offerings tailored to their needs.
o Example: Target young professionals with modern, mid-range apartments near business
districts.
 Positioning: Position Al-Ahly Sabbour as a developer offering high-quality properties,
exceptional customer service, and a commitment to innovation and sustainability.
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Marketing Mix: The 7Ps
 Product: Develop a diverse portfolio of residential and potentially commercial projects catering
to various segments. Emphasize quality construction, unique amenities, and smart home
features.
1. Residential Projects:
 Young Professionals:
o Project Type: Modern studio and one-bedroom apartments in centrally located high-rise
buildings.
o Quality Construction: Utilize durable, high-quality materials and construction methods.
o Unique Amenities:
 Co-working spaces with high-speed internet and meeting rooms.
 Fitness centers with modern equipment and fitness classes.
 Rooftop terraces with stunning city views and barbecue areas for social gatherings.
 Secure on-site parking facilities.
o Smart Home Features:
 Smart thermostats for energy efficiency.
 Smart locks for enhanced security.
 Voice-activated controls for lighting and appliances (optional).
 Growing Families:
o Project Type: Spacious two-bedroom to three-bedroom apartments or townhouses in
suburban areas with gated communities for enhanced security.
o Quality Construction: Focus on child-safe materials and adherence to safety regulations.
o Unique Amenities:
 Playgrounds and dedicated children's areas with age-appropriate equipment.
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 Swimming pools with separate sections for adults and children.
 On-site daycare facilities or partnerships with nearby childcare providers (if
feasible).
 Community centers for family events and social gatherings.
 Video doorbells for added security.
 Smart lighting systems for creating different ambiences.
 Smart thermostats for energy efficiency and comfortable temperatures.
 Affluent Investors:
o Project Type: Luxury high-rise apartments in prestigious neighborhoods with
breathtaking views.
o Quality Construction: Utilize premium materials, innovative building techniques, and
renowned architects for design excellence.
o Unique Amenities:
 Concierge services to cater to residents' needs.
 Rooftop infinity pools with stunning cityscapes.
 Private fitness centers with personalized training options.
 Exclusive resident lounges and business centers.
 Fully integrated smart home systems controlling lighting, temperature, appliances,
and security features.
 Voice-activated controls for a luxurious and convenient living experience.
 Downsizers:
o Project Type: One-bedroom to two-bedroom apartments with ground-floor options or
smaller, single-story villas in secure gated communities.
o Quality Construction: Focus on accessibility features for seniors (e.g., wider doorways,
grab bars) and high-quality materials for long-lasting comfort.
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o Unique Amenities:
 Senior-friendly fitness centers with specialized equipment and fitness classes
tailored for seniors.
 On-site medical personnel or partnerships with nearby healthcare providers (if
feasible).
 Community centers with activities and events specifically designed for social
interaction among retirees.
 Beautifully landscaped walking paths and gardens for relaxation and outdoor
activities.
 Smart lighting systems for improved safety and ease of use.
 Emergency alert systems integrated with healthcare providers.
 Smart thermostats for energy efficiency and comfortable temperatures.
2. Commercial Projects (Optional):
 Al-Ahly Sabbour could consider developing commercial projects that complement their
residential developments, creating a holistic living experience.
 Examples include:
o High-end retail stores and restaurants within luxury residential communities.
o Co-working spaces catering to young professionals living in their apartments.
o Medical facilities or pharmacies conveniently located within communities for downsizers.
 Price: Implement competitive pricing strategies considering project type, location, and target
audience. Offer flexible payment options and early-bird discounts.
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Value-Based Pricing: Focus on the value proposition offered by each project, considering location,
amenities, quality construction, and smart home features. Set prices that reflect the perceived value for the
customer.
Competitive Pricing: Analyze competitor pricing strategies and market trends to ensure Al-Ahly Sabbour's
offerings are competitively priced within their target segments.
Segmentation-Based Pricing: Adjust pricing strategies based on the target customer segment. This could
involve early-bird discounts for young professionals or senior discounts for downsizers.
 Place: Utilize a mix of distribution channels including their website, social media platforms,
partnerships with real estate agencies, and participation in industry events.
 Promotion: Develop targeted marketing campaigns leveraging various digital channels (search
engine marketing, social media advertising) and traditional media (print, television) if deemed
effective.
o Utilize content marketing (blogs, videos) to showcase expertise and establish brand
thought leadership.
o Partner with relevant influencers to reach new audiences.
 People: Invest in training and development for sales and marketing teams to ensure they
possess in-depth knowledge of projects and exceptional customer service skills.
 Process: Streamline the sales process with online booking options, clear communication
channels, and efficient customer service response systems.
 Physical Evidence: Maintain a professional website with high-quality project visuals, virtual
tours, and easy-to-navigate features. Ensure high-quality construction standards and well-
maintained showrooms or sales offices.
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Monitoring & Evaluation:
 Continuously monitor the effectiveness of marketing campaigns through website analytics,
social media engagement metrics, and sales conversion rates.
 Adapt strategies based on data insights and market trends to optimize marketing ROI and
achieve desired growth objectives.
By combining these frameworks, Al-Ahly Sabbour can develop a comprehensive and data-driven
marketing strategy that positions them for sustainable success in the competitive Egyptian real
estate market.
1- Product
Product type:
Al-Ahly Sabbour's real estate projects primarily cater to a B2C (Business-to-Consumer) market. Their target audience
consists of individual buyers seeking residential units (apartments, villas) for personal use
Product concept:
Benefits and features
1. Core Customer Benefit
he fundamental need for a safe and secure place to live
2. Actual Product:
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 Residential units: This includes apartments, townhouses, and villas with various configurations and sizes
to cater to different family structures and lifestyles.
 Quality construction: Using durable materials, adhering to safety regulations, and employing high-quality
construction methods.
3. Augmented Product:
 Location: Developing projects in desirable locations with convenient access to amenities, infrastructure,
and potentially scenic views (depending on the segment).
 Amenities: Providing a range of amenities that enhance the living experience, such as:
o Swimming pools
o Fitness centers
o Playgrounds
o Co-working spaces (for young professionals)
o On-site daycare facilities (for families)
o Security features (gated communities, security personnel)
 Smart home features: Integrating technology for convenience and efficiency, such as:
o Smart thermostats
o Smart lighting systems
o Voice-activated controls (optional)
4. Extra Value (Services and USBs):
 Customer service: Providing a positive and responsive customer service experience throughout the sales
process and beyond.
 Payment options: Offering flexible payment plans and potentially partnering with mortgage providers to
make properties more accessible.
 Community building: Organizing events, creating social spaces, and fostering a sense of community
within the developments.
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 Value-added services (optional): Depending on the target segment, Al-Ahly Sabbour could consider
offering additional services like:
o On-site property management.
o Concierge services (for luxury apartments).
o Housekeeping services.
o Partnerships with healthcare providers (for downsizers).
 Smart cities : that works with solar system and waste management for sustainable
 Unique Selling Proposition (USP):
By focusing on high-quality construction, desirable locations, a variety of amenities, and smart home features,
Al-Ahly Sabbour can differentiate itself in the market.
2- Price
The following pricing strategies can be used:
 Value-Based Pricing: Focus on the value proposition offered by each project, considering location,
amenities, quality construction, and smart home features. Set prices that reflect the perceived value for the
customer.
 Competitive Pricing: Analyze competitor pricing strategies and market trends to ensure Al-Ahly Sabbour's
offerings are competitively priced within their target segments.
 Segmentation-Based Pricing: Adjust pricing strategies based on the target customer segment. This could
involve early-bird discounts for young professionals or senior discounts for downsizers.
3- Place
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Al-Ahly Sabbour can leverage a mix of online and offline channels to reach a wide range of potential buyers and
effectively promote their diverse project portfolio distribution channels strategies
1. Owned Media Channels:
 Website: The company website should be the central hub for all project information.
o High-quality visuals (photos, virtual tours), detailed project descriptions, and clear floor plans are
essential.
o Offer easy navigation, property search functionalities, and lead capture forms.
o Integrate a content management system (CMS) for regular updates and news about projects and the
company.
 Social Media Platforms:
o Create engaging content on platforms like Facebook, Instagram, and LinkedIn.
o Utilize targeted advertising to reach specific demographics and interests.
o Showcase project highlights, lifestyle experiences within the developments, and behind-the-scenes
glimpses to build brand awareness and excitement.
o Run interactive campaigns like contests or polls to generate engagement.
2. Paid Media Channels:
 Search Engine Marketing (SEM):
o Implement targeted pay-per-click (PPC) campaigns to ensure Al-Ahly Sabbour's website appears at
the top of search engine results pages (SERPs) for relevant keywords.
o Consider retargeting campaigns to capture users who have previously visited the website or shown
interest in similar properties.
 Display Advertising:
o Partner with relevant websites and online publications to display targeted ads showcasing Al-Ahly
Sabbour's projects.
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3. Earned Media Channels:
 Public Relations (PR):
o Build relationships with journalists and media outlets to secure positive coverage of Al-Ahly
Sabbour's projects and industry contributions.
o Issue press releases about new project launches, awards received, or involvement in community
initiatives.
 Online Reviews & Testimonials:
o Encourage satisfied customers to leave positive reviews on the company website and social media
platforms.
o Showcase positive testimonials from past buyers to build trust and credibility with potential
customers.
4. Partnership Channels:
 Real Estate Agencies:
o Partner with reputable real estate agencies specializing in the areas where Al-Ahly Sabbour
develops projects.
o Offer competitive commission structures and provide agents with comprehensive training on project
details.
 Industry Events:
o Participate in trade shows, property exhibitions, and industry conferences to showcase projects,
network with potential buyers and investors, and stay updated on market trends.
Optimizing Distribution Channels:
 Data-Driven Approach:
o Track the performance of each channel using analytics tools.
o Allocate resources and budget adjustments based on data insights to focus on the most effective
channels for reaching target audiences and generating leads.
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 Omnichannel Marketing:
o Create a seamless customer experience across all channels.
o Ensure consistency in messaging and branding across the website, social media, and offline
marketing materials.
4- People:
1. Sales Team: should get the proper training to be able to deal with the new segment.
2. Training:
o Develop training programs specifically focused on the needs and preferences of the new target segments.
o Training should cover product knowledge (new project features, amenities), understanding unique needs
of each segment (young professionals vs. families), and effective communication and presentation skills.
o Consider role-playing exercises to simulate sales interactions with new customer types.
3. Incentives:
o Create performance-based incentives that motivate the sales team to focus on selling to the new
segments.
o This could involve additional commissions for deals closed within the new segments or rewards for
exceeding sales targets in these areas
4. Marketing: social media manager should be hired to focus on social media activities, planning, and analysis.
5. Social Media Manager:
o Hiring a social media manager with experience in the real estate industry is a wise decision.
o This dedicated professional can develop targeted social media campaigns to reach the new customer
segments on the platforms they frequent.
o The manager will be responsible for content creation, social media engagement, and campaign analysis to
optimize strategies.
6. Content Marketing:
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o Develop targeted content (blog posts, infographics, videos) that resonates with the new segments.
o Highlight the specific features and benefits of Al-Ahly Sabbour's projects that cater to their needs and
lifestyles.
7. - Customer Service: regular meetings and training to update them with new information about the products and offers,
also, to enhance their skills to keep the superior customer service.
8. Regular Training:
o Conduct regular training sessions to ensure customer service representatives are up-to-date on new
project information, including features, amenities, and pricing for the new segments.
o Training should also cover effective communication techniques to handle inquiries and address concerns
specific to the new customer segments.
9. Customer Service Standards:
o Maintain high customer service standards across all touchpoints (phone, email, in-person interactions).
o Emphasize responsiveness, empathy, and a willingness to go the extra mile to provide exceptional service
to all customers, regardless of their segment.
10. Performance Reviews:
o Include metrics related to customer satisfaction within the new segments when evaluating customer
service representative performance.
o This will incentivize them to provide excellent service experiences that meet the expectations of the new
customer base.
5- Physical evidence
1. Physical Products:
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 Completed Developments: The most significant physical evidence is the company's completed residential
projects (apartments, villas, townhouses). These developments serve as a tangible representation of Al-
Ahly Sabbour's quality construction, design aesthetics, and commitment to creating desirable living
spaces.
 Showrooms & Sales Offices: Well-maintained showrooms and sales offices with high-quality finishes,
project brochures, and interactive displays showcasing amenities and floor plans provide a physical
touchpoint for potential buyers to experience the brand and get a feel for the properties.
2. Service-Related Evidence:
 Customer Service Interactions: The quality of customer service interactions, both face-to-face and online,
shapes a customer's perception of Al-Ahly Sabbour. Professional, helpful, and responsive customer
service representatives contribute to a positive brand image.
 Website & Digital Presence: A user-friendly website with high-quality photos, virtual tours, detailed project
descriptions, and clear contact information is crucial. A professional and informative online presence
showcases Al-Ahly Sabbour's credibility and commitment to transparency.
 Marketing Materials: High-quality brochures, property listings, and other marketing materials with
professional design and clear messaging contribute to a positive brand perception.
 Construction Sites : For projects under development, well-organized construction sites with safety
measures in place can create a positive impression of Al-Ahly Sabbour's commitment to quality and timely
project completion.
 Overall Ambiance: The overall ambiance in showrooms, sales offices, and even completed projects
(common areas, landscaping) should reflect the target audience and brand image. A modern and sleek
atmosphere might suit projects targeting young professionals, while a family-oriented development could
benefit from a warm and inviting ambiance.
 Employee Appearance & Demeanor: The professional appearance and courteous demeanor of Al-Ahly
Sabbour's employees, from sales representatives to construction workers interacting with clients,
contribute to the overall physical evidence.
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6-Promotion
Promotion strategy: We will use profile strategy (hybrid strategy) to build and ensure awareness perception, attitudes
and reputation .
Promotional Mix:
 Traditional Media :
o Consider using print media (magazines, property listings) or television advertising (targeted
channels) in specific cases if they align with your target audience and budget.
 Digital Marketing:
o Search Engine Marketing (SEM): Implement targeted PPC campaigns to ensure Al-Ahly Sabbour's
website appears at the top of SERPs for relevant keywords like "luxury apartments [location]" or
"family-friendly communities [city]".
o Social Media Marketing: Create engaging content on platforms like Facebook, Instagram, and
LinkedIn tailored to each segment. Utilize targeted advertising to reach specific demographics and
interests. Showcase project highlights, lifestyle experiences within the developments, and behind-
the-scenes glimpses to build brand awareness and excitement. Run interactive campaigns like
contests or polls to generate engagement.
o Website Optimization: Ensure your website is user-friendly, mobile-responsive, and has clear calls
to action for lead generation (e.g., "Contact Us for a Viewing", "Download Brochure").
o Email Marketing: Build an email list and segment it based on customer interests. Send targeted
email campaigns with project updates, special offers, and valuable content (e.g., "Top 5 Amenities
for Young Professionals").
 Content Marketing:
o Develop informative and engaging content (blog posts, infographics, videos) that addresses the
specific needs and aspirations of each target segment. Highlight the unique features and benefits of
Al-Ahly Sabbour's projects that cater to their lifestyles.
o Consider content partnerships with relevant influencers or bloggers to reach a wider audience.
 Public Relations (PR):
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o Build relationships with journalists and media outlets to secure positive coverage of Al-Ahly
Sabbour's projects, industry contributions, and community initiatives. Issue press releases about
new project launches, awards received, or involvement in sustainability efforts.
Promotional Activities & Offers:
 Project Launch Events: Host well-organized launch events to generate excitement and attract potential
buyers. Offer exclusive discounts or incentives for early bookings during launch events.
 Open Houses: Organize regular open houses at completed projects or showcases to allow potential buyers
to tour the units, experience the amenities, and interact with sales representatives.
 Referral Programs: Implement a referral program to incentivize existing customers to recommend Al-Ahly
Sabbour projects to their network.
 Strategic Partnerships: Partner with relevant businesses that cater to your target segments. For example,
collaborate with a co-working space provider to target young professionals or partner with a furniture
store to offer bundled packages for families purchasing apartments.
Measuring & Optimizing Promotions:
 Track the performance of each promotional channel using analytics tools.
o Monitor metrics like website traffic, lead generation, conversion rates, and social media
engagement.
o Allocate resources and budget adjustments based on data insights to focus on the most effective
channels for reaching target audiences and generating qualified leads.
Integration & Consistency:
 Consistent Messaging: Maintain a consistent brand message and visual identity across all promotional
materials (website, social media, brochures) to create a strong brand image.
 Omnichannel Marketing: Create a seamless customer experience across all channels. Ensure consistency
in messaging and branding online and offline.
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 Brand Identity → Customer Attraction: A well-defined brand identity attracts customers who resonate with
your values and offerings.
 Product Differentiation → Customer Satisfaction: Unique project features and high-quality construction
lead to satisfied customers.
 Enhanced Customer Experience → Brand Loyalty: Exceptional customer service and value-added services
build brand loyalty and encourage repeat business.
7-Process :
Organization resources
As mention in operation plan
2. Operational objective :
• Increase Revenue by15 % by the end of 2025.
1. Sales Growth Strategies:
 Increase Average Selling Price (ASP):
96 | P a g e

 Optimize Project Mix:
 Increase Sales Volume:
 Geographic Expansion (if feasible):
2. Operational Efficiency & Cost Management:
 Negotiate Favorable Deals.
 Invest in Technology
 Waste Reduction:

3. Additional Revenue Streams (Explore Feasibility):
 Property Management Services
 Co-working Spaces.
4. Customer Relationship Management (CRM):
Operation strategy
Product Management:
1. Develop a Diverse Product Portfolio:
a. Cater to various customer segments with a range of unit sizes, configurations, and features.
97 | P a g e

b. Consider studio apartments, family apartments, and luxury penthouses to target young
professionals, families, and affluent buyers, respectively.
2. Focus on Innovation:
a. Integrate smart home technology, co-working spaces (for young professionals), or on-site daycare
facilities (for families) to enhance livability and cater to specific needs.
3. Prioritize Quality Construction:
a. Maintain high construction standards and use high-quality materials to ensure durability and a
premium living experience.
Supply Chain Management:
 Develop Strong Supplier Relationships:
o Partner with reliable suppliers to secure quality materials at competitive prices. This ensures a
steady flow of materials and avoids project delays.
 Inventory Management:
o Implement efficient inventory management systems to track inventory levels, optimize material
usage, and minimize waste.
Parallel Sourcing: A Strategic Approach for Al-Ahly Sabbour's Purchasing
Parallel sourcing, also known as dual sourcing or multiple sourcing, involves acquiring the same good or service
from two or more qualified suppliers. This strategy can offer significant benefits for Al-Ahly Sabbour's
purchasing operations. Here's a detailed breakdown:
Benefits of Parallel Sourcing:
 Enhanced Negotiation Power: By having multiple qualified suppliers, Al-Ahly Sabbour gains greater
leverage when negotiating pricing and contract terms. Knowing they can switch suppliers puts them in a
stronger position to secure competitive pricing and favorable terms.
98 | P a g e

 Reduced Risk: Supplier dependence can be risky. If a primary supplier experiences production issues,
delays, or quality problems, it can significantly impact Al-Ahly Sabbour's projects. Parallel sourcing
mitigates this risk by having a backup supplier readily available.
 Improved Quality & Innovation: Competition between suppliers can drive innovation and quality
improvements. Knowing they need to compete for Al-Ahly Sabbour's business motivates suppliers to offer
better quality products, reliable service, and potentially even propose innovative solutions.
 Increased Supply Chain Visibility: Maintaining relationships with multiple suppliers allows Al-Ahly Sabbour
to stay informed about market trends, potential material shortages, and price fluctuations. This broader
perspective helps them make informed decisions regarding procurement strategies.
o
Manufacturing (Production):
 Consider Flexibility in Production Methods:
o Depending on project needs, a mix of job shops (for custom projects) and dedicated transfer lines
(for high-volume production of standard units) could be employed. This allows for customization
while maintaining efficiency for large-scale projects.
o mass customization is a highly relevant manufacturing strategy for the real estate industry, particularly for
companies like Al-Ahly Sabbour that cater to diverse customer segments
Benefits of Mass Customization for Al-Ahly Sabbour:
 Enhanced Customer Satisfaction: Customers get a unit that better reflects their needs and preferences,
leading to higher satisfaction and positive brand perception.
 Increased Sales Potential: A wider range of customizable options can attract a broader customer base and
potentially lead to increased sales.
 Reduced Inventory Costs: By focusing on standardized components, Al-Ahly Sabbour can minimize the
need to carry a large variety of specialty items in inventory.
 Improved Differentiation: Mass customization allows Al-Ahly Sabbour to stand out from competitors
offering generic units by providing a more personalized living experience.
99 | P a g e

o
Inventory Management:
 Maintain Optimal Inventory Levels:
o Having sufficient building materials readily available is crucial to avoid construction delays.
However, avoid excessive holding costs by keeping inventory levels optimized.
 Hybrid Approach:
 Al-Ahly Sabbour might also consider a hybrid approach. They could maintain a core inventory of popular
pre-built units (MTS) while offering a selection of customizable options through MTO. This caters to
customers who want a quicker move-in option while still offering personalization for those who prioritize it.

Forecasting:
 Market Demand Forecasting:
o Analyze market trends and customer preferences to forecast demand for different types of
residential units. This helps inform product development and inventory management decisions.
Scheduling:
 Develop Detailed Project Schedules:
o Create timelines that factor in material delivery, labor requirements, and potential setbacks to ensure
projects are completed on time and within budget.
Quality Management:
100 | P a g e

 Implement Quality Control Measures:
o Establish procedures to monitor construction quality throughout the process. This ensures
adherence to building codes and maintains Al-Ahly Sabbour's reputation for quality.
Facilities Planning and Management:
 Invest in Modern Equipment:
o Consider using advanced construction technologies and equipment to improve efficiency and
productivity.
 Optimize Warehouse Space:
o Effectively manage warehouse space to ensure efficient storage and retrieval of building materials.
3.Financial objective :
Financial strategy :
 Al Ahly Sabbour has been remarkable, fueled by its successful project developments and effective sales and marketing strategies.
 The company has consistently demonstrated a strong ability to generate revenue from the sale of residential and commercial
properties.
 This revenue growth is indicative of Alahly Sabbour market acceptance, customer demand, and strategic market positioning
 Al Ahly Sabbour Developments profitability stands as a testament to its efficient operations and effective cost management practices.
 The company has maintained a solid level of profitability over the years, achieving healthy margins through careful project execution,
timely delivery, and effective pricing strategies.
 Al Ahly Sabbour Development ability to generate sustainable profits has helped reinforce its market standing and attract investors.
101 | P a g e

 AL AHLY SABBOUR DEVELOPMENT has consistently delivered attractive returns on investment to its shareholders.
 The company's focus on executing projects with high potential returns, along with its commitment to effective asset management,
has translated into favorable ROI figures.
 Al Ahly Sabbour Development ability to generate substantial returns for its investors has strengthened its reputation as a reliable
investment option in the real estate sector.
 Al Ahly Sabbour Development robust cash flow management practices have played a crucial role in maintaining its financial stability.
 Effective cash flow management ensures the availability of funds for ongoing projects, debt repayment, and dividend distributions.
 Al Ahly Sabbour Development prudent financial planning and cash flow optimization strategies contribute to its overall success and
longterm sustainability.
 The real estate market in Egypt experiences dynamic demand and supply patterns influenced by various factors.
 AL AHLY SABBOUR DEVELOPMENT closely monitors these dynamics to align its project offerings with market demand and optimize its
market share.
 Understanding customer preferences, market trends, and economic indicators allows AL AHLY SABBOUR DEVELOPMENT to adapt its
supply to match the evolving needs of homebuyers and investors.
 AL AHLY SABBOUR DEVELOPMENT operates in a highly competitive environment, competing with other prominent real estate
developers in Egypt.
 The competitive landscape is characterized by factors such as project quality, location, pricing, and reputation. AL AHLY SABBOUR
DEVELOPMENT continuously assesses its competitive position and adapts its strategies to differentiate itself and maintain a
competitive edge ,By offering unique features, innovative designs, and quality construction, AL AHLY SABBOUR DEVELOPMENT strives
to distinguish itself from competitors and attract discerning customers.
 The real estate sector in Egypt operates within a regulatory framework that governs various aspects of the industry. AL AHLY
SABBOUR DEVELOPMENT adheres to regulations related to land acquisition, construction permits, environmental sustainability, and
customer protection. Compliance with these regulations ensures legal and ethical operations while safeguarding the interests of
stakeholders. Al Ahly Sabbour Development commitment to regulatory compliance strengthens its reputation and contributes to its
long-term success.
 The overall economic conditions in Egypt significantly impact the real estate market. Factors such as GDP growth, inflation rates,
interest rates, and consumer purchasing power influence demand for properties. AL AHLY SABBOUR DEVELOPMENT closely monitors
economic indicators and market trends to identify opportunities and adjust its strategies accordingly.
102 | P a g e

 Understanding the macroeconomic landscape helps AL AHLY SABBOUR DEVELOPMENT make informed decisions regarding project
timing, pricing, and market expansion.
 AL AHLY SABBOUR DEVELOPMENT recognizes the importance of understanding and catering to customer preferences and market
trends. Evolving customer expectations, such as sustainability, technological integration, and community-centric designs, shape the
demand for real estate properties.
 AL AHLY SABBOUR DEVELOPMENT actively analyzes customer preferences and market trends to align its projects with evolving
demands, ensuring customer satisfaction and market relevance.
 AL AHLY SABBOUR DEVELOPMENT has achieved remarkable financial success and established a strong market position in the real
estate industry in Egypt.
 Through consistent revenue growth, profitability, favorable returns on investment, and effective cash flow management, AL AHLY
SABBOUR DEVELOPMENT has demonstrated its ability to navigate market challenges and deliver value to shareholders.
 By closely monitoring the market situation, AL AHLY SABBOUR DEVELOPMENT adapts its strategies to changing dynamics, capitalizing
on opportunities, and maintaining its competitive edge.
 Understanding the economic environment, regulatory landscape, and customer preferences allows AL AHLY SABBOUR
DEVELOPMENT to sustain its growth trajectory and cement its position as a leading player in Egypt's real estate market.
Income statement Budget (Forecast)
Millions Budgeted
INCOME STATEMENT
Figures in Millions
2024 2025 2026 2027
NET SALES 4,031,674.
54
4,272,867.14 6,409,300.71 8,011,625.89
) - (
COST OF GOODS SOLD 2,364,743.
95
2,777,363.64 3,610,572.73 4,360,610.00
) - (
DEPRECIATION - -
GROSS PROFIT 1,666,930. 1,495,503.50 2,798,727.98 3,651,015.88
103 | P a g e

59
LESS
) - (
DEPRECIATION 25,261.43 27,787.58 30,566.33 33,622.97
) - (
SG&A EXPENSE 112,610.28 126,123.52 141,258.34 158,209.34
) - (
RESEARCH&DEVELOPMENT (R&D) 173,511.43 433,778.57 650,667.86 488,000.89
-
) - (
OTHER AMORTIZATION 22,620.66 10,312.25 10,312.25
NET OPERATING PROFIT (NOP) 1,332,926.
79
897,501.58 1,965,923.19 2,971,182.68
) - (
GROSS INTEREST EXP - EXIST 89,741.93 332,464.12 282,007.34 120,006.22
( - ) INTEREST EXP - NEW 15,401.62 23,102.43 46,204.85 92,409.71
)+ (
CAPITALIZED INTEREST 100,000.00 200,000.00 300,000.00 400,000.00
INTEREST INCOME 93,699.56 120,000.00 220,000.00 300,000.00
DIVIDEND INCOME
( - )SUNDRY INCOME ( EXPENSE ) 76,870.21 202,897.36 223,187.09 245,505.80
( NET PROFIT BEFOR TAX ( NPBT 1,310,953.
90
824,832.39 1,940,898.09 3,104,272.55
TAX EXPENSE 327,738.47 206,208.10 485,224.52 776,068.14
NET PROFIT AFTER TAX 983,215.42 618,624.29 1,455,673.57 2,328,204.41
Year Year 2024 Year 2025 Year 2026 Year 2027
Net profit after tax
983215.423
8
618624.29
4
1455673.56
6
2328204.41
4
104 | P a g e

Comment : Al -Ahly net profit after taxes decrease in 2025 due to the marketing and operation expenses that
they will pay by the end of 2024 and the beginning of 2025.
105 | P a g e
Year 2024 Year 2025 Year 2026 Year 2027
0
500000
1000000
1500000
2000000
2500000
Net profit after tax

Strategies evaluation :
Al-ahly sabbour Balanced
Scorecard
component
s
TARGETS INITIATIVES
STRATEGIC
OBJECTIVES
KEY
PERFORMANCE
INDICATORS
2024 2025 2026 2027
improvement
s
financial
Achieve sales of
[target amount)
Net profit after
tax in million
983215.423
8
618624.294
1455673.56
6
2328204.41
4
Maintain a healthy
debt-to-equity ratio
Return on equity
(ROE) of 20%
Implement cost-saving
measures in
procurement and
construction
Reduce costs by
5%
3% 2%
increase net
sales in million
4,031,674.5
4
4,272,867.1
4
6,409,300.7
1
8,011,625.8
9
106 | P a g e

customer
Customer must view
us as we providing :
1) premium location.
2) unique interior
design.
3) applying the most
advantage technology
and service using AI in
the smart homes and
cities to increase ways
of comfort and safety.
4) applying
sustainability and eco-
friendly constructions .
* Customer
satisfaction
score of 90%
80% 87% 90%
construct a
customer
service
center
Increase market
share by 20%
15% 17% 20%
Reduce
customer dis-
satisfaction rate
to below 5%
10% 7% 5%
internal
process
* Streamline
construction
processes
* Improve
project
completion time
by 10%
4% 3% 2% 1%
Implement stricter
quality control
measures
Reduce defect
rate to 2%
1% 1%
Increase
employee
productivity by
7%
3% 2% 2%
learning
and growth
L and G
Invest in employee
training and
development programs
Increase
employee
engagement
score by 30%
15% 10% 6% 4%
Any high
employee
performer
with high
sales growth
Conduct employee Develop new
107 | P a g e

satisfaction surveys
sustainable
building
practices
rate ,
excellent
KPIs and
achievement
will go
through
Partner with
universities for
research and
development
Implement
innovation
programs
Foster a culture of
innovation within the
company
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Section 6 Implementation & Control
 key Performance Indicators (KPIs)
GANTT chart for strategy implementation KPIs
N Action
Starting
date
Budge
t
Responsi
ble
Accountable
Consulte
d
Infor
med
Status Out come KPI
Type
Qual/
Qun
lead
/
shor
t
ter
m
lag
/
long
ter
m
1
Market
penetratio
n to
another
regions in
Egypt
1/1/2025
12
billion
project
manager
s /
Accounta
nt
executive
Financial
manager / NBE
bank / business
unit manager
CFO
/NBE
bank
/BOD
CEO
planne
d
decrease non
user
customers and
increase net
profit margin
this regions
for smaller
developments
not only mega
projects as
( Sinai , fifth
settlement ,
badr city ,
Luxor , aswan
and Ismailia ,
10 th of
rammadan
city and Al
obour ).
Quan
titativ
e
LAG
109 | P a g e

2
Elevate
operation
performan
ce
accounts
recievable
1/6/2024
5
billion
operatio
n and
accounta
nt
manager
s
Financial
manager/busin
ess unit
manager / NBE
bank
CFO
/NBE
bank
/BOD
CEO
planne
d
increase in
operation
excellency and
profitability
increase by
15 % through
managing
current ratios .
Quan
titativ
e
LAG
3
Cost-
cutting
1/1/2025 /
operatio
n /supply
chain
and
accounta
nt
manager
s
Financial /head
of supply chain
manager/busin
ess unit
manager / NBE
bank
CFO
/NBE
bank
/board
directors
CEO
planne
d
we will
implement to
reduce waste
and negotiate
for lower
prices with
suppliers to
increase cash
flow and
profitability .
cost reduction
by 10%
Quan
titativ
e
LAG
4
Raise
prices and
improved
the
product
mix.
1/10/202
4
/
marketin
g
executive
marketing
managers
CFO
/NBE
bank
/BOD
CEO
planne
d
to sell more
profitable
products.
by 7%
continuously
increase
liquidity
Quan
titativ
e
LAG
5
Issuing new
equity
1/12/202
4
/
accounta
nt
manager
s
Financial
manager / NBE
bank
CFO
/NBE
bank
/BOD
CEO
planne
d
This would
raise
additional
capital and
improve the
company's
equity ratio.
issuing such as
common stock
or preferred
stock.
Quan
titativ
e
LAG
6
Invest in
advanced
1/1/2025
70
milli0n
marketin
g
business unit
manager
CFO
/NBE
CEO
planne
d
To increase
product
to increase
productivity
Quan
titativ
LAG
110 | P a g e

technology
for
constructin
g smart
homes and
cities
executive
/project
manager
/IT
manager
bank
/BOD
uniqness and
brand
customization
by 12% e
7
Launch a
marketing
campaign
to target
potential
customers
for smaller
developme
nts.
1/1/2025
15
million
marketin
g
specialist
marketing
managers
CFO
/BOD
CEO
planne
d
This campaign
could help to
raise
awareness of
Al-Ahly
Sabbour's
brand and its
capabilities in
this market
segment.
Increase
awareness by
65%
quan
titativ
e
LAG
8
employees
motivation
1/6/2024 /
HR
specialist
head of HR BOD CEO
planne
d
Increased
Productivity
Enhanced
Creativity
Reduced
Absenteeism
& Turnover
Stronger
Company
Culture
increase
performance
qualit
ative
LEA
D
111 | P a g e

112 | P a g e

113 | P a g e

COMMENT
114 | P a g e

115 | P a g e

116 | P a g e

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