stanton chase_business plan_team 5_dubai ptmba2

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ALP – Team 5 Team Members Nadeem Mashood Hamid Khatri Veronica Luna Smulders Raghav Mimani Stanton Chase International Mini Business Plan – Family Business Succession

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2 Family Business Succession - Situation Financial, Legal, Governance help available… Where is the Human Development part?

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3 Agenda Voice of Customers & Partners Value Proposition & Revenue Model Key USP’s & differentiators Competitor Analysis Entry Strategy/Go To Market Assessing market Size and Opportunities Next Steps & Conclusion

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4 Family Business Succession - Voice Of Customer (1) Key excerpts from interview with potential customers

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5 Family Business Succession - Voice Of Customer (2) Key excerpts from interview with potential customers

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6 Family Business Succession - Voice Of Partner Our Interview with PwC “We are planning to bring in subject matter experts to present on related topics. For e.g. We are planning to bring in wealth management experts to train the family members on managing the role in the same field.” Mustafa Sarhan , PwC Manager, Family Business Advisory Unit

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7 Value Proposition & Offerings Services to match what Customer Needs & what Partners Lack! Skills assessment program Aptitude Tests Assess internal training programs conducted within the group and advise on training needs and gaps Map skills and aptitude with interests 360O rotation program within different business groups and various functions Personalize career advisory services to Family business employees Aptitude tests Education consultancy Provide internship placement Assessment & analysis of the next “kin” leader Personalize one to one analysis of leadership fit. “Who will Be the next CEO”

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8 Revenue Model Mix of Consultancy based fees & Performance Based Incentive Consultancy Based Performance Based Incentive Initial Situation assessment Charge per man hour of implementation Bundles fees for the end customer, revenue share with partner (when partnering with likes of PwC) Evaluation of every program (surveys and questionnaires) Increasing slab payment method depending upon the rating of the program. (Eg. 80% Very Good rating would mean an 80 % incentive)

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9 Key USP’s & Differentiators Creating Sustainable advantage and high entry barrier for competitors

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10 Competitor Analysis Creating Sustainable advantage through differentiated and unique services Our best understanding as per secondary research

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11 Entry Strategy / Go to Market (1) Channels for reaching the Customer UAE family Businesses

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12 Entry Strategy / Go to Market (2) Voice of a Potential Entrant, Deloitte (Dr. Nassim Marc, Head of Clients & markets) From: Nassim, Marc (AE - Dubai) (mnassim@deloitte.com) Sent: Sunday, August 07, 2011 3:26 PM To: Hamid Khatri [mailto:hkhatri85@gmail.com<mailto:hkhatri85@gmail.com] Subject: MBA Please see my reply below Dear Dr. Marc Thank you for entertaining me today at your office and taking brief time out of you busy schedule.…… Q1) Our research on family business succession planning and advisory yields that there is a huge scope for consulting firms to provide family businesses in the Middle East with advisory on various aspects, especially the UAE and Saudi Arabia. Has Deloitte looked at the family business advisory services in the past as a potential future business opportunity? If yes what were the prime reasons not to go with it. Q2) Following the above question, it is estimated that approx $1 trillion will be handed over to the next generation (family businesses) within a short span of 5-10 years. Would Deloitte be interested in exploring opportunities with a leading Multinational Executive Search Business on tapping this growing market, considering Deloitte has an extensive expertise in various fields and industry. It depends on the opportunities, so unfortunately I cannot tell you yes or no without having more information! “We certainly think that helping family businesses in the region is a very attractive market to be active in, especially in the countries you have mentioned, but also in Kuwait, Oman and Qatar. We already have a very good track record of helping family businesses in the region, be it by auditing them (which is something done by our colleagues of the Audit department), helping them draft policies and procedures, find new business lines to enter or buy and sell companies (which is what we do at the Financial Advisory Services).”

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13 Entry Strategy / Go to Market (3) Immediate Opportunities & Mid Term/ Long term Plan in UAE! Immediate opportunity – Partner with PwC *PwC Min. value of deal is ~ AED 3Mn

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14 Assessing Market Size & Opportunities ~US $ 1 trillion expected to be handed down to the next generation within the next 5-10 years in GCC. 80 % of the businesses in the region are family-run or family-owned Key Assumptions: Min. $ Value per engagement is $1Mn. SCIs revenue share is approx 15% when partnering with PwC and 35% when partnering with other potential entrants 1st 3 years assumed operations in UAE only. 4th year onward would venture into other GCC regions Details Cumulative Potential Revenue of $18 Mn in 5 Years

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15 Next Steps Operational Plan

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16 Conclusion How

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Thanks & Questions 17 ALP – Team 5 Team Members Nadeem Mashood Hamid Khatri Veronica Luna Smulders Raghav Mimani

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18 Partner with PWC Partner with Others Deloitte; E&Y; Anderson Revenue Split Appendix I Revenue Projections and Future SCI Rev Split back 8.96mn 17.57mn * Venture into other GCC regions

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19 Appendix II Potential List of Family Businesses back