Case Study
Case Study
How a Riyadh Family Conglomerate Scaled from SAR 41M to SAR 92M in 18 Months
Company
Third-generation family-owned consumer goods & real estate group (Riyadh)
Company
Third-generation family-owned consumer goods & real estate group (Riyadh)
Company
Third-generation family-owned consumer goods & real estate group (Riyadh)
Services
Market Research · Operations Optimization · Digital Revenue Streams · Growth Strategy · Family Governance Alignment
Services
Market Research · Operations Optimization · Digital Revenue Streams · Growth Strategy · Family Governance Alignment
Services
Market Research · Operations Optimization · Digital Revenue Streams · Growth Strategy · Family Governance Alignment
Industry
FMCG Distribution & Property Development
Industry
FMCG Distribution & Property Development
Industry
FMCG Distribution & Property Development
Year
2024 – ongoing
Year
2024 – ongoing
Year
2024 – ongoing
The group had been profitable for decades through traditional wholesale, but revenue stagnated at SAR 41M for three years. With no online presence and generational tension brewing (uncles vs heirs), they risked family split. They reached out with one simple question: “How do we modernize without losing our core?”
Chairman, Riyadh-based family conglomerate
Third-generation family business leader
كنا نعيش على التجارة التقليدية منذ عقود وكنا نخشى أن نفقد هويتنا لو دخلنا الديجيتا الأخ أزهر لم يأتِ بتقارير طويلة ولا عروض باوربوينت، جاء بحلول بسيطة بدأت تُظهر أرقاماً في الحساب البنكي خلال أسابيع فقط. اليوم لدينا قناة رقمية تحقق أكثر من مليون ريال شهرياً، والأبناء الذين كانوا يُفكرون في تقسيم الشركة أصبحوا الآن شركاء في الكيان الجديد. باختصار: أعطانا قفزة ١٨ سنة… في ١٨ شهراً فقط.» — رئيس مجلس إدارة مجموعة عائلية، الرياض (الاسم والصورة محجوبان بناءً على طلب العميل) “We lived on traditional wholesale for decades and feared losing our identity if we went digital. Azhar didn’t bring long reports or PowerPoint decks — he brought simple solutions that started showing numbers in the bank within weeks. Today we have a digital channel generating over SAR 1M monthly, and the cousins who were planning to split the company are now co-owners of the new entity. In short: he gave us an 18-year leap… in just 18 months.” — Chairman, Riyadh-based family conglomerate
The Challenge
• 68 % revenue from declining wholesale channels
• Zero digital sales or social presence
• Internal resistance to change (“Our customers don’t shop online”)
• Heirs threatening to branch off if no growth in 12 months
Our Approach
We structured the engagement in four phases, all remote with one initial dinner in Riyadh:
We ran the entire engagement remotely after one initial dinner in Riyadh:
• Phase 1 (Weeks 1-2): Mapped trends, discovered strength in “affordable premium” goods
• Phase 2 (Months 1-2): Built parallel digital entity (new LLC, dedicated warehouse corner) using existing staff
• Phase 3 (Months 3-5): Launched 11 SKUs on Instagram, Noon, and D2C site + targeted ads & micro-influencers
• Phase 4 (Months 6-8): Re-invested profits into Amazon KSA & TikTok Shop; aligned wholesale with digital promotions
The Challenge
• 68 % revenue from declining wholesale channels
• Zero digital sales or social presence
• Internal resistance to change (“Our customers don’t shop online”)
• Heirs threatening to branch off if no growth in 12 months
Our Approach
We structured the engagement in four phases, all remote with one initial dinner in Riyadh:
We ran the entire engagement remotely after one initial dinner in Riyadh:
• Phase 1 (Weeks 1-2): Mapped trends, discovered strength in “affordable premium” goods
• Phase 2 (Months 1-2): Built parallel digital entity (new LLC, dedicated warehouse corner) using existing staff
• Phase 3 (Months 3-5): Launched 11 SKUs on Instagram, Noon, and D2C site + targeted ads & micro-influencers
• Phase 4 (Months 6-8): Re-invested profits into Amazon KSA & TikTok Shop; aligned wholesale with digital promotions
The Challenge
• 68 % revenue from declining wholesale channels
• Zero digital sales or social presence
• Internal resistance to change (“Our customers don’t shop online”)
• Heirs threatening to branch off if no growth in 12 months
Our Approach
We structured the engagement in four phases, all remote with one initial dinner in Riyadh:
We ran the entire engagement remotely after one initial dinner in Riyadh:
• Phase 1 (Weeks 1-2): Mapped trends, discovered strength in “affordable premium” goods
• Phase 2 (Months 1-2): Built parallel digital entity (new LLC, dedicated warehouse corner) using existing staff
• Phase 3 (Months 3-5): Launched 11 SKUs on Instagram, Noon, and D2C site + targeted ads & micro-influencers
• Phase 4 (Months 6-8): Re-invested profits into Amazon KSA & TikTok Shop; aligned wholesale with digital promotions
The results
• Digital channel: SAR 11.4M annualized run-rate (from zero)
• Total group revenue: SAR 68M → on track for SAR 92M exit-run 2025
• 300 % increase in inquiries via social/digital
• Family harmony restored – heirs now co-own the digital entity
• Wholesale margins up from 9 % to 19 % (competitor pressure)
Lessons learned
• Play to legacy strengths – blend traditional trust with digital speed
• Social isn’t noise, it’s revenue (Instagram/TikTok drove 45 % of new sales)
• Systems scale quietly
• One dinner beats 100 slides – family buy-in first, execution second
Key takeaways
This Riyadh group proves family businesses can leapfrog stagnation without drama. With targeted digital integration and operations tuning, they didn’t just survive – they redefined their legacy for the next generation.
The results
• Digital channel: SAR 11.4M annualized run-rate (from zero)
• Total group revenue: SAR 68M → on track for SAR 92M exit-run 2025
• 300 % increase in inquiries via social/digital
• Family harmony restored – heirs now co-own the digital entity
• Wholesale margins up from 9 % to 19 % (competitor pressure)
Lessons learned
• Play to legacy strengths – blend traditional trust with digital speed
• Social isn’t noise, it’s revenue (Instagram/TikTok drove 45 % of new sales)
• Systems scale quietly
• One dinner beats 100 slides – family buy-in first, execution second
Key takeaways
This Riyadh group proves family businesses can leapfrog stagnation without drama. With targeted digital integration and operations tuning, they didn’t just survive – they redefined their legacy for the next generation.
The results
• Digital channel: SAR 11.4M annualized run-rate (from zero)
• Total group revenue: SAR 68M → on track for SAR 92M exit-run 2025
• 300 % increase in inquiries via social/digital
• Family harmony restored – heirs now co-own the digital entity
• Wholesale margins up from 9 % to 19 % (competitor pressure)
Lessons learned
• Play to legacy strengths – blend traditional trust with digital speed
• Social isn’t noise, it’s revenue (Instagram/TikTok drove 45 % of new sales)
• Systems scale quietly
• One dinner beats 100 slides – family buy-in first, execution second
Key takeaways
This Riyadh group proves family businesses can leapfrog stagnation without drama. With targeted digital integration and operations tuning, they didn’t just survive – they redefined their legacy for the next generation.
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© 2025 ETAG – Enterprise Transformation & Advisory Group
Sometimes the hardest part is reaching out — but once you do, we’ll make the rest easy.
Opening Hours
Mon to Sat: 9.00am - 8.30pm
Sun: Closed
© 2025 ETAG – Enterprise Transformation & Advisory Group
Sometimes the hardest part is reaching out — but once you do, we’ll make the rest easy.
Opening Hours
Mon to Sat: 9.00am - 8.30pm
Sun: Closed
© 2025 ETAG – Enterprise Transformation & Advisory Group