1. Strategy Document
25th, July 2012

2. Table of Contents Our Vision & Values
Market Landscape (not included in this sample)
Our Strategy

3. Our Vision & Mission A Compass For Strategy

4. Our Vision & Mission Vision Statement, Values & Goals
Our vision: To be the recognized regional leader in helping quality conscious clients address all their systems integration, general contracting and facility management needs in the most effective and efficient way
What We Stand For (Values):
What We Aim For (Goals):
Trust: Consistently deliver as promised, and thus earn us the trust that is the foundation of lasting relationships
Integrity Earn a reputation for honesty and fair-dealing with all stakeholders by creating working environments and relationships with decision transparency, honest advice, acknowledgement of responsibility and recognition of people who deserve it
Partnership: Work with each other, our clients and vendors as business partners to shape value-driven opportunities
Willing & Able A mindset in which we search out and develop the best talent, and take risks to stretch our people, empowering them to take control of their careers and break the barriers that limit innovation and maximum performance
One Family We share the same vision, we care for each other, we share knowledge and we share risks & rewards
Clients:
Deliver at maximum efficiency the most effective solutions to create relevant and persistent value, enabling our clients to compete and succeed in the marketplace
People:
Foster a collaborative network of top talent with unique perspectives and client-servicing approach
Growth:
Creating demand in our market will inherently position XCo. to outpace the growth of competitors
Market Share:
Be #1 in market share through building long term relationships and creating new markets
Brand:
Build our brand regionally and and globally with potential clients and business partners
Organization:
Focus on efficiency and on effective collaboration
Operational Excellence:
Strive to be lean, flexible, technology enabled, with strong financial discipline

5. Our Vision & Mission Mission Statement, Identity & Activities
Our Mission: Create unrivaled solutions by performing efficient and reliable operations based on sound business ethics to successfully meet every challenge, driven by enthusiasm for continuous improvement in every process.
Who We Are (Identity):
What We Do (Activities):
A Regional Leader in undertaking complex and mission critical systems integration, general contracting and facility operation projects
Market Maker, Architect, Builder, Transformer of the systems integration marketplace, with a key role in developing and supporting an ecosystem of clients and product/service providers as XCo. business partners
Focused on creating long-term value for our clients
Entrepreneurs innovating the way we do business
Fostering leaders who create a Great Place to work
Inspiring trust through unyielding ethics and integrity
Broadcasting and Audio/Visual Systems Integration:
The market leader, able to handle the most complex projects and take them all the way from idea to facility design, construction, launch, and operation.
Wherever digital information is being acquired, produced, processed or transmitted, you will find us there, ready to help make it happen.
Construction:
Deliver high quality construction projects including advanced industrial facilities, housing, commercial offices, hotels and resorts, educational and government facilities. FCG will be the specialists to call in when building special purpose facilities integrating advanced technologies for the end-user, environmental control or infrastructure.
Medical Equipment Supply:
Supply hospitals, clinics and other healthcare providers with fixed and mobile medical equipment and supporting services.
Facilities Operation & Maintenance:
Staff, operate, maintain and secure facilities of various kinds.
Training:
Deliver training to employees and clients on installation, operation and maintenance of systems provided by XCo.

6. Our Strategy A Road to Success

7. Our Strategy Strategy Overview Focus around the Core
Our goal is to be the recognized regional systems integration market leader. Our strategy is intended to achieve this goal and will consist of 4 strategic imperatives and 4 strategic tracks. Each track can be subdivided into projects and organized into a roadmap of well coordinated and scheduled projects taking into account priority and resource requirements.
More sustainable client relationships
Bigger deals, bigger client relationships
Create/Dominate Markets
Global branding
Location relevant
Customer segmentation
Product Lines aligned
Relationships focused
Channels utilized
Alliances operationalized
Market making
Early entry and create barriers
Value based arrangements
Thought leadership
Coin concepts and own them
Ventures development
Acquisitions
Focus around the Core
Broadcasting and Audio/Visual Systems
Construction
Medical Equipment
Facilities Operations & Maintenance
Training
Create & Dominate Market Spaces
Focus around the Core
Generate Growth
{ Value led }
{ Asset powered }
Integration
Operational Effectiveness
Great Place to Work
Enable Growth
Great Place to Work
Attract and select the best
Subcontractors model
RTP (Reduced time to proficiency)
Culture and values
Career track
New roles –( e.g. market maker)
Performance management
Achieve predictability of results
Maximizing value
3)Operational Effectiveness
Organization Structure & Operating Model
knowledge assets travel fast
XCo. Methods
Delivery Kits
Shared services
Commercial management
Dashboards
Solution centers

8. Our Strategy Strategic Imperatives
We have defined the following activities which can maximize long-term value to XCo..
Maximize Value:
Maximizing value to the client has a number of meanings. It includes product reliability and competitive pricing. It includes the final product or service actually doing all that we promised the client. It can mean that the customer is not surprised by unexpected hidden costs sometime during the lifespan of the delivered product. It may even include making sure that the value to the customer will last as long as possible (protection against obsolescence). XCo. will be measured against some or all of these aspects at one time or another. XCo. intends to deliver on all aspects, thus further developing its reputation and distinguishing itself from the pack of competitors. Focus on client value in all situations and apply innovation to win more, win bigger, and win better and grow margins and revenues faster than the market .
Achieve Predictability of Results:
Adopt predictability of speed and end results to differentiate XCo. in the market. Performance monitoring and management will help XCo. continuously update its performance benchmarks and make better estimates, increasing the likelihood of the company meeting its delivery time and other performance commitments.
Bigger Deals and bigger Client Relationships:
Increase the average size of deals and client relationships by positioning ourselves as leading systems integrators who can construct large, complex facilities and deliver them in a turn-key ready state, even to the point of operating and maintaining those facilities.
More Sustainable Client Relationships:
We must have a ‘client relationship director’ for every client, who develops a client plan and who executes it in coordination with the divisions. Client planning and relationship management is key to becoming the ‘Partner of Choice’ for our clients.

9. Our Strategy Strategic Tracks 1. Create / Dominate market spaces
Growth Generator
XCo. will dominate the market spaces it already has a presence in, and create a market for it to dominate in areas where clients are not used to spending money on our products and services. We need to invest in locations where we believe there is significant potential for us by way of direct or indirect presence. We need to engage in a customer segmentation process to understand the value drivers and best approach for each customer segment. We must define projects to complete over the next few years.
1. Global branding:
Develop a global branding strategy to ensure XCo. is well known among buyers, influencers and gate keepers at potential clients and business partners. We must be very visible and measure our name recognition on a regular basis.
2. Location relevant:
Group countries into four clusters: 1.KSA 2.GCC 3. North Africa 4. Other and define a geographic entry strategy for each cluster and a phased entry approach for each country ensuring tailored products / services and growth approaches for high potential clusters.
3. Customer Segmentation:
Create customer segments to drive our market analysis and structure go-to-market strategies. Profile the customer and use a customer segmentation approach with emphasis on value to XCo..
4. Product Lines aligned:
Align product lines with locations and customer segments including pricing, value proposition, and marketing material. We must not be seen as too generic or too KSA oriented.
5. Relationship focused:
Develop a client development model that includes client planning, client expectations and satisfaction. Assign one single individual to develop the whole relationship with the client, bringing with him all XCo.’s expertise and services regardless .
6. Channels utilized:
Establish channel partners to accelerate speed to market.
7. Alliances operationalized:
Create and operationalize strategic alliances on delivery, location, sales and thought leaderships as well as ventures.

10. Our Strategy Strategic Tracks
1. Create / Dominate market spaces… continued
Growth Generator
8. Market making:
Create a new role at XCo. to focus on transformational deals, new products and offerings, and new alliances. The idea is to create new growth spaces for XCo. in a creative way and to build on XCo. internal as well as external synergies. This can involve new product lines as well as new services.
9. Early entry and create barriers:
Identify which areas we need to dominate and enter early through a very focused effort and create barriers for others to enter . (e.g. we are the TV studio startup experts, we do it from idea to implementation)
10. Value based arrangements:
Develop models, policies and procedures for establishing value based arrangements with our clients. A value based arrangement is an arrangement where XCo. shares risks and rewards with clients against agreed set goals to be achieved.
11. Thought leadership:
Invest in thought leadership and develop a process for proposal and approval of thought leadership areas.
12. Coin concepts and own them
Develop original XCo. concepts and incorporate in marketing strategy and collaterals (e.g. high performance studio, viewer experience, content management effectiveness model) .
13. Ventures development:
Develop new ventures (e.g. benchmarking, recruiting, strategic sourcing)
14. Acquisitions:
Use acquisition when justified to enter geographic markets, access a capability or an asset or pool of resources. (e.g. acquire a construction contractor experienced in building high quality housing)

11. Our Strategy Strategic Tracks 2. Focus on Value Creation
Growth Generator
Growth from the core business and adjacent business activities is perhaps the most effective direction for growth. XCo. currently has four business lines, all of which can create synergies with at least one other business line. XCo. began as a broadcast systems integrator and entered the construction business to build the facilities needed to house or carry those systems. XCo. also entered the medical equipment supply business as a means of better serving its top customer, the government (a different ministry, however). XCo. later entered the facilities operations & maintenance business, effectively becoming a Build-Operate-Transfer service provider and enabling XCo. to get larger and longer-term contracts. Where XCo. goes from here is only limited by how successfully it can market itself, and the resources needed to build up its capabilities to support the new operating model.
Broadcasting and Audio/Visual Systems Integration:
Geographic Focus: Saudi Arabia, the GCC and Libya.
Segment Focus: Broadcasting and Professional Audio/Visual, and XCo.’s relatively new Media Asset Management systems segment.
Required Investment: In particular for geographic expansion into the GCC and Libya, XCo. might seek to acquire integrators or general contractors and/or hire local business development experts. XCo. will need to reorganize and beef up its sales organization and develop an operating model that includes how to coordinate work with international teams.
Continue to strengthen the relationship with the MOCI. Regardless of privatization, the MOCI will continue to provide XCo. with direct business as well as business contacts to ease entry into business with the private broadcasters, recording studios and production companies.
Leverage relationships with XCo.’s business partners who already work with private sector broadcasters.
Leverage public sector contacts and reputation to explore potential projects with public and semi-public organizations that are not professionals in the broadcasting or audio/visual business. For example, law enforcement and the military (equipment for surveillance, communications etc.); Schools and universities (systems for classrooms, events, security, or even their own recording and broadcasting studios); regulators (systems for monitoring and information distribution); Oil & Gas (remote communications)
Monitor opportunities in the private sector (non-broadcasting), such as plans for hotels, events halls, malls cinemas etc.
Explore entering the broadband internet infrastructure market.
Media Asset Management (MAM) systems is a segment rich in opportunities. The privatization of the broadcasting and media industry should bring about an accompanying rise in the number of media content producers and suppliers.

12. Our Strategy Strategic Tracks 2. Focus on Value Creation … continued
Growth Generator
Broadcasting and Audio/Visual Systems Integration:
(continued)
Media Asset Management (continued): Furthermore, the rise of broadband internet and mobile devices suggests that demand for media content will continue to rise dramatically, as will the need to satisfy that demand across multiple platforms / devices. With such a wealth of media content, clients working in this field will need both systems and software to capture, manage, store, preserve and deliver media, both inside their organizations as well as with their business partners and clients. In addition to clients directly involved in producing and delivering media, another potential client segment includes those companies that will provide access to MAM applications and infrastructure as a service through the internet (Hosting). Due to the demand to share, deliver and monetize content across different platforms, devices and users, XCo. will need to provide and integrate a wider variety of system components and software, including indexing, searching, networking, streaming, payment, security, reporting and backup. Security in such a context includes security of the network and communications, user identification and control over type access, fraud prevention, disaster recovery, authentication of the content’s source as well as Digital Rights Management(DRM) to prevent piracy or inappropriate use of content. DRM is usually provided by specialized companies that coordinate authentication of users (content buyers), hosting of client content and encryption / tagging of content. DRM providers would thus be potential clients or business partners for XCo..
Enterprise Content Management (ECM) is similar to MAM, but applies to a much larger range of applications and industries, including healthcare (patient records), legal services (court records, legal documents), education (publications, theses, student records), procurement (bidding documents / proposals), etc., particularly ‘knowledge based’ industries like consulting. ECM includes systems for capturing, managing, storing, preserving, and delivering content and documents produced by an organization.

13. Our Strategy Strategic Tracks 2. Focus on Value Creation … continued
Growth Generator
Broadcasting and Audio/Visual Systems Integration:
(continued)
Enterprise Content Management (ECM) continued: ECM also includes systems that assist team members in coordinating / collaborating in the development of documents and projects. ECM systems can link users and content in multiple locations and through multiple device types. Given the huge amount of content generated by a company in a typical year, including paper documents, electronic files, database print streams (reports), or , ECM is a massive task. Designing and implementing an effective ECM system requires that XCo. thoroughly analyze the client organization and understand how to help the client boost efficiency. XCo. can leverage its relationship with the public sector to seek opportunities with universities and the MOH. XCo. could perhaps partner with a consulting firm to deliver ECM solutions, as this would be one way to increase XCo.’s access to the private sector as well as get experience in assessing clients’ ECM needs.
2. Construction:
Geographic Focus: Saudi Arabia
Segment Focus: Buildings of all types, electromechanical facilities, consulting services, and accessibility related construction.
Required Investment: XCo. will need to build up its sales as well as its construction functions to handle a wider range of project types. XCo. could acquire or make a joint venture with a construction contractor with deep experience in housing and other real estate projects. XCo. will look to sell bigger projects as a means of earning a 3rd or 2nd level contractor classification. Again, this might mean teaming up with another construction or real estate development firm.
To distinguish itself from the large number of construction contractors, XCo. could position itself as a construction contracting and consulting company specialized in high-tech-ready housing, offices, hospitals, educational and other facilities (i.e. already equipped with advanced interfaces and systems, such as for entertainment, information access, environmental and security control).

14. Our Strategy Strategic Tracks 2. Focus on Value Creation… continued
Growth Generator
3. Medical Equipment Supply
Proposed Strategic Transaction: Spin off the Medical Equipment division in 1-2 years.
Alternative Strategic Direction: Could XCo. become a medical systems integrator? While some of its broadcasting integration skills would be transferrable, XCo. would have to hire new experts as well as meet all MOH and other regulatory requirements. If XCo. enters this field, then it would be able to build complete hospital projects.
Geographic Focus: Saudi Arabia, the GCC and Libya.
Segment Focus: Equipment for Ophthalmology, Dermatology and General Medicine.
Required Investment: Given the high competition in this field as well as the strategic decision to enter the GCC and Libyan markets, XCo. may seek to acquire existing suppliers to become a bigger player in the market.
Explore medical equipment sales to both MOH and private sector health providers, keeping in mind the large number of smaller facilities planned by the MOH.
Explore opportunities for providing fully equipped ambulances.

15. Our Strategy Strategic Tracks 2. Focus on Value Creation… continued
Growth Generator
4.Facilities Operation & Maintenance:
Geographic Focus: Saudi Arabia.
Segment Focus: Electronics and facilities.
Required Investment: Ongoing and new service contracts require XCo. to find the right mix of staff and management to operate client facilities, and the wider the range of facility types served, XCo. will also need people specialized in new areas. XCo. can hire full-time staff with the understanding that they will be transferred to the client at the end of the contract, or they can be hired on a temporary basis. If there are concerns about future availability of some specialists, XCo.’s can pay them a ‘retainer fee’.
Offer specific operations services either singly or as a package (e.g. maintenance only, or include security).
Explore entering the facilities staffing business, offering to help customers find the right staff . In that case, XCo. could help ensure that client facilities are fully staffed even if the XCo. will no longer be operating the facility
5. Training
XCo. could set up a training division to arrange and deliver:
Training for XCo. employees in integrating various new products, and for maximizing integration efficiency and related skills.
Training and/or manuals for client personnel on equipment as installed. One of the key weaknesses of product manuals as provided (or in some cases, not even provided) by original vendors is that they don’t take into consideration the customizations or specific settings for that client.
Training for others. XCo. could invite select audience to join training classes to better appreciate what systems integration involves, and to help develop XCo.’s reputation as experts.

16. Our Strategy Strategic Tracks 3. Operational Effectiveness
Growth Enabler
Externally, we seek to be acknowledged as experts in project management and operational effectiveness. Our goal is for XCo. itself to be a role model as a cost-effective, technology-enabled company with strong financial discipline. This includes continuous improvement in our client delivery capabilities and cost structure. We intend to continue to enable our own business processes in areas such as human resources, training, recruiting, performance management, information technology, finance and operations management. Our continued focus on efficiency is intended to optimize the performance of our organization as we increase our scale and scope.
1. Organization Structure & Operating Model
Define and deploy a clear organization structure and operating model that set out how everyone works together, thus putting in place the essential foundations for cranking up XCo. operations excellence.
2. Knowledge assets travel fast:
Design, build and operate a model that ensures effective and speedy sharing of knowledge between team members.
3. XCo. methods:
Develop robust methodologies, approaches and tools for core service areas that can be leveraged across projects.
4. Delivery kits:
Develop delivery kits to reduce time to proficiency for team members and ensure standard quality for clients.
5.Shared services:
Share operational support services across international locations.
6. Commercial management:
Develop policies and procedures and training material on value based arrangements, pricing of fixed price contracts, collections.
7. Dashboards:
Develop clear reporting tools to measure all aspects of our business in a simple way and is linked with project dashboard.
8. Solution centers:
Utilize back-office personnel to reduce project costs and increase margins.

17. Our Strategy Strategic Tracks 4. Great Place to Work Growth Enabler
We derive our success from our people’s ability to identify and deliver the best systems to help clients succeed in today’s complex business environment. Our ability to hire, train, develop and retain our people is critical to our enterprise. To attract and retain these people, we have a ‘‘great place to work’’ program, which includes performance metrics to hold our leadership accountable for employee satisfaction and retention. Our goal is to create an environment in which we can:
1. Attract and select the best:
Invest in recruitment processes and define processes that align with local employment conditions and standards.
2. Subcontractors model:
Utilize subcontractors when needed but ensure we have a capability to quickly identify, select, engage and evaluate them, perhaps from a ready roster of pre-approved subcontractors.
3. Reduced time to proficiency:
Deploy training and packaged knowledge and tools to improve proficiency of people to achieve accelerated learning and also couple this with employee portals to further enhance performance . On demand learning should be key in our model and runs in parallel to career learning.
4. Culture and values:
Create and invest in the development of culture and ensure adherence to values.
5. Career track:
Develop and communicate career pathways for employees at all levels.
7. New roles: (e.g. market maker)
Introduce new market-facing roles to enhance business development, service offering development, and agility of the firm to respond to market needs. The business development team would play two roles, 1. Branding and 2. thought leadership.
8. Performance management
Utilize performance management system and processes to empower and evaluate talent.

18. Our Strategy Pre-requisites for Success Pre-requisites For Success
We have defined the following pre-requisites without which our strategy can not be successful executed.
Key Success Factors
Execute a clear Organization Structure and Operating Model:
XCo. has strong potential for synergies between its different teams and functions, but much of this potential lies unexplored and untapped due to a lack of a clear approach to collaboration in planning, business development, sales and delivery. An Organization Structure and Operating Model will go a long way towards formalizing and enhancing the efficiency of the relationship between different teams and functions and identifying ways to tap into XCo.’s hidden synergies.
Developing a strong Sales Organization:
Reorganize, enlarge and enhance the XCo. sales force, enabling the company to support sales growth in its current customer segments and positioning the company to enter into new customer and product segments. The new sales organization should be able to sell to both the private and public sectors, as well as create cross- selling opportunities and develop a wider network of business contacts. The sales and marketing plans should be coordinated to achieve strategic growth objectives in all segments but allow room for opportunistic sales.
Organize Human Resources Management:
XCo. responsiveness and ability to capitalize on opportunities in the market will in part depend on its ability to recognize HR needs for current and future projects and expansion plans, and to meet those needs through recruitment, development and deployment. In order to accomplish this goal, the HR function must have a framework of job descriptions, roles and responsibilities for all jobs in XCo.. This task will also have implications for XCo.’s performance measurement and performance management systems.
Acquire New Customers:
A break-out growth strategy depends on XCo. acquiring new customers. Developing a strong Sales Organization will be a critical first step towards accomplishing this (see point 2). Potential new customers can be acquired through business development, sales and marketing to market segments previously underserved. These can include non-MOCI public sector customers, business and organizations not in the professional broadcasting or audio/visual industries, Public and Private sectors in other countries, and customers wanting new XCo. products or services. (More details are discussed in other parts of this strategy)

19. Our Strategy Pre-requisites for Success Threats & Mitigation
We have identified the following threats in the industry and defined a number of threat mitigation tactics.
Threat Description
Mitigation Tactics
Dependence on the Electronics division:
86% of XCo. income comes from this division, and 90% of contracts are with the MOCI.
Competition in the medical, construction and maintenance fields:
Competition in these sectors is higher than that currently faced in the broadcasting sector, and some major industry players currently exist, especially in the construction and maintenance fields.
Customer accessibility to suppliers:
XCo. is not a sole distributor / dealer for any of its suppliers. Nothing prevents either potential clients or suppliers from initiating communications with each other and bypassing XCo..
Broadcast sector privatization:
Privatization will reduce the importance of XCo.’s long relationship with the MOCI and will change the way XCo. will have to go about business development and sales.
Acquire other customers for the Electronics division, including public sector and private sector customers who are not in the professional broadcasting and / or audio/visual industries.
Grow business in XCo.’s other divisions. XCo. will enhance its ability to succeed in this task by first reorganizing and developing its Sales Organization as well as defining its Operating Model.
Differentiate XCo. from the bulk of competitors by focusing on some types of projects. Examples including focus on complex and mission critical projects requiring integration of both specialist construction and systems integration (e.g. hospital construction, including integrated hospital monitoring, environmental controls, IT, power supply and security).
Leverage Electronics and Public Sector reputation. In the future, XCo. will have to translate broadcast and audio/visual systems integration experience into integrating other types of electronic systems and the construction needed to set-them up. XCo. might also leverage its business contacts of its Electronics division related business to get access to potential clients in both the public and private sectors.
Position XCo. as an architect and builder of complete, working, systems / facilities.
Establish the benefits of an independent integrator. XCo. has extensive experience in how to integrate equipment from different manufacturers, and can offer an independent, and presumably, more objective assessment of what equipment is better suited to a particular use and the client’s current and potential future needs.
Establish the benefits of a permanent local presence. XCo. can help both clients and suppliers reduce costs on such tasks as needs assessment and routine maintenance.
Sales Organization. Reorganize and build up the XCo. sales team to empower it to succeed under the new circumstances (details discussed elsewhere).
Leverage relationships with vendors already dealing with private sector broadcasters. XCo. already works with suppliers and service providers working with private sector broadcasters.