Key Stats
50%
Increase in Top Line
3%
Upsurge in Bottomline
3
Merger of Subsidiaries
7%
Reduction in COGS
Transforming a Regional Food & Beverage Trader
Yemen
Context
A family-owned food and beverage trading company operating in Yemen, with 9 subsidiaries and presence across KSA, Turkey, India, and Pakistan, was facing weak governance, limited strategic direction, and poor institutionalization. The company aimed to quadruple revenues and become a regional powerhouse by 2023, requiring a structured transformation with a pre-set strategic direction along with executing initiatives, including establishing a new HQ.
How LOGIC Supported
LOGIC delivered an integrated transformation program combining strategy formulation, execution governance, operating model design, and commercial enablement:
1. Strategic Direction & Departmental Cascading
We developed the Group’s strategic direction and cascaded it down to the departmental level to translate ambition into executable priorities.
2. SMO Establishment & Strategy Execution Supervision
We established a Strategy Management Office (SMO) and supervised the implementation of strategic initiatives to ensure execution discipline and tracking.
3. HQ Establishment & Governance Institutionalization
We supported establishing a new HQ with centralized functions and delivered an operational manual including an organization structure, governance code, and processes and authority matrix.
4. Go-to-market Strategy Design
We designed go-to-market strategies for seven product categories across three markets to strengthen commercialization and accelerate growth.
5. Tax Restructuring Support
We managed a tax restructuring exercise for the group and subsidiaries in coordination with one of the Big Four consultancies.
The Impact
LOGIC’s intervention delivered measurable growth and operational improvement through:
● Achieving a 50% increase in top line and a 3% upsurge in bottom line within the first year through execution of strategic direction and governance systems
● Executing the merger of three subsidiaries, including a complete overhaul of HR and marketing functions
● Achieving a 7% reduction in cost of goods sold COGS through integration and operational efficiency improvements
Key Takeaway
Scale Requires Institutional Backbone; More Than Entrepreneurial Effort
In multi-entity groups, growth stalls when governance, accountability, and execution systems don’t scale with ambition. By institutionalizing strategy execution, centralized governance, and disciplined operating rhythm, organizations unlock repeatable performance across subsidiaries, turning expansion into sustainable regional competitiveness.
