A company operating in the office furniture segment in India and the UAE was generating strong turnover, but profits were shrinking. Competition was intense and both trade and non-trade expenses were increasing. The business had evolved from the owners’ traditional…

A small retail chain specialising in dry fruits, chocolates, and premium foods approached ATBC when it operated around ten stores in India. The founders were ambitious and wanted to expand into GCC markets, but lacked a holistic strategic and philosophical…

A small but ambitious consumer durables retailer in India operated five outlets in a single city, selling mobile phones, smart electronics, and accessories. Like most retailers in the category, it functioned as a typical buy–sell operation: negotiate with manufacturers and…

A UAE-based food company in bakery and ready-to-eat products had already travelled a difficult road. Once a sick unit, it had been turned around into a performing business under new ownership. With around 750 employees across production, distribution, sales, and…

A forty-year-old, well-known food brand in the MENA and CIS markets had grown, but not in proportion to the market around it. Employing around 1,600 people across production and trading entities in the UAE and India, the company still found…