Some people in-charge think that as long as they are paying the bills , everything is rosy . Ambitions are modest T

2. Some people in-charge think that as long as they • arepaying the bills , everything is rosy . • Ambitions are modest • They like the idea of staying small • Not making too much noise • Not tempting the markets • You may be doing alright now because you know the business inside out , butwhat happens if …

3. Growth is not only a desire , but a necessity. • To last you have to grow…if you don`t grow , then it`s • probably a matter of time until your business bites the dust.

4. In Business, there is No Standing Still • Standing Still is : Refusing to Consider Growing • “ Be Not Afraid Of Growing Slowly , Be Afraid Of Standing Still” • The Trick is : • To become big enough to make a real difference • Healthy enough to withstand financial turbulences • Strong enough to influence the markets and • Smart enough to avoid pitfalls of growth

5. Growth Trick # 1 To Become Big Enough To Make a Real Difference

7. Unitech Outlets 2012

8. Yearly Progress – Number of Containers / CPU & TOSL

9. Yearly Sales Progress – Total Factories / USD Millions

12. Growth Trick # 2 Healthy Enough to Withstand Financial Turbulences

13. Growth Trick # 3 Strong Enough to Influence the Markets you are in

14. Number of Clients Per Area for 2012 Area Area Clients # Clients. Jeddah Dubai 613 559 Mekkah AUH 133 479 Total - UAE 1,038 Northern 343 Gizan Qatar 117 407 Khamis Oman 367 206 Central NR. 314 Lebanon 218 Central 1,116 Egypt + Sud. 148 Dammam Libya 981 140 Hofuf 397 126 Jordan Jubail 170 75 Kuwait Total - KSA 4,551 6,967 G. Total Bahrain 58

15. Yearly Employees Progress / Unitech All 1506

16. Growth Trick # 4 Smart Enough to Avoid Pitfalls of Growth

17. We shall know how to avoid dilemmas inherent in growth which means among others: • Growing too fast and lose control

18. Yearly Sales Progress for a fast growing branch

19. Factors for Sustainable Growth

20. There are 3 essential factors for sustainable growth : • Revenues • Once they have covered expenses, they start to yield profits that can be used to compensate stakeholders, and to reinvest in the business.

21. Per Capita Figures Per Area – 2012 / USD

22. Per Capita Figures Per Area – 2012 / USD

23. Infrastructure: • Without a solid organizational infrastructure , your business will quickly hit limits on customer service and production, miss growth opportunities , swallow up your professional and personal life.

24. Establish Unitech Academy (UAC): Training Sessions • Establish Unitech R&D Department (URD) • Improve Unitech Engineering and Specifications Departments (UES) • Get the HR Department in place • Establish Warehouse & Inventory Management Dept. • Find ways of Synergies and Improvements – SFSPs • Establish a Credit & Collection Department • Bisect CPU?? Actions

25. Knowledge: • Learn what is important and what is not, what to do and what to expect in return

26. Growth Mind-Set

27. Here are the six keys to a growth mind-set • Acknowledge the downside • Consult with others .. Teamwork • Think numbers .. Prove your figures • Invite criticism .. they say business analysis needs a “devil`s advocate” – someone who doubts everything, pokes holes everywhere and comes up with pitfalls . • Surround yourself with people who will tell you what they think, not just what they think you want to hear. • Temper your enthusiasm with reason .. Strive to be pragmatic

28. A Small Entertainment

29. 1. How did you become a sales in-charge ? 2. Tell us about your growth strategy 3. Tell us about steps in the selling process that your company follows in big orders. Small orders 4. What is the difference between your role as a sales in-charge and your role as a sales executive? 5. Tell us about types of your company’s employed sales people. 6. How do you describe the alignment between the departments that you work with or manage? 7. Do you have job descriptions for each type of sales person?

30. 8. Tell us about some ethical issues that your sales people face while dealing with customers. How do you guide/lead your sales team to solve them? 9. What steps do you take as a sales in-charge  to maintain an ethical sales climate within your team? 10. Do you rely on reward and punishment? Elaborate please on that. 11. Does your company’s selling strategy include team selling and multi-level selling? How and why?

31. 12. What behaviors do you, as a sales in-charge, encourage your subordinates to adopt in order to initiate and maintain long-term relationships with their customers? Where does technology stand in Unitech in this domain? 13. How do you maximize a buyer’s volume? 14. Tell us about a business relationship that ended. What can you do to prevent such matters in the future? 15. How do firm’s goals affect the design of its sales force? 16. Do you think about restructuring your sales force to obtain better results? How?

32. 17. What method do you use to determine the size of the sales force required? 18. What process do you follow to hire sales personnel? 19. Did you ever raid any of your competitors’ sales force? 20. Describe the training cycle that your sales team is engaged in? 21. Upon which criteria do you evaluate your sales personnel? How do you reward them? 22. How do you set your sales quota? 23. Describe a situation where you had a hard-headed but productive sales man/woman. How did you handle him/her?

33. What would you do if you were in my shoes?

34. Announcements / Voting

35. Unitech Ages Chart – 2 Segments

36. Unitech Ages Chart – 5 Segments

38. Growth Strategies

39. We have two directions: • Horizontal and Vertical Growth

40. Vertical Growth • Vertical Growth entails focusing on your current customers and • getting them to buy new products. • With a vertical growth strategy , you find new products • that appeal to the customers you already have . • Horizontal Growth • Horizontal growth involves finding new customers • to buy existing products .

41. Number of Clients Per Area for 2012 & 80:20 Sales 80:20 80:20 Sales % Sales % Area Area Clients # Clients. Jeddah Dubai 613 559 16 97 74 13 AUH Mekkah 133 479 9 7 56 12 Total - UAE 1,038 Northern 343 25 88 130 13 Gizan Qatar 117 407 22 19 115 28 Khamis Oman 367 206 13 24 26 90 Central NR. 314 Lebanon 218 28 60 28 89 Central 1,116 Egypt + Sud. 148 39 127 11 26 Dammam Libya 981 140 17 12 12 118 Hofuf 397 21 60 15 16 126 Jordan 19 21 Jubail 170 20 34 75 Kuwait Total - KSA 4,551 1,170 17 6,967 734 16 G. Total Bahrain 58 15 9

42. Active vs. In-active Clients – DXB & Qatar 1,782 1,727 1,697 1,773 1,540 Total 2008 2009 2011 2012 2010 Qatar Dubai 270 247 195 263 316 472 282 Active 653 814 542 Active 2008 2009 2011 2012 2010 581 400 419 504 609 1,504 1,074 In Active 883 1,301 998 In Active 851 674 614 767 925 Total

43. Active vs. In-active Clients – Northern & Central Central Northern 111 616 92 512 98 515 82 693 276 734 Active Active 2008 2008 2009 2009 2011 2011 2012 2012 2010 2010 98 191 69 67 156 271 32 110 105 475 In Active In Active 209 807 159 581 671 369 803 114 1,209 381 Total Total

44. Active vs. In-active Clients – Lebanon Lebanon 242 130 136 109 239 Active 2008 2009 2011 2012 2010 292 276 246 317 361 In Active 534 406 382 426 600 Total

45. Steel and Non Steel Revenues per year – Branch 1 & 6

46. Steel and Non Steel Revenues per year – Branch 2 & 5

47. Steel and Non Steel Revenues per year – Branch 3 & 4

48. Billion USD Projects under construction & Planning