Business Consultancy

Company Formation

1. Do You Need to Setup a BVI Holding Company? - Many company founders elect to establish an offshore holding company in common law jurisdictions such as the British Virgin Islands (BVI). There are several possible reasons for this, including a quicker (and less expensive) share transfer process, asset security, and a more reliable system for the operation of employee share options. Many institutional venture capital investors will require certain legal protections, available under BVI law but not commonly available in the UAE. Such as the allocation of preference shares and a viable insolvency process.

2. Is a Shareholder or Founders Agreement Necessary? - It is always advisable to have the rights and obligations of founders set out clearly in a simple, legally binding document, to avoid uncertainty and potential disagreement. This document will address a number of key issues, such as share vesting periods, good leaver/bad leaver termination events, and a basic decision-making process. When investment funding rounds occur, a longer-form shareholders agreement will be typically required, addressing board composition, decisions reserved for investor consent (‘reserved matters’), and rights of first refusal on share transfer or issue of new shares.

3. Should the UAE Company be Based Onshore or Offshore? - Whether a business is more appropriately established in one the many free zones in the UAE, or as an ‘onshore’ LLC will to a large extent depend on the operational needs of the business. Usually, companies intending to operate throughout the applicable Emirate will need to form an LLC with a local partner. Companies that are chiefly operating online or dealing in intangible assets such as intellectual property are able to consider a free zone-only structure. Advice should be sought at the outset of the UAE company formation process to avoid unnecessary costs and delays.

4. Should I Hire Employees or Freelancers? - The needs of a business will determine whether a short-term engagement with a freelancer or the continuity of a permanent staff is more appropriate. These two distinct methods of hiring individuals are addressed very differently under UAE law, and legal advice should be sought in particular with regard to an employer’s statutory liabilities. In both cases, management will need to ensure that the individuals making a contribution will be bound by terms that protect long-term business interests, such as formally assigning all intellectual property, keeping sensitive matters confidential, and undertaking not to benefit direct business competitors.

5. What Other Legal Support is Required? - The needs of each business will vary. Some may need to

register patents or trademarks to ensure that no competitors can legitimately use proprietary intellectual property, creative ideas or branding. Non-disclosure agreements, investment term sheets and website terms and conditions (together with a privacy policy) may be essential to risk management for the business in its early stages.


Legal Compliance

For all aspect of Legal compliance, we would recommend contacting Cameron Crawford from Indigo Lawyers he is an expert in creating the right legal structure for your company.


Feasibility Studies

Before writing a business plan, we need to identify how, where, and to whom you intend to sell a service or product. We also need to assess your competition and figure out how much money you need to start your business and keep it running until it is established.

Business Plans

We pride ourselves with developing clients initial business ideas well before a business takes shape. We begin with the business idea, study of the idea and prepare a fully costed project report that helps in determining the operational feasibility of the business idea.

Sales and Marketing Strategy

Align your sales and marketing

Are your sales team complaining about low-quality leads, and the marketing team unhappy about the lack of sales follow up? This is a familiar situation in many businesses.

To drive significant results from your marketing, it's time to close the gap between your sales and marketing objectives, and centralise their plans. Our approach is to build an integrated strategy reflecting the stages of the customer's buying journey through the sales pipeline, taking into account the rates of conversion and time lag in decision making, and reflecting the contributions of both sales and marketing to generating revenues and gaining new customers.

Steps to building a sales and marketing strategy

UAE Business Solutions will create a cohesive sales and marketing plan using the following approach.

Step 1: Business Objectives
Define the business objectives and direction which the sales and marketing strategies are supporting. Ensure clarity and understanding.

Step 2: Target Market
Broad customer segmentation completed, including demographic profiles, purchasing behaviour, needs and value.

Step 3: Definition of Solution
Define the solution offered to and desired by customer segments, and range of services that should be offered.

Step 4: Strategic Position
Against the key brand values and desired outcomes by customers (for example; price, speedy turnaround, high quality), define the position that the company should occupy within the marketplace. Perform a Competitor Overview, comparing relative key strengths and weaknesses to identify opportunities. This review will lead to the definition of a Unique Selling Proposition (USP) relative to other companies, which can be emphasised in marketing and sales activity.

Step 5: Identify Marketing Objectives and Alignment with Sales Objectives
Based on the business objectives, customer segmentation/value and percentage of repeat business, we will model the number of new clients and customer retention rate required to achieve the revenue objectives.

Step 6: Marketing Strategy
Broad strategic framework will be outlined, including identification of key marketing channels, the objective behind their use, and integration between channels.

Channels will include:

  • online
  • email
  • direct mail
  • events
  • social media
  • SEO
  • advertising
  • sponsorship
  • surveys

Step 7: Marketing Plan and Campaign Development

A marketing plan will be developed to align with sales activities and overall business objectives. A pipeline model will be used to determine the objectives for each step of the individual campaigns, with specific goals for both sales and marketing.

The individual campaigns will be integrated into a twelve-month marketing plan, including suggested timeframes and the responsibilities of marketing and sales teams.

Business Strategy

We collaborate with our clients to support the critical initiatives that will drive superior performance. We use rigorous fact-based analyses and pride ourselves on helping clients create pragmatic and actionable strategic plans that are focused on bottom-line results.

We believe that a great corporate strategy should be valuable, enduring, forward-looking and actionable:

  • Valuable:Corporate strategy needs to effectively allocate resources to the best investment opportunities, drive performance and raise expectations internally and externally, improve a company’s competitive position and add value beyond the sum of its parts.
  • Enduring:In developing a corporate strategy, companies should consider long cycles and macro-trends while ensuring their plan is resilient and adaptive in times of turbulence.
  • Forward-looking:A solid corporate strategy appropriately anticipates risk, uncertainty and optionality.
  • Actionable:Top-performing companies ensure their corporate strategy is both intuitive and realistic. It should be easy to communicate internally and externally and also provide for an approach that can be acted on by all business units at all levels

Organisational Change Management

Here are some rules for effective management of change. Managing organisational change will be more successful if you apply these simple principles.

Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organisational change, ask yourself:

  • What do we want to achieve with this change, why, and how will we know that the change has been achieved?
  • Who is affected by this change, and how will they react to it?
  • How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change.

If you think that you need to make a change quickly, probe the reasons - is the urgency real? Will the effects of agreeing a more sensible time-frame really be more disastrous than presiding over a disastrous change? Quick change prevents proper consultation and involvement, which leads to difficulties that take time to resolve.

You should even apply these principles to very tough change like making people redundant, closures and integrating merged or acquired organizations. Bad news needs even more careful management than routine change. Hiding behind memos and middle managers will make matters worse. Consulting with people, and helping them to understand does not weaken your position - it strengthens it. Leaders who fail to consult and involve their people in managing bad news are perceived as weak and lacking in integrity. Treat people with humanity and respect and they will reciprocate.

Responsibility for managing change

The employee does not have a responsibility to manage change - the employee's responsibility is no other than to do their best, which is different for every person and depends on a wide variety of factors (health, maturity, stability, experience, personality, motivation, etc). Responsibility for managing change is with management and executives of the organisation - they must manage the change in a way that employees can cope with it. The manager has a responsibility to facilitate and enable change, and all that is implied within that statement, especially to understand the situation from an objective standpoint (to 'step back', and be non-judgemental), and then to help people understand reasons, aims, and ways of responding positively according to employees' own situations and capabilities. Increasingly the manager's role is to interpret, communicate and enable - not to instruct and impose, which nobody really responds to well.

Change must involve the people - Change must not be imposed upon the people
Be wary of expressions like 'mindset change', and 'changing people's mindsets' or 'changing attitudes', because this language often indicates a tendency towards imposed or enforced change and it implies strongly that the organization believes that its people currently have the 'wrong' mindset, which is never, ever, the case. If people are not approaching their tasks or the organisation effectively, then the organisation has the wrong mindset, not the people. Change such as new structures, policies, targets, acquisitions, disposals, re-locations, etc., all create new systems and environments, which need to be explained to people as early as possible, so that people's involvement in validating and refining the changes themselves can be obtained.

Whenever an organization imposes new things on people there will be difficulties. Participation, involvement and open, early, full communication are the important factors.

Workshops are very useful processes to develop collective understanding, approaches, policies, methods, systems, ideas, etc.

Staff surveys are a helpful way to repair damage and mistrust among staff - provided you allow people to complete them anonymously, and provided you publish and act on the findings.

Management training, empathy and facilitative capability are priority areas - managers are crucial to the change process - they must enable and facilitate, not merely convey and implement policy from above, which does not work.

You cannot impose change - people and teams need to be empowered to find their own solutions and responses, with facilitation and support from managers, and tolerance and compassion from the leaders and executives. Management and leadership style and behaviour are more important than clever process and policy. Employees need to be able to trust the organisation.

The leader must agree and work with these ideas, or change is likely to be very painful, and the best people will be lost in the process.

Change management principles

  1. At all times involve and agree support from people within system (system = environment, processes, culture, relationships, behaviours, etc., whether personal or organisational).
  2. Understand where you/the organisation is at the moment.
  3. Understand where you want to be, when, why, and what the measures will be for having got there.
  4. Plan development towards above No.3 in appropriate achievable measurable stages.
  5. Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible

Training and Mentoring

Profit is an outcome of managing and developing people well. People and their development enable profit. Enable people and you enable profit.

Organisations which approach training and development from this standpoint inevitably foster people who perform well and progress, and, importantly, stay around for long enough to become great at what they do, and to help others become so.

Training is a very commonly used word, but learning is in many ways a better way to think of the subject, because learning 'belongs' to the learner, whereas training traditionally 'belongs' to the trainer or the organisation.

Training should be about whole person development - not just transferring skills, the traditional interpretation of training at work.

Whatever your role and responsibility, you might not immediately be able to put great new emphasis on 'whole person development'.

Being realistic, corporate attitudes and expectations about what 'training' is and does cannot be changed overnight, and most organisations still see 'training' as being limited to work skills, classrooms and powerpoint presentations. However, when you start to imagine and think and talk about progressive attitudes to developing people - beyond traditional skills training - for example:

  • Enabling learning
  • Facilitating meaningful personal development
  • Helping people to identify and achieve their own personal potential

then you will surely begin to help the organisation to see and accept these newer ideas about what types of 'learning and development' really work best and produces best in class organisations.

Business Restructuring

We are experts at helping you quickly change processes in your company to increase profits, decrease costs and improve cash flow. Businesses typically use our services when something in their business is significantly out of balance. Many business owners who hire us do not even know what part of their business needs help. We prioritise what needs to be done first to provide a positive difference to the company.

ISO Standards

We are experts at helping you quickly change processes in your company to increase profits, decrease costs and improve cash flow. Businesses typically use our services when something in their business is significantly out of balance. Many business owners who hire us do not even know what part of their business needs help. We prioritise what needs to be done first to provide a positive difference to the company.


What is a standard?

A standard is a document that provides requirements, specifications, guidelines or characteristics that can be used consistently to ensure that materials, products, processes and services are fit for their purpose. We published over 19000 International Standards that can be purchased from the ISO store or from our members.


What are the benefits of ISO International Standards?

ISO International Standards ensure that products and services are safe, reliable and of good quality. For business, they are strategic tools that reduce costs by minimizing waste and errors, and increasing productivity. They help companies to access new markets, level the playing field for developing countries and facilitate free and fair global trade.

Learn more about the benefits of ISO standards


ISO standards in action

We also have information about how ISO standards work in the real world. For example, ISO Standards in action: Water explains how ISO standards help solve the global water challenge.

Learn more about ISO standards in action