Nada Alhenbarji
All work
Strategy proposalCompleted2026

Beymen: Proposed Saudi Market Entry

A group strategy proposal for Beymen's entry into Saudi Arabia as a premium, experience-led luxury retailer.

Proposed three-year roadmap

Proposal · not implemented

Select a year to highlight its actions. All three years stay visible.

  1. Risk reduction, brand introduction, market testing

    • Finalise the proposed joint-venture and franchising arrangements
    • Select the product assortment using the group's trade analysis
    • Launch a Saudi-specific e-commerce platform
    • Open a first flagship store in Riyadh

  2. Localisation, penetration, customer loyalty

    • Open a second flagship store in Jeddah
    • Introduce Saudi-exclusive capsule collections
    • Add VIP loyalty and personal-shopping services
    • Develop partnerships with luxury malls and influencers

  3. Profitability, sustainability, regional readiness

    • Improve omnichannel operations and supply-chain efficiency
    • Strengthen sustainability and localisation initiatives
    • Assess possible expansion into other GCC markets

Execution depends on coordination between the local partner, the digital platform and physical retail.

Context

Global Business Strategy, Fall 2025–2026 · Group assignment

An academic proposal. Beymen did not take part in it, commission it or endorse it, and it does not describe the company's plans or results.

My contribution

Contributed to the strategy and implementation-planning work.

Recommendation

Proposed hybrid entry model

  • Joint venture with a Saudi retail partner
  • Selective franchising
  • Flagship stores
  • E-commerce
  • Strategic alliances

How these elements would relate, including ownership, would need further evaluation.

Supporting initiativesSaudi sales-associate training · VIP services · Locally relevant campaigns · Influencer partnerships · Omnichannel operations

Reasoning

Proposed strategy

Differentiation
Target high-income luxury consumers rather than competing on price.
Related expansion
Build on Beymen's existing luxury retail capabilities.
Premium, curated, experiential
Position the brand around curated products and in-store experience.
Local partnerships
Use a Saudi partner to support entry and adaptation.
Local adaptation
Adapt to Saudi customers while preserving the brand's identity.

Indicators

Suggested measures

Proposed indicators; no performance results are presented.

Market and financial

  • Market share
  • Revenue from the new market
  • Return on investment

Brand and customer

  • Brand awareness among high-income consumers
  • Average transaction value
  • Repeat purchases and VIP retention

Digital and operational

  • E-commerce conversion
  • Omnichannel usage
  • Inventory turnover

Trade-offs

Trade-offs the group weighed

  • Faster expansionProtecting luxury positioning
  • Local adaptationMaintaining brand identity

Group takeaway: A strategic idea has to be turned into practical choices on timing, partnerships and execution.

Methods

STEEP · Porter's Five Forces · Value chain · VRIO · Cultural and organisational fit

Sources include Beymen Group's website and ITC Trade Map. Trade and company figures from the report are not reproduced here.