What size companies do you work with?

We work primarily with SMEs and mid-market organisations across the Middle East — companies that have product-market fit and are ready to grow deliberately, but need senior strategic support without the overhead of a tier-one consultancy.

How do you structure engagements?

Most engagements begin with a fixed-scope diagnostic (2–4 weeks) that produces a strategic brief. From there, we agree on either a project-based implementation, a monthly retainer for marketing department outsourcing, or a hybrid. You always know what you are paying for before you commit.

Do you work remotely or on-site?

Both. We are based in Egypt and serve clients across the Middle East. For diagnostics and key workshops we typically come on-site; for ongoing execution we work remotely with a clear governance cadence.

How long is a typical engagement?

Diagnostics run 2–4 weeks. Implementation projects run 8–16 weeks. Marketing department outsourcing is a monthly retainer, typically with a 3-month initial commitment so we can demonstrate measurable progress.

Yes, routinely. We treat client confidentiality as non-negotiable and will sign your NDA or provide our own mutual NDA before any substantive conversation.

What makes you different from a typical agency?

Agencies sell execution (posts, ads, designs). We sell clarity first — strategy, research, and a disciplined thinking process — then organise the execution around it. You are buying a consulting discipline, not a content subscription.

How to Write a Positioning Statement

Most positioning statements I see are five-paragraph aspirations. "We are a leading provider of innovative solutions that empower businesses to achieve their full potential..." — that sentence says nothing, to no one, for no reason. A positioning statement should be one sentence. If it's longer, it's a brochure.

The template

For [target customer] who [need], [brand] is [category] that [differentiator], because [proof].

Five slots. One sentence. The discipline of fitting your positioning into this template is the point — it forces you to make choices the way a brochure doesn't.

3 examples

Let's make this concrete with real ones.

Bee Egypt: "For underserved Egyptians who need reliable digital payments, Bee is the mass-market fintech that delivers accessible financial services, because we're the exclusive Mastercard aggregator in Egypt."

Target customer: underserved Egyptians. Need: reliable digital payments. Category: mass-market fintech. Differentiator: accessible financial services. Proof: exclusive Mastercard aggregator. One sentence. Factual. Testable.

A B2B SaaS company: "For mid-market Egyptian manufacturers who can't see real-time inventory, [Company] is the inventory platform that syncs production with sales, because we integrate natively with the top five ERPs used in Egypt."

A consultancy: "For second-generation family businesses in the Gulf facing succession, KnowHow is the strategy consultancy that transfers capability not just advice, because every engagement is led by a 20-year operator."

Each one names a who, a need, a category, a differentiator, and a proof point. None of them say "innovative" or "world-class."

Common mistakes

Five mistakes to watch for:

Too long. If it's three sentences, it's not a statement — it's a paragraph. Cut.
Vague differentiator. "We're the best." "We're different." Says nothing. Differentiate against a specific alternative.
No proof. "Because we're passionate about customer service" is not proof. Proof is verifiable — a partnership, a metric, a credential, a patent.
Aspirational, not factual. Positioning isn't what you want to be — it's what you can defend being today. Aspiration belongs in vision, not positioning.
No category. "We're not really a [anything]." Without a category, customers can't place you — and if they can't place you, they can't choose you. Pick a category, even if it's imperfect, and own it.

How to test it

Three tests, in order.

The stranger test. Read it to someone outside your company. Ask them to repeat it back. If they can't, simplify. If they can but it doesn't stick, sharpen the differentiator.

The competitor test. Swap your brand name for a competitor's. Does the statement still work? If yes, you don't have a differentiator — you have a category description. Keep working.

The sales call test. Read it at the start of your next five sales calls. Watch the prospect's face. If they nod, you're close. If they ask "what does that mean?" or "how are you different from X?" — the statement isn't working yet.

A positioning statement is a working document. Revise it quarterly until it stops changing. That's when you know it's right. And if you can't write one at all, go back to your ICP.

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