EXTERNAL ENVIRONMENT ANALYSIS

ECOSYSTEM AND STAKEHOLDERS MAPPING

Understanding Your Business’s Ecosystem, Market and Stakeholders

Nada Helmy
Value Creation Manager, HALA Ventures
SESSION OBJECTIVES

• Recap on business environments

• Understand the importance of analyzing the external
environment in business.
• Explore key tools for external environment analysis.
• Learn about market systems, ecosystem mapping, and
stakeholder analysis
• Discuss practical ways to gradually build market
intelligence
• Inspire you to go out and learn more about your
industry/sector beyond the typical competitor analysis!
UNDERSTANDING EXTERNAL ENVIRONMENT

• The external environment refers to

the factors and forces outside the
organization that can impact its
performance and success.
• These factors and forces can be
organizations, entities, people, or
the general environment.
• These factors operate on a MICRO
or MACRO Level.
• There are different tools to analyze
each factor for both the micro and
the macro environment levels.
UNDERSTANDING EXTERNAL ENVIRONMENT

MICRO

Internal

MACRO
INTERNAL BUSINESS ENVIRONMENT
EXTERNAL BUSINESS ENVIRONMENT

MICRO MACRO

SUPPLIERS POLITICAL
CUSTOMERS ECONOMIC
INTERMEDIATIERIES SOCIAL

COMPETITORS TECHNOLOGICAL

GENERAL PUBLIC ECOLOGICAL

MARKET LEGAL/
REGULATOR
Y
MICRO EXTERNAL BUSINESS ENVIRONMENT

• Micro factors are more industry-specific

and directly related to the day-to-day
operations of a company.
• These factors can often be influenced
or managed by the company.
• Micro factors include suppliers,
customers, competitors, and other
stakeholders.
• They have a direct impact on a
company's ability to serve its customers.
• Examples include supplier relationships,
customer preferences, competitor
strategies, and regulatory changes
within the industry.
 Macro Environment Example for Amazon

Political Factors:
•Changes in international trade policies and tariffs can affect Amazon's global
supply chain. For instance, increased tariffs on imports from China could raise
the cost of goods sold on Amazon, forcing the company to adjust pricing or
seek alternative suppliers.
Economic Factors:
•A global recession could lead to reduced consumer spending, impacting
Amazon's sales. During such times, Amazon might focus on promoting
essential goods and offer more discounts or flexible payment options to attract
budget-conscious customers.
Sociocultural Factors:
•There is a growing consumer preference for fast and reliable delivery services.
Amazon continues to invest in its Prime membership program, offering faster
shipping and exclusive benefits to meet these customer expectations.
Macro Environment Example for Amazon
Technological Factors:
•Rapid advancements in artificial intelligence and machine learning enable
Amazon to enhance its recommendation algorithms, improving the customer
shopping experience by suggesting products more accurately based on
browsing and purchase history.
Environmental Factors:
•Increasing concern about carbon footprints and sustainability leads Amazon to
pledge net-zero carbon by 2040. The company invests in electric delivery
vehicles, sustainable packaging, and renewable energy projects to meet this
goal.
Legal Factors:
•Antitrust investigations and regulations in various countries can impact
Amazon's operations. Compliance with these regulations requires legal
adjustments and may limit certain business practices, such as exclusive
partnerships or pricing strategies.
MACRO EXTERNAL BUSINESS ENVIRONMENT

• Macro factors are large-scale or broad

forces that affect not only a company but
also other companies within the industry.
• These factors are often out of direct control
of the company.
• Macro factors include political, economic,
sociocultural, technological,
environmental, and legal factors (PESTEL).
• They tend to affect the business indirectly
but can have a significant long-term
impact.
• Examples include changes in tax policies,
inflation rates, demographic shifts,
technological advancements, and climate
change.
 Micro Environment Example for Amazon
• Customers: Amazon's customers expect a wide variety of products at
competitive prices, along with fast and reliable delivery.
• Competitors: Competing with other e-commerce platforms like eBay and
Walmart, Amazon focuses on differentiating itself through superior
customer service, extensive product offerings, and innovations like
Amazon Prime and Alexa.
• Suppliers: Amazon works with a vast network of suppliers and third-party
sellers. Maintaining good relationships with these suppliers ensures a
steady flow of products and helps Amazon offer competitive prices and
diverse product options.
• Intermediaries: Amazon uses various intermediaries, such as fulfillment
centers and delivery partners. Efficient management of these
intermediaries is crucial for maintaining quick delivery times and customer
satisfaction.
• Publics: Public perception and media coverage can significantly impact
Amazon's brand.
MICRO ENVIRONMENT ANALYSIS TOOLS

Porter's Five Forces Analysis: This tool is designed to

analyze the competitive environment in which a
business operates. It examines the bargaining power
of suppliers and buyers, the threat of new entrants,
the threat of substitute products or services, and the
intensity of competitive rivalry.
Market Research: This includes a variety of techniques
such as surveys, interviews, and focus groups, which
can help a business understand its customers,
competitors, and market trends.
Stakeholder Analysis: This tool helps businesses
understand the needs and expectations of various
stakeholders, including customers, suppliers, and
employees.
 Amazon Example
Competitive Rivalry: High: Amazon faces intense competition from other e-
commerce platforms like eBay, Walmart, Alibaba
Threat of New Entrants: Moderate to Low: While the e-commerce industry has
relatively low barriers to entry in terms of initial setup costs, achieving the scale and
logistics efficiency of Amazon is very challenging.
Bargaining Power of Suppliers:
•Low: Amazon has a significant advantage over its suppliers due to its massive scale
and ability to source products from a global supplier base.
Bargaining Power of Buyers: High: Customers have significant power because they
have many alternatives to choose from and can easily compare prices and services.
To maintain customer loyalty, Amazon focuses on providing excellent customer
service, competitive pricing, and added benefits like Amazon Prime.
Threat of Substitutes: Moderate: While there are substitutes for some of the
products sold on Amazon (such as physical stores, other online retailers, or
alternative digital services), the comprehensive ecosystem Amazon offers (including
streaming services, cloud computing, and smart devices) creates a level of
convenience and integration that can be difficult for substitutes to match.
MACRO ENVIRONMENT ANALYSIS TOOLS
PESTELAnalysis: This tool allows businesses to
identify Political, Economic, Sociocultural,
Technological, Environmental, and Legal factors
that might affect their operations. It's a
comprehensive tool for understanding the macro
environment.
Scenario Analysis: This tool involves identifying
different scenarios based on the possible future
states of macro environmental factors. It helps
businesses to prepare for various potential future
situations.
SWOT Analysis: While SWOT (Strengths,
Weaknesses, Opportunities, Threats) Analysis is
used for both internal and external environmental
analysis, the Opportunities and Threats
components can be particularly useful in
analyzing the macro environment.
STAKEHOLDER ANALYSIS

• A systematic process used to identify

individuals, groups or organizations that have
a stake in a project or business decision, and
to understand their interests, influences, and
power dynamics.
• It is used in project management, business
administration, and public policy
decision-making.
• It helps to ensure that stakeholders' interests
are considered and addressed, reducing
potential conflicts and improving project
success rate.
• It is beneficial in strategic planning, change
management, business development, and
corporate social responsibility initiatives.
STAKEHOLDER MAPPING/GRID

• A visual tool used to group stakeholders

based on their level of interest and influence.
The grid typically has four quadrants
representing low/high interest and low/high
influence.
• It helps in identifying key stakeholders and
planning engagement strategies.

• Can also be referred to as Power/Interest Grid

STAKEHOLDER POWER/INTEREST GRID
Amazon Example

High Power Low Power

Shareholders, Senior
High Interest Customers, Employees
Management

Government Agencies, Key Local Communities, Small

Low Interest
Suppliers Vendors
Vezeeta Example

High Power Low Power

Investors, Regulatory
High Interest Patients, Healthcare Providers
Authorities

Government Agencies, Board of Local Community, Non-Profit

Low Interest
Directors Organizations
STAKEHOLDER SALIENCE MODEL

• Identifies stakeholders based on three

attributes: power, legitimacy, and urgency.
• Stakeholders are then categorized into seven
types:
✔ Dormant - ‫ﻏﯾر ﻧﺷطﺔ‬
✔ Discretionary - ‫اﺧﺗﯾﺎرﯾﺔ‬
✔ Demanding - ‫ﻣﺗطﻠﺑﺔ‬
✔ Dominant - ‫ﻣﺳﯾطرة‬
✔ Dangerous - ‫ﺧطﯾرة‬
✔ Dependent - ‫ﺗﺎﺑﻌﺔ‬
✔ Definitive - ‫ﺣﺎﺳﻣﺔ‬
STAKEHOLDERS SALIENCE MODEL

Urgency/ ‫طﺎرئ – اﺳﺗﻌﺟﺎل‬: This refers to the degree to which the

stakeholder's claims or needs require immediate attention.
Urgency can be influenced by time sensitivity (the extent
to which managerial delay in attending to the claim or
relationship is unacceptable to the stakeholder) and
criticality (the importance of the stakeholder’s claim to the
stakeholder).

Example: A group of customers demanding immediate

product safety improvements due to a recent defect
constitutes an urgent stakeholder group.
STAKEHOLDERS SALIENCE MODEL

Power/ ‫ﺳﻠطﺔ‬: This is the extent to which a stakeholder has

the ability to influence the decisions or actions of an
organization. Power can come from a variety of sources,
including control over resources, knowledge, or strategic
positioning.

Example: Major shareholders in a company, who have

voting rights and can influence company decisions, are
considered powerful stakeholders.
STAKEHOLDERS SALIENCE MODEL

Legitimacy/ ‫ﺷرﻋﯾﺔ‬: This refers to the perception that the

actions of a stakeholder are appropriate within some
socially constructed system of norms, values, beliefs, and
definitions. In other words, it's about the validity of the
stakeholder's relationship with the organization.

Example: An environmental regulatory agency has

legitimacy because it operates under laws and regulations
that society has agreed upon.
Stakeholder Categories
1.Latent Stakeholders:
1. Dormant (Power only): These stakeholders have power but lack legitimacy and urgency. They don’t
require immediate attention but have the potential to become more salient if their power is activated.
2. Discretionary (Legitimacy only): These stakeholders have legitimate claims but lack power and urgency.
They are typically not prioritized unless the organization decides to act out of goodwill.
3. Demanding (Urgency only): These stakeholders have urgent claims but lack power and legitimacy. They
are often seen as annoying but not dangerous.
2.Expectant Stakeholders:
1. Dominant (Power and Legitimacy): These stakeholders have both power and legitimacy, giving them
significant influence over the organization. They are often engaged in corporate governance.
2. Dangerous (Power and Urgency): These stakeholders have power and urgent claims but lack legitimacy.
They might resort to coercive or illegitimate means to achieve their goals.
3. Dependent (Legitimacy and Urgency): These stakeholders have legitimate and urgent claims but lack
power. They depend on others (e.g., other stakeholders or the organization itself) to advocate on their
behalf.
3.Definitive Stakeholders (Power, Legitimacy, and Urgency):
1. These stakeholders possess all three attributes, making them highly salient. They demand immediate and
full attention from the organization, and their needs are prioritized above others.
 Stakeholder Analysis for Apple
1. Latent Stakeholders
•Dormant (Power only):
• Potential Major Investors: Wealthy individuals or entities with significant financial power who are not currently
invested in Apple but could become influential if they choose to invest heavily in the future.
•Discretionary (Legitimacy only):
• Local Community Organizations: Groups focused on community welfare where Apple has its offices and
factories. They have legitimate claims related to local development and corporate social responsibility but lack
power and urgency in influencing Apple directly.
•Demanding (Urgency only):
• Individual Activists: Activists concerned about issues like electronic waste or labor practices in Apple's supply
chain. They have urgent claims but lack significant power and legitimacy to influence Apple on their own.
2. Expectant Stakeholders
•Dominant (Power and Legitimacy):
• Board of Directors: They have both power and legitimacy in influencing the strategic direction and major
decisions of the company.
• Major Institutional Investors: Entities like Vanguard or BlackRock that hold significant shares in Apple, giving
them substantial power and legitimate interest in the company’s performance.
•Dangerous (Power and Urgency):
• Regulatory Authorities: Government bodies that can impose fines or regulatory changes. They have the power to
impact Apple’s operations immediately and often deal with urgent issues like antitrust laws or privacy regulations.
•Dependent (Legitimacy and Urgency):
• Apple’s Overseas Factory Workers: Workers in factories operated by suppliers like Foxconn have legitimate and
urgent concerns about working conditions but lack the power to influence Apple directly without external support
from NGOs or media coverage.
3. Definitive Stakeholders
•Definitive (Power, Legitimacy, and Urgency):
• Customers: Apple’s customers have significant power (through purchasing decisions), legitimate claims (as the
end-users of Apple’s products), and urgency (expectation for new product launches, software updates, and
customer service).
• Senior Management: They have power (decision-making authority), legitimacy (corporate governance role), and
urgency (responsibility for company performance and strategic direction).
OTHER STAKEHOLDERS MAPPING TOOLS

• Stakeholders Onion Diagram

• Stakeholders Influence Diagram
• Stakeholder Cube
• Mendelows Matrix
USEFUL STAKEHOLDER MAPPING RESOURCES
Books:
"Stakeholder Theory: The State of the Art" by R. Edward Freeman, Jeffrey S. Harrison, Andrew C. Wicks, Bidhan L. Parmar,
and Simone de Colle. This book provides a comprehensive overview of stakeholder theory, including detailed discussions
of stakeholder mapping.
Online Courses:
Coursera: Strategic Management: This course series covers the basics of strategic management, including stakeholder
analysis.
Udemy: Stakeholder Management: A collection of courses that focus specifically on stakeholder management, including
stakeholder mapping.
Websites/Blogs:
MindTools: Stakeholder Analysis: This article provides a simple, step-by-step guide to performing a stakeholder analysis and
creating a stakeholder map.
Project Management Institute (PMI): Stakeholder Management: Various articles and resources on stakeholder
management from the perspective of project management.
Academic Papers:
Mitchell, R.K., Agle, B.R. & Wood, D.J. (1997). "Toward a Theory of Stakeholder Identification and Salience: Defining the
Principle of Who and What Really Counts". Academy of Management Review, 22(4), 853-886. This is a seminal paper in the
field of stakeholder theory, introducing the Salience Model of stakeholder analysis.
YouTube Videos:
Stakeholder Mapping: Step-by-Step: This video provides a simple, visual guide to creating a stakeholder map.
ECOSYSTEM MAPPING
What is an Ecosystem?
• In a broad sense, an ecosystem refers to a
community of living organisms (plants,
animals, microbes) in conjunction with the
nonliving components of their environment
(like air, water, and mineral soil), interacting
as a system.
• A business or industry ecosystem is a
strategic concept that describes the
structure and dynamics of a complex
network of interconnected businesses,
services, and stakeholders that co-evolve
capabilities around a new innovation.
Within this system, companies collaborate
and compete to provide products and
services.
• Ecosystems can be developed for
industries, sectors and with smaller or
smaller or larger scopes,
ECOSYSTEM MAPPING
ECOSYSTEM MAPPING
Ecosystem Map Links

https://fintech-egypt.com/FinTechEgypt2023/

https://fintech-egypt.com/FinTechEgypt2023/

www.eeei.arenho.com
ECOSYSTEM MAPPING
ECOSYSTEM MAPPING

• Ecosystem Mapping is a strategic tool used to visualize

and understand the dynamic relationships between
various entities in a business ecosystem.
• An ecosystem could include a wide range of entities such
as suppliers, competitors, customers, regulators, and other
stakeholders.
• The goal of ecosystem mapping is to identify opportunities
and threats, understand interdependencies, and
strategize for success within that ecosystem.
ECOSYSTEM MAPPING

Ecosystem maps can be used to:

• Identify key players in the ecosystem and their
relationships.
• Understand the flow of value (e.g., goods, services,
information) in the ecosystem.
• Identify gaps, opportunities, and threats in the ecosystem.
• Develop strategies for influencing or adapting to the
ecosystem dynamics.
ECOSYSTEM VS. STAKEHOLDERS MAPPING

Stakeholder Mapping and

Ecosystem Mapping are
both strategic tools used by
businesses to better
understand their
environments.
They share similarities but are
fundamentally designed to
map different aspects of a
business environment.
ECOSYSTEM VS. STAKEHOLDERS MAPPING

Similarities Differences
Visualization: Both tools provide a visual representation of important Focus: Stakeholder Mapping focuses on individuals, groups, or
elements in a business's environment. organizations that have a stake in the outcomes of a business or
project. Ecosystem Mapping, on the other hand, considers a wider
Identification of Key Players: Both methods help in identifying range of entities, including competitors, regulatory bodies, and trends
important entities that can influence a business's operations and that exist in the business environment.
strategic direction.
Relationships: While Stakeholder Mapping identifies and classifies
Guidance for Strategy: Both mapping techniques are used to inform stakeholders based on attributes like power, legitimacy, and urgency,
strategy development, helping businesses to understand where to Ecosystem Mapping goes a step further to illustrate the relationships,
focus their efforts and resources. dependencies, and flows of value between different entities.

Dynamic: Both maps should be updated and changed as the Complexity: Ecosystem maps are typically more complex than
business and its environment evolve. They reflect a snapshot at a stakeholder maps, as they aim to represent a wider system where the
certain point in time but are not static models. business operates, while stakeholder maps focus on direct
relationships between the business and its stakeholders.

Purpose: Stakeholder Mapping is typically used to understand and

manage the expectations and needs of different stakeholders, to
ensure their support for a project or business. Ecosystem Mapping,
meanwhile, is used to understand the broader business environment
and to identify opportunities and threats within it.
ECOSYSTEM VS. THE BUSINESS DEVELOPER

• A smart business developer keeps an eagle eye on their

specific sector/industry ecosystem
• A business developer can turn insights from an external market
and external environment analysis into actionable strategies.
• The specific plans would depend on the business's context,
resources, and objectives.
• Keeping an eye on the external environment can increase
profitability or mitigate serious risks.

Let’s look at some possible scenarios!

ECOSYSTEM VS. THE BUSINESS DEVELOPER

Scenario: Market Expansion Opportunity

A business developer has identified an untapped market

segment in their analysis of the external environment.

Action Plan: Develop a market entry strategy for this new

segment. This might include creating tailored products or
services, setting competitive pricing, developing a targeted
marketing campaign, and establishing distribution
channels.
ECOSYSTEM VS. THE BUSINESS DEVELOPER

Scenario: Technological Advancement

The business developer notices an emerging technology

trend talked about a lot on specialized forums that could
significantly enhance their product or service.

Action Plan: Initiate a project to integrate this new

technology into the company's offerings. This might involve
partnering with a tech company, investing in R&D, or
acquiring a startup that specializes in this technology.
ECOSYSTEM VS. THE BUSINESS DEVELOPER

Scenario: Regulatory Change

An unforeseen change in regulations opens up new

opportunities for the business or poses a potential threat to its
operations or outreach.

Action Plan: If the change is beneficial, the business developer

might plan to capitalize on it before competitors do, perhaps by
fast-tracking related offerings. If the change poses a risk, they
might focus on ensuring the business complies with the new
regulations and lobby for favorable conditions if appropriate.
ECOSYSTEM VS. THE BUSINESS DEVELOPER

Scenario: Increasing Competition

The market analysis reveals an increase in competition in

the company's industry.

Action Plan: The business developer could propose

strategies to strengthen the company's competitive
advantage. This could involve improving product quality,
enhancing customer service, investing in branding, or
differentiating the company's offerings.
ECOSYSTEM VS. THE BUSINESS DEVELOPER

Scenario: Economic Downturn

The external analysis shows signs of an impending

economic downturn which could affect the company's
sales.

Action Plan: Develop a contingency plan to maintain

business stability. This might include cost-cutting measures,
diversifying revenue streams, strengthening relationships
with key customers, and improving financial management.
 SUMMARY
• A business does not exist in a stand-alone
position, it is a dynamic entity within a
macro and microenvironment.
• Business environments are either internal
or external.
• External business environments are either
micro or macro.
• Each environment has a wide range of
tools and frameworks to study and
analyze them.
• The objective of the business environment
analysis is what dictate which tools to use.

Remember: The tool is just a tool or mental framework, don’t focus on mastering the tool but try to use
the tool to master your business development work plan!
CHEAT SHEET FOR NEW BUSINESS DEVELOPERS
1.Define the Objective: Establish the purpose of your analysis, such as
identifying new markets, assessing competitors, or understanding
regulatory changes.
2.Collect Relevant Data: Gather information from diverse sources like
industry reports, news, market research, expert interviews, and surveys.
3.Use Analytical Frameworks: Apply tools like PESTLE, Porter's Five Forces,
and SWOT to structure your analysis etc.
4.Identify Key Players: Recognize all major stakeholders, including
competitors, suppliers, customers, and regulatory bodies. Understand
their strengths, weaknesses, strategies, and market positions.
5.Understand Trends: Identify significant industry trends, including
consumer behavior shifts, technological advancements, and regulatory
changes.
6.Analyze the Data: Use your collected data and chosen framework to
identify potential opportunities and threats for your business.
7.Develop Action Plans: Create strategies and plans to leverage
opportunities and mitigate threats based on your analysis.
8.Monitor and Update: Regularly update your analysis to reflect the
dynamic external environment.
PRACTICAL TOOLS FOR BUS. DEVELOPERS

Industry Reports and Market Research

Central Agency for Public Mobilization and Statistics (CAPMAS): The official statistical
agency in Egypt offers a wealth of data and reports.
Fitch Solutions: Provides country and industry reports, including Egypt-specific insights.
EMIS: This offers detailed reports on different industries in emerging markets, including
Egypt.
Statista: A leading provider of market and consumer data.
IBISWorld: Offers industry reports and analysis.
Mintel: Provides consumer market research, while Euromonitor has global strategic
market research.
MarketResearch.com: Hosts comprehensive collection of market intelligence
products and services.
PRACTICAL TOOLS FOR BUS. DEVELOPERS

News and Media

Google News: Use it to follow industry-specific news. Set up alerts
for specific keywords related to your industry.
Industry-specific News Websites and Magazines: For example,
TechCrunch for technology, Adweek for advertising, or Food
Dive for food and beverage industry.
Al-Mal Newspaper, Daily News Egypt, Business Today Egypt:
These sources provide news and analysis on various industries in
Egypt.
Google News: You can also set up specific alerts for the Egyptian
market.
PRACTICAL TOOLS FOR BUS. DEVELOPERS

Government and Trade Associations Websites

Government Websites: Many governments publish data and
reports about different industries.
Trade Associations: Often offer industry news, research, and
resources.
Ministry of Trade and Industry, Ministry of Investment and
International Cooperation: These official government websites
often have updates on regulations and industry developments.
Federation of Egyptian Industries (FEI): This trade association
provides resources on various sectors.
PRACTICAL TOOLS FOR BUS. DEVELOPERS

Professional Networking and Social Media

LinkedIn: Networking with industry professionals can provide
insider perspectives.
Twitter: Follow industry leaders and influencers.
Facebook and LinkedIn Groups: Discuss and learn from peers in
your industry.

Online Courses and Webinars

Coursera, edX, Udemy: Offer industry-specific courses.
Webinars: Many businesses and industry experts host webinars,
which can provide insights into current industry trends and
challenges.
PRACTICAL TOOLS FOR BUS. DEVELOPERS

Company Websites
Investor Relations Section: Public companies publish annual reports and investor presentations
that can give you insights into industry trends and challenges.

Data and Research Platforms

Pew Research Center: Offers data on various sectors and societal trends.
World Bank Open Data: Free and open access to global development data.
OECD Data: Data from the Organization for Economic Cooperation and Development.
World Bank Data for Egypt: Offers data specific to the Egyptian economy and various sectors.
Trading Economics -Egypt: Provides economic indicators for Egypt.

Trend Watching Websites

Trendwtching, Springwise, JWT Intelligence: These sites track the latest trends across industries.
 EGYPTIAN PLATFORMS TO KEEP AN EYE ON
• Central Agency for Public Mobilization and Statistics (CAPMAS): As Egypt's official
statistical agency, CAPMAS publishes various reports and data that can provide
valuable insights.
• Fitch Solutions: They provide in-depth reports on different industries in Egypt. Check
their website for the latest reports.
• Emerging Markets Information Service (EMIS): EMIS offers detailed reports on different
industries in emerging markets, including Egypt.
• Oxford Business Group: They publish annual economic reports on many emerging
markets, including Egypt, which cover key industries.
• Euromonitor International: Euromonitor provides market research reports for various
industries and countries, including Egypt.
• BMI Research (now Fitch Solutions): They offer comprehensive research reports on
various sectors in Egypt.
• World Bank and International Monetary Fund (IMF): These international institutions
provide reports and data on Egypt's economic and industrial performance.
• Trade and Industry Chambers, and Business Associations: The Federation of Egyptian
Industries (FEI) and the American Chamber of Commerce in Egypt can be good
sources of industry reports and insights.
• Consulting Firms: Major consulting firms like McKinsey, Boston Consulting Group
(BCG), and Deloitte often publish industry insights and reports.
QUESTIONS AND COMMENTS

Thank you!

Nada Helmy
[email protected]
https://www.linkedin.com/in/nada-
helmy-029442102/