A feasibility study is read by three audiences who want three different things from it, and most studies are written for only one of them. Where a licensing authority is one of them, it wants the activity, the capital and the plan to be internally consistent and to match what is being applied for. A lender or an investor wants to know which assumption the returns actually hang on, and what happens when it moves. A board wants to know what it is committing to and what it costs to stop. A study that satisfies one of those and not the others gets sent back - and the delay usually lands on the critical path of an entity formation that has already started.
We build the market case, the financial model and the business plan as one document set so that they agree with each other, and so that the same numbers hold whether the reader is a regulator, a financier or your own board.
Almost always at one of two moments: a decision is about to be taken that is expensive to reverse, or a third party has asked for evidence before they will let you take it.
You do not need a full feasibility study if the decision is small enough that the study would cost a meaningful fraction of the investment it is assessing - in that case take the decision and keep the option to stop. You do not need one if the answer is already evidenced: an existing operation with a track record in a comparable market usually needs a business case, not a market study. And you do not need one from us if what you actually want is a document that supports a conclusion already reached. We will decline that, because a study whose conclusion was fixed before the analysis is the one thing that fails in front of every audience it was written for.
If the real question is whether and how to enter Saudi Arabia at all, that is a wider decision and the study is one input to it - start at market entry advisory.
Five named stages, run in order.
We establish who will read the study and what each reader has to be able to conclude from it - a licensing file, a credit committee, an investment committee and a board have different evidentiary standards, and a study that does not know its reader is written to please all of them and convinces none. We also fix the scope of what is actually being tested: the activity, the geography, the time horizon, and the specific question the study must answer.
The market work and the financial work are run together rather than in sequence. Market sizing built from demand drivers you can name and trace, not a top-down percentage of a national figure; competitive structure and what it implies for achievable share and price; the regulatory and licensing envelope the activity has to operate inside; and a financial model whose revenue lines are driven by the market analysis rather than asserted next to it. Every assumption is named, sourced and tagged with how sensitive the answer is to it.
A clear answer to the question the study was commissioned to settle - proceed, proceed with conditions, or do not proceed - with the alternatives assessed and rejected, and the conditions under which the recommendation would flip. A feasibility study that cannot reach "no" is a marketing document; ours reach "no" when the evidence says so, and that is precisely what makes the "yes" worth something to a lender.
The study is prepared in the form its reader needs: the licensing pack in the structure and level of detail a submission requires, the financing pack with the model in a form a credit or investment committee can interrogate, and the board pack with the decision and its conditions on the first page. Where the study feeds an entity formation, the plan and the declared activity are reconciled against the licence category before submission rather than after - that reconciliation is handled with our company formation in Saudi Arabia practice, and it is where most avoidable resubmissions are prevented.
A model is worth more after the decision than before it, and almost nobody uses it that way. We re-base the model against actuals at agreed intervals, so you can see which assumptions held and which did not - which is what turns a one-off study into a planning instrument, and what makes the next submission faster because its baseline is evidenced.
Two things set the duration, and organization size is not one of them: how much primary market work the sector requires (a well-documented sector with public demand data is far quicker than one where the demand picture has to be built from scratch), and how quickly internal cost, capex and operating assumptions can be obtained from the people who hold them. We commit to dates at the end of Stage 1, once the sector, the scope and the data position are known. Where the study sits on the critical path of a licence application, say so at the start - we sequence the work so the pieces the submission needs first are finished first.
We quote a fixed fee against a written scope before work begins, and we do not publish a rate card. The honest reason is that the sector drives the cost more than the size of the client does - a study needing primary field research is a different piece of work from one in a sector with usable published data - so a published range broad enough to be true would not help you plan. What we will do on the first call is tell you which of the four shapes above your situation needs, including when the answer is the cheapest one.
Foreign investors preparing an entity and a licence application, where an authority, a lender or a parent company has asked for the business case in evidence. Saudi and GCC operators entering a new segment, region or format. Family offices and institutional investors assessing a project before committing. Lenders and their borrowers, where the credit process requires an independent case. Government-linked entities and PPP participants, where the business case has to withstand external review. And companies that have been working with an internal model nobody outside the company has ever stress-tested.
If you are looking for a business plan consultant for a smaller venture, be aware of what you are buying: a template-driven plan from a marketplace and an institutionally-reviewable feasibility study are different products at different prices, and only one of them survives a licensing or credit review. We will tell you plainly on the first call which one your situation actually needs - and if it is the cheaper one, that is what we will say.
No percentage here, and no approval-rate claim. An advisor who publishes a submission success rate is either counting only the submissions they chose to count or is telling you they never advise a client not to proceed - and neither is a recommendation. The checkable record is on our success stories page, updated as engagements complete and are cleared for publication. Where a comparable sector reference would help your decision, ask on the first call.
Sector and data availability drive the duration far more than company size. A study in a sector with usable published demand data and a client who can supply cost and capex assumptions quickly is materially faster than one requiring primary research in a thin-data sector - and that is true whether the client is a family business or a listed group. What does scale with size is internal review: more approvers means more review cycles, and we build those into the plan rather than discovering them at the end. Dates are committed at the end of Stage 1.
There is no licence to buy here, so the question maps onto something more useful: what does keeping the case current cost, as against producing it once. Over three years that is the study itself; updates when the plan, the activity or the capital structure changes - which for a licensed entity is not optional, because the file has to stay consistent with what you are actually doing; re-basing the model against actuals so that the next submission starts from evidence rather than from the original forecast; and any additional studies triggered by a new activity or location. We set that out at the start, because the alternative is a study that was accurate on the day it was signed and misleading by the second year.
The study is not itself a regulated product, so the meaningful compliance question is whether the plan inside it is consistent with what you are licensed, or applying, to do - and that is the reconciliation we run before submission: declared activity, licence category, capital, and operating plan all saying the same thing. On data residency, two distinct things: the confidential material you share with us during the engagement, whose handling, residency and access are fixed in the engagement terms before anything is shared; and the data-residency obligations your planned operation will carry once it is running, which belong in the study's regulatory assessment and its cost base rather than being discovered after launch.
We test whether you need the full study at all. The alternatives we genuinely consider, and sometimes recommend: a pre-feasibility screen, where the opportunity may not survive a first pass and a cheap "no" is the best outcome available; a market study alone, where the financial structure is already settled and only demand is in question; a financial model alone, where the market is known and the question is returns; or updating an existing study rather than commissioning a new one. Inside the study, the same discipline applies to the options being assessed - including the do-nothing option, which is a real alternative and belongs in the comparison.
Yes - and the model is built so that it can. We deliver a working model rather than a locked PDF, structured with drivers separated from outputs, so it can be re-run by your team and fed from your own reporting instead of living as a one-off artefact that decays the day it is signed. Where your finance systems can supply actuals, we structure the model to consume them, which is what makes Stage 5 re-basing a short exercise rather than a rebuild. No system replacement is required or recommended to make any of that work.
We are not going to fill this section with a number. A study-count or an approval-rate on a page about analytical honesty would be self-defeating, and any figure we published here would be one you could not check. What is checkable is on our success stories page, updated as work completes and is cleared for publication.
The organizations that bring us this work range from foreign investors preparing a first Saudi entity to established operators testing a new segment. We do not publish client names on a service page ahead of each client's own agreement to be named - the permissioned list lives on our customers page and is updated as relationships are confirmed for publication.
Studies are commercially sensitive by nature: the detail that would make a case study useful is usually the detail the client needs kept private, and often still live. We publish what is cleared, case by case, on our projects page rather than paraphrasing unpublishable work here.
We do not publish a quote until the named client has approved the exact wording attributed to them. Real, attributed testimonials - name, role, organization - will appear here as approvals come in. An anonymous quote proves nothing, least of all on this page.
Study work draws on the data sources, sector specialists and financial-modelling capability behind it, and on the legal and licensing counsel a submission ultimately passes through. Our current partnerships and accreditations are listed on our partners page. Where a study requires a specialist input we do not hold in-house - a technical or engineering assessment, for example - we say so and bring in a named specialist rather than stretching our own scope over it.
If the study is part of an entity formation, read company formation in Saudi Arabia for the filing sequence it feeds and tax and zakat advisory for the obligations the financial model has to carry. If the wider question is whether to enter the market at all, start at market entry advisory, with strategic business advisory for the decision framing around it. If the study supports a fundraise, see venture capital advisory; if it supports buying or selling a business rather than building one, see M&A advisory.
Bring the decision, not a brief. One call is usually enough to establish whether you need a full study, a pre-feasibility screen, or just a second opinion on a model you already have - and which of those we would actually recommend. Book a decision session and we will tell you what the study has to prove, who has to be convinced by it, and how long that realistically takes for your sector.
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لقد كان تحويل عملياتنا ف ي فندق وأجنحة تايم رب اترست آنجل استطعنا أن ننفذ مجموعة من األنظمة التقنية الجديدة الت ي عززت كفاءتنا وحسنت تجربة ضيوفنا بصورة ملحوظة. إن الت ام ترست آنجل بالجودة والحلول االبتكارية يعد عالمة فارقة ف ي هذه الصناعة، كما يضيف .قيمة عظيمة ألعمالنا
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