جاهز: هنقرستيشن ليس منافسنا | بودكاست سوالف بزنس

Name: جاهز: هنقرستيشن ليس منافسنا | بودكاست سوالف بزنس
Uploaded: 2023-09-17T03:30:24.000Z
Duration: 4 h 18 min 25 s

Complaints and Market Value

The discussion begins with a customer complaint about not receiving a straw with their beverage and the subsequent compensation. The impact of such incidents on Jahez's market value is questioned.

Customer complains about not receiving a straw with the beverage.

Compensation is provided to the customer.

The impact of such incidents on Jahez's market value is discussed.

Numbers and Rankings

The conversation shifts to discussing numbers and rankings in relation to Jahez's position in the market.

Questions are raised about whether Jahez sees itself as first or second in the market.

Disclosure of certain numbers and statistics is mentioned.

The speaker expresses opposition to the idea of fully Saudizing the sector.

Offering Experience

The offering experience is briefly discussed, highlighting that it can vary from being the best to the worst and most difficult.

The speaker asks about the offering experience.

Different experiences are mentioned, ranging from best to worst.

Introduction to Jahez Company

An introduction is given for Jahez Company, its co-founder, and its delivery app. It is noted that the focus will be on aspects beyond just food delivery.

Introduction of guest as co-founder and CCO of Jahez Company.

Mention of Jahez's delivery app but emphasis on broader company scope.

Decision not to repeat foundation story due to prior coverage.

Topics Covered in Discussion

An overview is provided regarding the topics that will be covered during the discussion, including relationships with shops, complaints from restaurants and customers, marketing initiatives, subsidiaries of Jahez Company, investments and acquisitions, competitors, and feedback on low profits.

Overview of topics to be covered in the discussion.

Mention of relationships with shops and related controversies.

Highlighting marketing initiatives such as Prime subscription and sponsorship of Al-Hilal club.

Mention of subsidiaries and investments made by Jahez Company.

Discussion about competitors and feedback on low profits.

Investments and Acquisitions

The focus shifts to discussing Jahez's investments and acquisitions in various companies. The acquisition attempt of Chefz is mentioned along with the reasons behind acquiring Marin company. Other investments are also touched upon.

Discussion about Jahez's investments and acquisitions.

Mention of the Chefz acquisition attempt taking a long time.

Reasons for acquiring Marin company are discussed.

Reference to other investments made by Jahez.

Comments on Low Profits

The episode is described as rich in information, including comments received about Jahez's low profits and the drop in share prices.

Acknowledgment that the episode contains valuable information.

Mention of comments received regarding Jahez's low profits.

Reference to the drop in share prices.

Introduction to Guest

The guest is introduced as Abu Abdullah. Pleasantries are exchanged, expressing happiness at having him on the show. The focus is shifted back to discussing relevant topics related to Jahez without wasting time on unrelated matters or repeating previous discussions.

Introduction of guest as Abu Abdullah.

Expressions of pleasure at having him on the show.

Decision not to waste time on unrelated matters or repeat previous discussions.

Relationship with Shops - Percentage Controversy

The discussion moves to Jahez's relationship with shops, specifically addressing controversies related to the percentage charged by Jahez, treatment of shops, refunds, and order problems.

Request to discuss Jahez's relationship with shops in detail.

Mention of controversies surrounding the percentage charged by Jahez.

Reference to complaints about treatment, refunds, and order problems.

Determining the Percentage

The average percentage charged by Jahez is mentioned as approximately 12%. The factors determining the percentage are explained, including differences between old and new joiners and a special case for home shops under 9/10ths.

Average percentage charged by Jahez is stated as around 12%.

Factors determining the percentage are discussed.

Distinction made between old and new joiners.

Special consideration for home shops under 9/10ths.

Uniformity of Percentages

It is clarified that there is no difference in percentages based on the size or type of shop. However, collaboration with certain home shops under 9/10ths results in different percentages. The importance of maintaining fair competition among restaurants is emphasized.

Confirmation that there is no difference in percentages based on shop size or type.

Explanation of collaboration with home shops under 9/10ths resulting in different percentages.

Emphasis on maintaining fair competition among restaurants.

Negotiations with Big Restaurants

The speaker addresses negotiations with big restaurants regarding the percentage charged by Jahez. While comments, requests, and pressure may be received from them, it has not reached the point where a restaurant would quit if the percentage is not reduced.

Mention of negotiations with big restaurants regarding the percentage.

Acknowledgment of comments, requests, and pressure received.

Clarification that no restaurant has quit due to the percentage not being reduced.

Percentage as Rent

The speaker compares the percentage charged by Jahez to rent for a building. It is explained that having different percentages for different restaurants would create an unfair advantage and hinder fair competition.

Comparison of the percentage to rent for a building.

Explanation that different percentages would create unfair advantages.

Emphasis on maintaining fair competition among restaurants.

Variation in Policies

The speaker acknowledges that each app may have its own policies regarding percentages. However, Jahez follows a fixed percentage approach, with only slight variations based on factors such as joining time.

Recognition of variation in policies among different apps.

Confirmation of Jahez's adherence to a fixed percentage approach.

Mention of slight variations based on joining time.

The Importance of Fair Percentages

In this section, the speaker discusses the importance of fair percentages in business partnerships and explains why Jahez takes a reasonable percentage from restaurants.

Justifying the Percentage

The speaker asks why Jahez takes 12% or 15% from restaurants and wants to know the justification for this percentage.

Jahez believes that if the shop doesn't earn from working with them, it won't last. Therefore, they take a fair percentage that is comfortable for both parties.

Jahez acts as a marketing channel for restaurants and delivers their food. They provide a service and earn profit through commissions or percentages from restaurants.

While some countries have higher percentages, Jahez has maintained low percentages since day one to support restaurants. This has even influenced other apps to reduce their percentages.

Balancing Profit and Value

Jahez aims to take a reasonable profit that allows them to strengthen their business, develop, and advertise. However, they acknowledge that the shop is the original business owner and they are only a mediator.

The speaker explains that an open percentage allows for flexibility based on order size. It ensures that both parties benefit while maintaining fairness.

Ultimately, Jahez provides a service and expects a financial return to continue operating effectively. They need to strike a balance between satisfying investors' expectations and ensuring restaurants can still make significant profits.

Adjustments in Percentage

Investors pushed Jahez to increase their percentage as they questioned why it was lower than other apps worldwide. To satisfy both investors and restaurants, Jahez added 1% without significantly impacting the restaurants.

Some restaurants, especially new ones, have additional costs such as joining Jahez Prime or paying extra for free delivery. These costs are considered in the overall percentage.

Conclusion

Jahez's low percentages and transparent approach have helped them maintain a strong relationship with restaurants. They strive to provide a fair value proposition that benefits all parties involved.

The Importance of Strategic Advertising

In this section, the speaker discusses the importance of strategic advertising for restaurant owners. They highlight the example of McDonald's, which is a successful restaurant chain that does not advertise all year long.

Strategic Advertising Approach

McDonald's, the biggest restaurant chain, does not advertise for a whole month despite being the strongest restaurant in the Kingdom.

Not all restaurants need to advertise throughout the year; it is essential to calculate and determine when advertising is most effective.

Setting an open budget for marketing without considering its effectiveness can lead to losses.

It is rare for a competitor to completely kick out another competitor from the market solely through advertising efforts.

Balancing Marketing Efforts

This section emphasizes the need for balance in marketing efforts. The speaker advises businesses to expand and earn while maintaining a balanced approach to advertising.

Balancing Marketing Budget

Stopping advertising may increase revenue per piece but will decrease wholesale sales and overall revenue.

Setting out a huge marketing budget may increase sales but can also result in losses.

Businesses should aim for balance in their marketing efforts rather than extremes of excess or negligence.

Effective Advertising Strategies for Delivery Apps

The speaker discusses effective advertising strategies specifically related to delivery apps. They explain how continuous advertisement may not be efficient and introduce new features like Explore to enhance user experience.

Efficient Advertisement Strategies for Delivery Apps

Continuous advertisement within delivery apps may decrease effectiveness over time.

Charging advertisers based on factors such as city and number of restaurant branches helps target specific audiences effectively.

Explore is an innovative feature introduced by Jahez that provides users with trendy restaurants, cultural information, statistics, and advertisements.

The goal is to make the app more engaging and deepen the connection with customers.

Evolution of Delivery Apps

This section discusses the evolution of delivery apps, specifically focusing on the shift from restaurants handling their own deliveries to third-party logistics (3PL) models like Jahez.

Evolution of Delivery Apps

Initially, Hungerstation allowed restaurants to handle their own deliveries, which proved to be a challenging experience.

Jahez introduced a solution by offering delivery services for restaurants without a distribution fleet.

Other apps followed Jahez's model after realizing its success.

The focus is on solving problems and providing comprehensive solutions for both restaurants and customers.

Overcoming Initial Doubts

In this section, the speaker reflects on how Jahez faced skepticism in its early days but ultimately proved its success. They highlight the importance of being innovative and leading in the industry.

Overcoming Doubts and Leading Innovation

Many people doubted Jahez's success in introducing 3PL services in the region.

After one year, other apps recognized the value of this approach and started implementing it as well.

Jahez continues to develop new features and innovations to stay ahead in the market.

The Pop-Up and Advertising Strategy

This section discusses the impact of pop-up advertisements on revenue, restaurant advertising, and customer experience. It also introduces a new strategy to incorporate advertisements within the explore feature.

Pop-Up Advertisements

Pop-ups are beneficial for revenue but annoying for customers.

The plan is to remove pop-up ads and place advertisements inside the explore feature.

Advertisements will not be pop-ups and will last for a while, reducing annoyance for customers.

Only customers who want to explore can scroll through the explore feature to see the ads.

Restaurant Advertising

Restaurants have the choice to join the explore feature or opt for paid advertisements.

Some content is provided by restaurants, some by Jahez, and some generated by AI.

Personalized Explore Feature

This section explains how the explore feature in Jahez's app is personalized based on user preferences and data analysis.

Personalization of Explore Feature

The content in the explore feature varies based on individual preferences.

For example, if someone likes burgers, they will see burger-related items and trendy recommendations tailored to their taste.

The system recognizes user preferences and adds relevant items accordingly.

Compensation Policy and Customer Service

This section discusses Jahez's compensation policy for customer complaints and its approach to balancing generous compensation with preventing exploitation.

Compensation Policy

Jahez believes in providing unexpected customer service experiences.

Generous compensation is offered when there are valid complaints.

However, some individuals may exploit this generosity, which annoys both restaurants and Jahez.

Balancing Generosity with Prevention

AI plays a role in identifying valid complaints and potential exploitation.

Customers with a history of frequent compensation requests may be asked to send an email for further investigation.

Accounts of unfaithful customers can be blocked and closed.

Compensation Breakdown

This section provides insights into Jahez's compensation breakdown, including who pays for missing items and late orders.

Compensation Breakdown

Jahez spent over 40 million SAR on compensations last year.

Compensation is divided into three categories:

When the issue is from the restaurant (e.g., missing items), the restaurant covers the cost of compensation.

Late orders have different scenarios, such as when restaurants exceed the set preparation time.

Jahez ensures that compensation does not exceed 2% of the restaurant's total earnings.

The transcript ends abruptly after this point.

Reasons for Late Deliveries and Responsibility

This section discusses different scenarios where late deliveries occur and who is responsible for them.

Late Delivery Scenarios

If the driver is late in delivering the order without any reasonable cause, such as traffic or closed traffic lights, but due to delivering another order, the driver will be responsible.

When the order is received but Jahez (the delivery app) was late in assigning the order to a driver due to a shortage of drivers, Jahez will be responsible.

Restaurants' Complaints and Compensation

Some restaurants complain about late deliveries and seek compensation. They test this by intentionally reporting missing items in their orders and receiving compensation from Jahez.

To serve faithful customers, Jahez compensates for missing items up to a certain percentage (2%). However, if a customer repeatedly reports missing items, their account may be closed.

Addressing Unfaithful Customers

This section discusses strategies to address unfaithful customers and minimize losses.

Preventive Measures

To prevent fraudulent claims from unfaithful customers, Jahez invests significant amounts in measures like installing cameras in restaurants and expanding customer service support.

The cost of implementing these preventive measures is covered by increasing commissions on restaurants.

Serving Faithful Customers

Jahez aims to serve faithful customers by providing compensation for legitimate complaints but sets limits to prevent abuse.

Restaurants are encouraged to focus on serving faithful customers rather than worrying about a small percentage of unfaithful ones.

Pricing and Restaurant Complaints

This section addresses the relationship between pricing, restaurant complaints, and delivery apps.

Pricing and Compensation

Some restaurants increase their prices on the menu to compensate for the percentage of orders that result in compensation. However, this is not a widespread practice as most restaurants have fixed prices.

Impact of Social Media

The negative perception created by a few individuals on social media can give the impression that restaurants are losing customers and facing numerous complaints. However, these cases represent a small percentage.

Benefits of Delivery Apps

This section highlights the positive impact of delivery apps on both customers and restaurants.

Improved Quality of Life

Delivery apps have significantly improved the quality of life for customers by providing convenience and eliminating the need to personally pick up food or coordinate with others.

Increased Business Opportunities for Restaurants

Without delivery apps, restaurants would face challenges in attracting customers after certain hours or without their own fleet of drivers. Delivery apps provide an opportunity for increased sales and extended operating hours.

Working with Fleets

The speaker discusses the discovery of fleets and their impact on costs. They mention that some restaurants expect them to refuse working with fleets.

Discovering Fleets

The speaker mentions that they discovered the existence of fleets.

Some restaurants are expecting them to refuse working with these fleets.

These fleets are causing additional costs for the restaurants.

Tweet about Restaurants and Drivers

The speaker talks about a tweet they came across regarding restaurants and drivers. They discuss reaching out to the person who tweeted and offering to work with their drivers.

Twitter Interaction

The speaker came across a tweet about restaurants not using their drivers for app orders.

They reached out to the person on Twitter through direct message (DM).

The speaker offered to work with the person's drivers to deliver their orders exclusively.

The offer was extended to all restaurants, not just limited to one individual.

The person asked if they could announce this offer, which the speaker agreed to.

As a restaurant, it is possible to have their own fleet deliver only their orders or also deliver others' orders using the Jahez app.

Delivery fees earned from delivering others' orders go directly to the driver, not the company or individual.

Benefits of Using Own Fleet

The speaker explains how using their own fleet can be beneficial for restaurants in terms of earning additional income through delivery fees.

Earning from Delivering Others' Orders

Restaurants can earn additional income by delivering others' orders using their own fleet through the Jahez app.

Delivery fees earned from delivering others' orders go directly to the driver, whether an individual or a company.

The percentage taken by Jahez as a service fee does not affect the delivery fee earned by the restaurant.

By using their own fleet, restaurants may even earn more than if they were to use external drivers.

Some companies specialize in delivery services and generate revenue solely from deliveries.

Control of Prices

The speaker clarifies that Jahez has no control over the prices set by restaurants. They discuss how some restaurants may increase prices but emphasize that it is not influenced by Jahez.

Restaurant Control over Prices

Jahez has no role in setting or controlling the prices of meals offered by restaurants.

Restaurants have full control over setting their own prices.

While Jahez does not encourage price increases, they cannot force restaurants to keep prices unchanged.

Only a small percentage of restaurants have increased their prices, contrary to popular belief.

Fair Percentage for Both Sides

The speaker explains why Jahez maintains a fair percentage for both sides (restaurants and customers) and compares it to competitors in the Gulf region.

Fair Percentage Policy

In the Gulf region, Jahez takes a 15% service fee from restaurants, which is lower than some competitors who charge at least 22%.

Jahez could potentially increase its percentage in Saudi Arabia but chooses to maintain a fair policy.

They aim to benefit both sides (restaurants and customers) without exploiting or burdening either party.

Other apps with smaller market presence charge higher percentages compared to Jahez.

Balancing Profitability and Restaurant Satisfaction

The speaker discusses finding a balance between profitability for Jahez and ensuring restaurant satisfaction and growth through reasonable percentages.

Finding the Right Balance

Jahez aims to strike a balance between profitability and ensuring restaurants continue using their platform.

By offering a fair percentage, restaurants can invest in advertising, expand, and grow their business.

The speaker emphasizes that they do not want to exploit or take excessive profits from restaurants.

A lower service fee percentage allows for fair prices, growth opportunities, and development for restaurants.

If the profit margin is too low (e.g., 1%), restaurants may eventually leave the app for better alternatives.

Reservation Service and Pick-up Service

The speaker discusses the reservation service offered by Jahez and mentions plans for introducing a pick-up service in the future.

Reservation Service Percentage

The percentage charged for reservations is lower than that of delivery services.

The exact lowest percentage for reservations is not mentioned but it is considered reasonable.

Future Pick-up Service

The speaker mentions plans to introduce a pick-up service soon.

They share their personal experience of ordering through the app and picking up from the restaurant directly.

Timestamps are approximate and may vary slightly.

What makes you late in launching this service?

The speaker discusses the reasons for delays in launching the service.

Reasons for Delay

There is no clear reason provided for the delay in launching the service.

Internal departments often request things to be finished sooner than others, causing delays.

Introduction to Jahez services

The speaker provides an overview of the various services offered by Jahez.

Jahez Services

Jahez offers multiple services including pick up, reservation, explore, and wallet services.

The pick-up service will be available soon.

Customers can transfer funds from their wallet to other wallets.

Restaurants have requested a change where compensation received from one restaurant can only be spent at that specific restaurant.

Cashback and Transferring between Wallets

The speaker explains how cashback works within Jahez and transferring funds between wallets.

Cashback and Transferring Funds

Cashback within Jahez is available to everyone and can be used anywhere.

However, if a customer receives cashback from a specific restaurant, it can only be spent at that restaurant.

Transferring funds between wallets does not require permission from the Central Bank as it operates within a closed loop system.

Collaboration with Saudi Telecom Company allows transferring Qitaf points through Jahez.

Other Services Offered by Jahez

The speaker mentions additional services that are being launched or will be available soon through Jahez.

Additional Services

Recharge services for Sawa or Mobily will be available through Jahez.

Transferring Qitaf points will also be available soon.

There are many services being launched by Jahez.

Clarification on Percentage Points and Jahez Prime

The speaker clarifies the percentage points mentioned earlier and discusses the introduction of Jahez Prime.

Percentage Points and Jahez Prime

The percentage points mentioned earlier regarding Hungerstation or other apps are just examples and may vary for each app.

Jahez Prime is a monthly subscription service that offers free delivery from subscribed restaurants.

The idea of Jahez Prime was not an innovation but rather a global service available in various apps, including Amazon.

Reasons for Starting Jahez Prime

The speaker explains the reasons behind starting Jahez Prime.

Reasons for Starting Jahez Prime

The decision to start Jahez Prime was influenced by its success in other apps globally.

It provides a monthly subscription for free delivery from subscribed restaurants.

Features of Jahez Prime

The speaker discusses the features of Jahez Prime and its future developments.

Features of Jahez Prime

Currently, Jahez Prime focuses on free delivery as its main feature.

Additional features will be introduced, such as adjusting distances based on traffic conditions and driver availability.

For prime users, the distance limit is always set at 25 kilometers.

Pricing and Benefits of Jahez Prime

The speaker explains how pricing works for Jahez Prime and the benefits it offers to customers and restaurants.

Pricing and Benefits

The price of Jahez Prime varies and can change monthly or weekly.

The fair price range for Jahez Prime is between 75 and 95.

Customers who order frequently may find it beneficial to pay the higher price.

Restaurants benefit from increased orders from Prime customers, as they are more likely to order from subscribed restaurants.

Advertising Benefits for Restaurants

The speaker discusses the advertising benefits that restaurants gain by being part of Jahez Prime.

Advertising Benefits

Being part of Jahez Prime serves as an advertisement for restaurants, as Prime customers are more likely to order from them.

Free delivery is a feature that attracts customers to choose Prime restaurants over others.

Impact on Customer Choices

The speaker explains how free delivery influences customer choices and shares the percentage of restaurants subscribed to Jahez Prime.

Customer Choices and Restaurant Subscription

Free delivery influences customer choices, but it does not guarantee a complete shift in preferences.

The availability of free delivery may increase the likelihood of ordering from a particular restaurant.

More than 30% of restaurants have subscribed to Jahez Prime, providing benefits to all parties involved.

Understanding the Business Model

In this section, the speaker explains the business model of Jahez and how it benefits both the insurance company and the insured person.

Jahez's Business Model

200 people used their insurance more than its value, while 80% used less.

Both the insurance company and the insured person benefited from this model.

The same concept applies to Prime subscriptions, where some customers order more than others.

Jahez focuses on increasing value rather than increasing prices.

Expanding Features and Increasing Value

The speaker discusses the possibility of adding more features to Jahez in addition to free delivery and emphasizes the importance of continuously increasing value for customers.

Adding More Features

It is expected that Jahez will add more features in addition to free delivery.

The goal is to continuously increase value for customers.

Building Trust and Perception

The speaker talks about building trust with customers and how Jahez has gained a reputation for quick delivery, even though some perceive it as being more expensive than other apps.

Building Trust with Customers

A customer mentioned ordering from Jahez when hungry because they were confident in quick delivery.

Trust has become associated with Jahez due to its reliable service.

Market Value Comparison

The speaker addresses a question about whether being perceived as second instead of first impacts Jahez's market value.

Market Value Comparison

When asked if they are second in market value, the speaker questions where this information comes from.

Reliable statistics are needed to determine market rankings.

The speaker mentions an unknown app claiming to have a certain percentage of orders but questions its credibility.

Jahez's Position in the Market

The speaker discusses Jahez's position in the market and emphasizes their claim of being the first app in the Kingdom, despite not having reliable numbers or references.

Jahez's Position

There are no big statistics available to determine market rankings.

Jahez claims to be the first app in the Kingdom based on their slogan and customer perception.

Number of Subscribers and Sponsorship

The speaker talks about the number of subscribers and explains how they decided to sponsor Al-Hilal club.

Number of Subscribers

The number of subscribers changes daily, but it is a large number, possibly tens of thousands or more.

Sponsorship Decision

The decision to sponsor Al-Hilal club came from a belief in sports investment and a history with sponsorships.

It was also influenced by a fierce price war between two apps that affected Jahez's market value.

Importance of Sports Investment

The speaker explains why they believe in sports investment and how it impacts various industries such as manufacturing, tourism, and entertainment.

Importance of Sports Investment

Sports investment is seen as important for various industries.

It is believed that sports contribute to economic growth and development.

Many companies initially viewed sponsorship as a waste of time or money, but this perspective has changed over time.

Strategic Decision Making

The speaker discusses strategic decision-making regarding entering into a price war with competitors and why they chose not to participate.

Strategic Decision Making

Jahez considered entering a price war with competitors who offered discounts, free delivery, and cashback.

However, they did not believe in this method and did not have the financial resources to sustain such a war.

Instead of engaging in a price war, they received an offer from Al-Hilal club for sponsorship.

Sponsorship as a Strategic Move

The speaker explains how sponsoring Al-Hilal club was a strategic move that aligned with their belief in sports investment and helped them overcome market challenges.

Sponsorship as a Strategic Move

Sponsoring Al-Hilal club was seen as a strategic move due to their belief in sports investment and their interest in the sport field.

It also helped Jahez overcome market challenges caused by fierce competition and price wars.

Financial Considerations

The speaker discusses the financial considerations involved in sponsoring Al-Hilal club and how it compared to spending on discounts and cashbacks.

Financial Considerations

Sponsoring Al-Hilal club required significant financial resources but was seen as more beneficial than spending on discounts and cashbacks.

The decision to sponsor Al-Hilal club was influenced by both their belief in sports investment and the ongoing price wars.

Sponsorship and Benefits

In this section, the speaker discusses the benefits of sponsorship and the impact it had on their brand. They also highlight the smart decision to renew the sponsorship before it ended.

Sponsorship Impact

The speaker mentions that they were smart in choosing sponsorship, as it showed in every selfie and had a significant impact on brand visibility.

Al-Hilal benefited from the sponsorship financially, while Jahez gained brand recognition and increased sales.

The speaker emphasizes that Jahez's sponsorship renewal one year before it ended was a smart move, as it demonstrated their belief in the future growth of the league and stronger competitions.

Blue App Partnership

The speaker introduces Blue app as a separate topic from sponsorship but connected to it.

Activation is crucial for sponsorships, and Jahez successfully engaged with fans through their sponsorship activation efforts.

Jahez proposed a partnership with Al-Hilal to create a shared app called Blue, leveraging their respective strengths in technology and management.

The discussion with Al-Hilal regarding Blue was smooth due to mutual understanding of sports and business.

Ownership Structure

Blue's initial value is estimated at more than 500 million. Jahez owns 51% of Blue, while Al-Hilal owns 49%.

The decision for Jahez to own 51% was based on ensuring better management control and aligning with their trading company approach.

Financial Returns

Blue alone is expected to generate significant profit for Jahez, with a financial return of 100 million in the first five years and an estimated 140 million in the next two years.

Jahez also provides logistic support and prizes to Al-Hilal, making the partnership beneficial for both parties.

Blue Store and Revenue

In this section, the speaker discusses the revenue model of Blue store and its potential growth. They also touch upon ticket revenue sharing.

Revenue Model

Jahez earns commission from selling tickets through Blue store.

The number of orders achieved in Blue store is not specified.

Growth Potential

The speaker expects Blue to enter the unicorn world with a value exceeding 1 billion.

The company anticipates commercial success from Blue, regardless of other earnings within the five-year period.

Timestamps are approximate and may vary slightly.

The Benefits of Investing in Sports

The speaker discusses the various sectors that benefit from investing in sports, such as tourism and manufacturing. They provide an example of how their company, Jahez, benefits through investments in players' pictures and merchandise sales.

Benefits for Various Sectors

Investing in sports has positive impacts on multiple sectors, including tourism and manufacturing.

Jahez benefits from investments in players' pictures and merchandise sales.

Al-Hilal t-shirts have been shipped to 37 countries, indicating the global reach of their products.

Global Reach of Al-Hilal Merchandise

The speaker highlights the international demand for Al-Hilal merchandise. They mention receiving orders from countries like Brazil, South Korea, Venezuela, Bosnia, America, France, Spain, etc., even before the league has started.

International Demand for Al-Hilal Merchandise

Orders for Al-Hilal merchandise have been received from various countries around the world.

Despite the league not starting yet, there is already a significant interest in purchasing Al-Hilal merchandise.

The number of players arriving at Al-Hilal is increasing rapidly.

Growth of Al-Hilal Players and Future Plans

The speaker mentions that four new players have recently arrived at Al-Hilal. They anticipate that by the time this episode is published, there will be a total of eight new players. Additionally, they discuss exclusive news about selling Al-Hilal t-shirts to 37 countries.

Arrival of New Players and Expansion Plans

Four new players have recently joined Al-Hilal.

By the time this episode is published, it is expected that there will be a total of eight new players.

Al-Hilal t-shirts are being sold to 37 countries, indicating the global popularity of the team.

The Importance of Sports Sponsorships

The speaker emphasizes the significance of sports sponsorships, particularly in relation to their company, Blue. They discuss how sponsoring TV broadcasts and investing in sport-related industries can have positive impacts on brand visibility and customer reach.

Importance of Sports Sponsorships

Blue believes in the sport industry and sponsors TV broadcasts through SSC (Saudi Sports Company).

By sponsoring TV broadcasts, they can reach customers in other Gulf countries like Bahrain and Kuwait.

Investing in sports is seen as a beneficial move for both the country's economy and companies like Blue.

Reasons for Sponsoring Formula E

The speaker explains why they chose to sponsor Formula E. They mention two reasons - believing in sports as a vehicle for reaching a wider audience quickly and considering themselves a national company with an obligation to support national heroes.

Reasons for Sponsoring Formula E

Belief in sports as an effective means of reaching a wide audience quickly.

Consideration of Jahez as a national company with an obligation to support national heroes.

Sponsoring entities like Formula E helps strengthen their brand presence compared to more established companies.

Involvement in Various Activities

The speaker discusses Jahez's involvement in various sports activities such as volleyball, golf, basketball, camel races, and horse racing. They highlight the impact these sponsorships have on brand recognition and market positioning.

Involvement in Multiple Activities

Jahez is present across various sports activities including volleyball, golf, basketball, camel races, and horse racing.

Sponsorships have a positive impact on brand recognition and market positioning.

Marketing campaigns in collaboration with banks or wallets like STC Pay are also mentioned.

The Importance of Sports Marketing

The speaker emphasizes the importance of sports marketing and challenges the notion that it is a waste of money. They compare international companies' investments in sports sponsorships to highlight its effectiveness as a marketing strategy.

Importance of Sports Marketing

Sports marketing is an effective way to promote brands and reach a wider audience.

Many international companies sponsor sports events and leagues, indicating the value they see in this form of marketing.

Companies should not overlook the potential benefits of investing in sports sponsorships.

Government Support for Sports

The speaker discusses the support provided by the government for sports activities. They emphasize that every riyal spent on sport receives significant returns and encourage companies to take advantage of the current sport movement.

Government Support for Sports

Every riyal spent on sport receives significant returns, with current support from the government leading to even higher returns.

Companies that do not participate in this sport movement will miss out on opportunities for growth.

The Ministry of Sport encourages companies to invest in sports as it benefits both them and the country's economy.

Benefits of Joining the Sport Movement

The speaker highlights the importance of joining the current sport movement, which includes entertainment and tourism. They urge companies to align themselves with this trend rather than considering it a waste of money.

Benefits of Joining the Sport Movement

The current sport movement brings opportunities for growth in various sectors such as entertainment and tourism.

Companies that align themselves with this movement can benefit from increased brand visibility and market opportunities.

Joining the sport movement is not a waste of money but a strategic investment.

Marketing Campaigns in Collaboration with Banks

The speaker mentions marketing campaigns conducted in collaboration with banks or wallets like STC Pay. This partnership helps promote their brand and reach a wider audience.

Marketing Campaigns in Collaboration with Banks

Jahez conducts marketing campaigns in collaboration with banks or wallets like STC Pay.

These partnerships help promote their brand and reach a wider audience.

Collaborative marketing efforts contribute to the overall success of Jahez as a company.

The Benefits of Cashback Campaigns

In this section, the speaker discusses the benefits of cashback campaigns as a marketing strategy and addresses concerns about customer refunds.

Cashback as a Marketing Strategy

Cashback campaigns are seen as effective marketing movements that involve shared projects between Jahez, banks, or other entities.

The cost is distributed between Jahez and the partnering entity.

Despite customers receiving a refund for their purchases, cashback campaigns can be useful in comparison to other marketing methods.

Long-Term Customer Engagement

While individual cashback campaigns may result in short-term losses if sales do not cover the campaign costs, they contribute to long-term customer engagement.

By offering cashbacks, businesses attract new customers who are interested in using the app for future purchases.

This creates a cycle where customers continue to use the app and benefit from cashbacks, leading to ongoing loyalty and repeat business.

Addressing Concerns and Complaints

Some may argue that offering cashbacks leads to issues and complaints from customers.

However, the percentage of issues is generally low, with most complaints coming from vocal individuals on platforms like Twitter.

It is important for satisfied customers to provide positive feedback and compliments instead of remaining silent or only focusing on negative experiences.

Misunderstandings can occur regarding campaign terms and conditions. Instead of accusing companies of misleading advertisements, it is better to communicate directly with them.

PIK Platform and Separation from Jahez

In this section, the speaker explains the purpose behind establishing PIK platform as a separate entity from Jahez and discusses their stance on super apps.

Separation of PIK Platform

Similar to Facebook's subsidiaries under Meta, Jahez established PIK platform as a separate entity to differentiate its services.

Jahez is the name of the company and the delivery app, while PIK serves a different purpose.

Super Apps and Jahez's Perspective

The speaker expresses their opposition to the concept of super apps, which aim to provide multiple services within one inclusive app.

They believe that super apps can be crowded and point out that only a few have succeeded globally.

Despite this stance, Jahez acknowledges the importance of working in the field of development.

Introduction to PIK Platform

PIK platform is a new and distinct project from Jahez.

It focuses on ecommerce and aims to revolutionize electronic commerce by introducing innovative ideas.

The evolution of ecommerce has seen advancements such as putting product names on websites, establishing warehouses in main cities, and implementing dark stores for quicker deliveries.

Evolution of Ecommerce and Quick Commerce

In this section, the speaker discusses the evolution of ecommerce from basic online product listings to quick commerce with dark stores for faster deliveries.

Early Stages of Ecommerce

Initially, ecommerce involved listing products on websites and fulfilling orders by collecting them from product owners' warehouses.

Deliveries could take up to one month but were generally satisfactory at that time.

Advancements in Ecommerce

Ecommerce companies started opening their own stores at headquarters to streamline order fulfillment processes.

This led to quicker deliveries within one week as products were readily available in these dedicated stores.

Introduction of Dark Stores

Dark stores are small warehouses strategically placed throughout cities for efficient order processing.

Orders are fulfilled from nearby dark stores instead of centralized warehouses, resulting in faster delivery times.

The rise of quick commerce reflects changing customer expectations for even faster delivery options.

By following this structure, you can create comprehensive and informative study notes from the given transcript.

Direct Commerce and Quick Commerce

In this section, the speaker discusses the concepts of direct commerce and quick commerce, highlighting their differences and benefits.

Direct Commerce

Direct commerce is a term that originated from Jahez company and is now used globally.

It involves making the store itself the warehouse, eliminating the need for additional storage facilities.

Unlike quick commerce, direct commerce offers unlimited access to all items available in the store.

There are no additional costs involved in direct commerce as the products are delivered directly from the store to the customer.

Quick Commerce

Quick commerce refers to selecting specific items from a dark store with a limited inventory.

It involves choosing a group of items, usually around 1000 pieces, rather than offering everything available in the store.

Additional costs may be incurred in quick commerce due to transferring items from the store to a separate warehouse.

Changing Shopping Behavior

This section focuses on how PIK is changing people's shopping behavior and its impact on traditional malls.

PIK introduces a new experience where stores become responsible for selling directly to customers instead of relying solely on warehouses.

Initially, there was some resistance to this new concept, but gradually more stores started adopting it.

The speaker expects PIK to continue growing and becoming a significant player in the market by 2024.

Traditional malls used to be popular destinations for entertainment purposes. However, shopping has now become more of a duty rather than an entertainment activity.

PIK aims to provide an alternative option for customers who want convenience without having to visit physical malls.

Supporting Mall Owners and Customers

This section highlights how PIK helps both mall owners and customers by offering electronic sales without the need for additional resources.

PIK helps mall owners by providing an additional source of electronic sales, allowing them to increase their revenue without significant investments.

Customers benefit from the convenience of shopping electronically while still supporting local businesses.

The speaker mentions that the number of stores and items available on PIK is continuously increasing, indicating its growing popularity.

PIK's business model follows a fixed percentage on orders, which varies depending on the category of products being sold.

Cloud Kitchens and Co Kitchens

This section discusses the launch of Co Kitchens, a cloud kitchen company, and its purpose in serving restaurants.

The speaker clarifies that Co Kitchens is not meant to compete with restaurants but rather support them.

Restaurants can utilize cloud spaces offered by Co Kitchens to expand their operations more easily.

While Jahez serves as a platform for restaurant delivery services, Co Kitchens provides additional infrastructure for restaurants to meet customer demands efficiently.

Opening Co Kitchens in Different Cities

The speaker discusses the business model of Co Kitchens and how they open branches in different cities.

Business Model and Costs

Co Kitchens can be opened in Buraydah, Hail, or Dammam after one week.

The main cost for opening a branch is zero as it costs the owner nothing.

Co Kitchens prepares the space and whole place for you and arranges delivery through Jahez and other apps.

The speaker takes a percentage of the work from the restaurant owners.

Cost of Preparing the Kitchen

The cost of preparing the kitchen is on the restaurant owners.

The speaker shares a percentage with them but does only foundation work.

Restaurant owners don't pay anything to Co Kitchens except for the percentage.

Payment from Restaurants

Restaurants pay Co Kitchens when they sell their products.

Both Co Kitchens and Jahez take a percentage from these sales.

Unknown Brands and Sales Conditions

If someone comes with an unknown brand that doesn't receive orders, there are conditions in place.

After three months, if sales do not reach a certain percentage, both parties may decide to discontinue working together.

Jahez Thali - A Service in Co Kitchens

The speaker explains Jahez Thali, which is a service provided by Co Kitchens for sweets stores.

Jahez Thali Concept

Jahez Thali collects items from different sweets stores into one menu.

This makes it easier for customers to order and helps advertise the stores.

It's not an actual restaurant but operates within Co Kitchens where multiple sweets stores have their brands on Jahez.

LOGI and Saned - Delivery Services

The speaker discusses the logistics and delivery services provided by LOGI and Saned.

LOGI Company and Drivers

All drivers of Jahez, Blue, PIK, and other companies follow LOGI.

LOGI is a logistics services company owned by Jahez.

More than 2000 drivers are under LOGI's sponsorship.

Saned System

Saned is an electronic system that serves Blue, PIK, and Jahez for managing the distribution process.

It will soon be available to any entity that needs distribution services.

Saned as an Independent Company

The speaker explains that Saned is owned by Jahez but will become an independent company.

Ownership of Saned

Saned is currently owned by Jahez, the parent company.

It deals with companies that need delivery services and those that have delivery capabilities.

Logi also deals with Saned for delivering orders from these three companies.

Establishing a Delivery Company

The speaker explains why they started an affiliated delivery company called 'Saned'.

Need for Last-Mile Delivery Services

As an application, they were not supposed to be involved in delivery.

However, there has been a severe shortage of last-mile delivery services for the past 8 to 10 years.

They had to establish a delivery company solely to serve their own needs.

Shortage in Quantity of Workers

The speaker discusses the shortage in workers for last-mile delivery services.

Shortage in Workers

There is a shortage in the number of workers for last-mile delivery services.

This issue is not limited to delivery apps and affects various sectors.

Last Ten Days of Ramadan

The speaker talks about the heavy traffic and demand for courier companies during the last ten days of Ramadan.

Demand During Ramadan

Twitter is filled with snapshots of courier companies during this period.

There is heavy traffic on the roads as they make their way to the warehouse.

The demand for delivery services increases significantly during this time.

Saudization in Delivery Sector

The speaker mentions the suggestion of Saudization for the delivery sector.

Saudization in Delivery Sector

Some people suggest implementing Saudization in the delivery sector to address the shortage in quantity.

Job Opportunities in Delivery Services

This section discusses the various job opportunities available in the delivery services sector, specifically focusing on Saudi nationals and non-Saudis.

Job Opportunities for Saudis

Saudi nationals can sign up directly with Jahez to become freelance delivery drivers. They need to meet simple conditions such as having a car and a driver's license.

The job offers flexible working hours and is suitable for Saudis who are looking for temporary employment or students in need of financial support.

Job Opportunities for Non-Saudis

Non-Saudis can work with one of the 200 logistics companies operating in the field.

Some non-Saudi workers are sponsored by these companies, while others are not.

There is no clear regulation regarding freelance work permits for non-Saudis yet.

Temporary Work with Sponsor's Consent

Non-Saudis can temporarily register with a delivery company if they have their sponsor's consent. The sponsor should be a company sponsor, not a personal one.

This temporary work opportunity allows individuals to gain experience and support themselves financially.

Saudization of the Sector

The speaker expresses disagreement with both complete Saudization of the sector and excluding Saudis from working as couriers.

The focus should be on improving professionalism among all couriers, regardless of nationality.

Incentives for Couriers

This section discusses an initiative to incentivize Saudis to work as couriers by offering rewards such as cars after completing a certain number of orders.

Car Incentive Program

A marketing idea was implemented where individuals could work as couriers for one year, completing an average of five orders per day.

At the end of the year, those who met the requirements would be rewarded with a car.

The program aimed to attract more Saudis to work as couriers and invest in the sector.

Regulatory Framework and Affiliated Companies

This section provides information about the regulatory framework for the delivery services sector and mentions affiliated companies.

Regulatory Framework

The delivery services sector operates under a new mechanism connected to several authorities, including the Communications Commission, Transport Commission, Ministry of Municipalities, and Ministry of HR.

The systems are still being developed, but there is cooperation among the authorities.

While there are no direct costs from government entities, there is regulation that benefits the sector.

Affiliated Companies

'Jahez' is an application affiliated with the parent company 'Jahez' and its logistics company 'Logi.' It also includes applications like 'Pick' for women and 'Blue' for sports-related products.

Another affiliated company called 'The Red Color' is an investment company that invests in two fields.

The transcript provided does not cover all sections of the video.

An example of 'Red Color' investments

The speaker discusses an example of 'Red Color' investments and how they contribute to the overall image of the company.

Investing in logistics companies

'Nana' application is a full investment, but it could also involve investing in two logistics companies, one Saudi and one Gulf-based.

Importance of logistics companies for 'Jahez'

Logistics companies like 'Logi' are necessary for the overall image of 'Jahez'.

For example, investing in a company that supplies restaurants with wholesale sales electronically helps complete the overall image.

Benefits and collaboration with other companies

Investments in 'Nana' and 'Hala' benefit the parent company, 'Jahez', but it varies.

The investment in 'Nana' is for pure growth, but there are connections between the apps.

Collaboration among companies can be seen through integration of 'Nana' within the 'Jahez' application.

However, the investment does not influence their decision to stay with us or not.

Taking over 'Marn'

The speaker explains why they took over the app called 'Marn'.

Reason for taking over

They took over 'Marn' for 60,000,000 Saudi Riyals because it is part of the platform they need.

It helps complete the overall image for the digital economy as they expand in this field.

Bringing additional talent

By investing in and taking over an app like 'Marn', they brought additional talent to their company.

This move aligns with a globally recognized field and helps in hiring a complete, homogeneous team.

Future goals

Their future goal is not necessarily to take over store services provided to traders.

They engage with what represents their complete overall image.

Government goals and alignment

The speaker discusses the government's goals of creating billion-dollar companies and national heroes, and how 'Jahez' aligns with these goals.

Government goals

Creating national heroes is a government goal, along with establishing billion-dollar companies.

'Jahez' strives to achieve these government goals and wishes to be part of them.

They align with the 2030 vision at the same time.

Contribution to success

Aligning with the government's vision can be considered as achieving success for companies.

It also contributes to the success of the country as a whole.

Taking over 'The Chefz' app

The speaker explains why they decided to take over 'The Chefz' app.

Rapid growth and competencies

Taking over similar companies is one way to achieve rapid growth in terms of revenue and customers.

'The Chefz' has its own competencies that make it a special case nationally.

Targeting different classes

'The Chefz' has exclusive services for certain classes of people.

Initially targeting upper-class customers, they later expanded their reach to lower classes.

Operating in this field benefits 'Jahez'.

Real competitor

The speaker clarifies who their real competitor is and discusses the competition in the market.

Real competitor

The real competitor of 'Jahez' is the international German company 'Delivery Hero'.

They dominate the market and have outperformed all competitors, including 'Hungerstation'.

Competition authority intervention

The Competition Commission intervened when 'Delivery Hero' tried to enter the market.

They examined the situation during stock market trading hours on 'The Chefz' app.

Standing up to competition

'Jahez' stood up to 'Delivery Hero' and expanded to Bahrain and Kuwait.

The issue with the competition authority has been resolved.

Acquisition Deal and Approval Process

In this section, Abdulrahman Alshabanat and Abdulrahman Almarshad discuss the acquisition deal and the approval process.

Acquisition Deal

The deal did not go through for reasons unknown to them.

The timeline for the deal has been extended.

They have not received approval from the Competition Commission yet.

There is a possibility that the approval may not come through.

Possibility of Approval

This section focuses on discussing the possibility of approval for the acquisition deal.

When asked if it is possible that the delay in approval is due to the Competition Commission or something related to "The Chefz," they confirm that it is a possibility.

They mention that there are multiple steps involved in an acquisition, including approval from both the Competition Authority and the Capital Market Authority.

The deal includes a stock grant, which means not all of it will be in cash.

Partnerships and Services

This section discusses partnerships with government entities and private organizations for various services.

They have a partnership with 'Raedah' for finance, along with several other partnerships with government entities and private organizations.

For restaurant and store financing, they have a partnership with Business Enterprises Bank.

They do not have authority to deduct financing from restaurant earnings as a standard procedure. Instead, they provide assurances to financiers about smooth operations.

Maintaining Activity Levels

This section focuses on maintaining activity levels for restaurants receiving financing through their service.

Restaurants receiving financing must maintain a certain level of activity aligned with their business volume.

They have partnerships with 'Theeb' for car rental and 'Logi' for delivery services.

They are working with government entities to eliminate unprofessional couriers and improve the overall quality of service.

Transitioning to Professional Couriers

This section discusses the transition to professional couriers and the challenges involved.

There was a suggestion from some government entities to make all workers professionals immediately, but they realized it could oversaturate the market.

Instead, they compromised on a timeframe of three to four years to transition all workers into professionals.

They have investment companies like 'Barq' and 'Parcel' and are working with logistics companies to improve organization in the industry.

Establishing Logistics Companies

This section focuses on establishing logistics companies for last-mile services.

The speaker strongly recommends establishing logistics companies for last-mile services, despite requiring patience.

Within the next two years, as non-professionals leave, they anticipate having a well-structured market with significant growth potential.

Competition Field

This section discusses the competition field in the industry.

Notable competitors mentioned include 'Jahez', 'HungerStation', 'Marsol', 'ToYou', and 'The Chefz'.

The speaker views these companies as reputable and sees potential for direct investment in them.

The market is large and has room for more companies to join.

Launching Experience

This section reflects on the experience of launching their company.

The launching experience had its ups and downs, but overall it was a valuable learning experience.

The speaker believes that their approach of building and operating their own company has been beneficial, as opposed to waiting for international firms to buy them.

Decision-Making Process

This section discusses the decision-making process within the company.

The challenging aspect is that decisions used to be made by a small group of owners, which made the process faster.

As the company grew, decision-making became more complex but also allowed for more value, recognition, and respect.

Impact of Globalization on Work

The speaker discusses the impact of globalization on work and how it has led to increased stress and the need to satisfy partners from different countries.

Changes in Work Dynamics

Before, work was smoother and quicker due to partners being nearby.

Today, with partners from different countries, there is more stress in keeping them satisfied.

The speaker mentions that owners from South Africa entrust their work to them.

'Jahez' as a Saudi Company

'Jahez' is one of the top two or three Saudi companies with the most foreign investors.

The number one company in terms of foreign investors is 'Aramco'.

Evaluation of 'Jahez' IPO

Some people commented that 'Jahez' IPO was overvalued due to its nearly 60% drop in stock price.

However, the speaker clarifies that 'Jahez' does not evaluate the offering themselves.

Evaluation comes from 'Bayut', banks, and investors who determine the share's value.

Profits for Early Investors

There was a group of investors who invested in 'Jahez' before the offering.

These individuals invested large sums which multiplied by 20 to 25 times after the offering.

Many early investors chose to sell their shares at a significant profit.

Founder's Investment After Offering

It is unusual for founders to buy shares after an IPO, but the speaker bought shares when the stock price dropped.

They had cash on hand and wanted to put it to use.

Fluctuating Stock Price

The speaker explains that while 'Jahez' is much larger than before, its stock price fluctuates.

Comparisons between 'Jahez' and other companies like Aramco are irrelevant.

Reasons for Stock Price Drop

Some people argue that the stock price drop was due to overhype and investors leaving.

However, the main reason is that a group of investors made significant profits and chose to sell their shares.

Factors Affecting Profits

The speaker addresses factors affecting 'Jahez' profits, including delivery costs, government regulations, and investments in other companies.

Story Illustrating Profit Calculation

The speaker tells a story about two brothers who received a traditional house and 100,000 riyals each.

One brother rented the house while the other demolished it and built a new building.

Over time, the brother who rented made consistent profits while the other faced construction costs.

Delivery Costs and Government Regulations

Some people claim that there was a significant drop in 'Jahez' profits due to increased delivery costs and government regulations.

The speaker mentions that while delivery costs fluctuate, they are not the main reason for profit changes.

The establishment of 'Logi', the logistic company, incurred non-recurring costs.

Investment in Other Fields

The speaker clarifies that 'Jahez' spent on various investments like 'PIK', 'Jahez' Bh, 'Jahez' Kw, and 'Logi'.

While these expenses may seem like losses, they are actually investments in other fields.

Long-Term Returns

The speaker confirms that these investments are considered long-term returns.

They explain that only checking this year's profits does not reflect the overall situation.

Costs of Establishing 'Logi'

The main costs were associated with establishing 'Logi', which involved hiring drivers to work longer hours.

Getting licenses took several months, resulting in additional logistics costs.

Future of 'Jahez'

The speaker discusses the future of 'Jahez' and their investment strategy within the framework of authority regulations.

Investment in Applications

While not interested in being a 'Super App', 'Jahez' invests in applications.

They are against being a 'Super App' as a principle but believe in investing in specific applications.

Company Growth and Expansion

The speaker discusses the growth and expansion of the company, including the introduction of new services like "Buy Now, Pay Later".

Company Goals

The company aims to grow, evolve, and expand its services.

Services like "Buy Now, Pay Later" will be introduced in the future.

Fair Distribution of Costs

The costs are distributed fairly among traders.

Introduction of More Services

The company plans to introduce more services in the near future.

Main Goals for Jahez App

The goal is for the Jahez app to not represent more than 20% of the parent company.

Geographical expansion is a priority both horizontally (to other Gulf countries) and vertically (operating in multiple fields).

Future Plans and Challenges

The company plans to operate in fintech and logistics sectors.

Drone delivery is a topic often brought up but it will take time due to various factors such as government regulations, licensing, designated pathways, and specific takeoff/landing times.

Research and development on drones and self-moving cars are being conducted in coordination with KAU in Rabegh.

Embracing the Future

The speaker emphasizes the importance of preparing for the future and being part of it. They discuss collaborations with an American company for research purposes.

Being Prepared for the Future

It's important to prepare oneself for the future.

While drone delivery may not happen soon, it's crucial to stay proactive rather than sitting still.

Research collaborations with an American company are underway, focusing on indoor locations such as Al-Raidah Digital City.

Belief in Success

The speaker expresses their belief that Jahez is a successful company.

They feel proud to be part of the company's success, which is attributed to ambitious young Saudis and their belief in the potential of their country.

Gratitude and Support

The speaker expresses gratitude towards various government entities for their support and contributions to Jahez's success.

Fortunate to Be in Saudi Arabia

The speaker considers themselves fortunate to be in a generous country like Saudi Arabia.

They acknowledge the guidance of God and the support received from government entities such as the Ministry of Communications, Ministry of Transportation, Ministry of Municipalities, and Ministry of Health.

Clarity of Vision

The clarity of vision in the country helps individuals and companies keep up with progress.

Opportunities are open for everyone to contribute and benefit from.

Conclusion

The transcript covers topics related to company growth, expansion plans, future goals, challenges, embracing innovation, research collaborations, gratitude towards supporters, and the importance of being prepared for the future.