Vision To be the most loved lifestyle platform by providing the best stakeholder experience.
Consumer Foodservice Market Growth
The consumer foodservice market in Saudi Arabia,
which stands at USD 27.8 billion, is projected to
record a CAGR of 7.71% from 2023 to 2028 with the
Kingdom becoming a major market for fast food.
Young Demographics
Nearly 70% of the Kingdom’s population is under 30 years
of age. Increased smartphone penetration and exposure to
Western food trends is driving the growth of the foodservice
market, with many new players looking to enter the fray.
Market Drivers
Business Activities
The Jahez Group provides on-demand services, q-commerce, cloud kitchen infrastructure and last-mile delivery through a number of technology platforms. Jahez, the Group’s primary platform that functions predominantly as a food delivery application, connects customers, merchants and delivery partners in 90 cities representing nearly 90% of the Kingdom’s population. The Group’s growing number of business verticals are, as of now, represented by the brands Jahez, PIK, Co Kitchens, Logi and Red Color.
Jahez (Online Food Delivery)
Jahez is at the core of the Group’s business operations,
connecting merchants, customers and delivery partners,
meeting the logistical needs of all three. The platform offers
quick end-to-end delivery and on-demand services from
merchants to customers.
PIK (Quick Commerce)
PIK is a quick or q-commerce platform that connects customers
to merchants located within a 100 kilometer radius. The platform
offers merchants access to customers at affordable rates to
sell clothing, cosmetics, footwear and electronics, among other
products and brands of repute, in under three hours.
Co Kitchens (Cloud Kitchens)
Co Kitchens is focused on end-to-end commercial kitchens used
by merchants who don’t operate their own kitchen space to
serve food solely via digital delivery platforms. The subsidiary
provides holistic, turnkey solutions to restaurants in the form of
cooking and meal preparation facilities and other resources.
Logi (Logistics)
Logi is a wholly owned logistics subsidiary and centralized
platform that provides a fleet of delivery partners to merchants
in the local and regional markets 24/7, prioritizing Group
companies but also catering to the wider e-commerce and postal
logistics sectors at competitive rates.
Blu Store (Sportswear)
A platform specializing in selling and marketing sports related
products and services representing different leading brands.
Red Color (Investment)
As the Group’s investment arm, Red Color targets investments
that maximize its corporate value through strategic partnerships
that add value and align with existing solutions, financial returns
generating future gains or minimizing costs, and acceleration of
entry into new verticals.
Strategic Themes and Objectives
The Group has identified three primary strategic themes which have been cascaded into strategic objectives across the Group’s four main business verticals.
Strengthen the Group’s operations in existing geographies by winning market share and new customers and partners
Expand the business into supporting verticals and enter new geographies for future growth.
Differentiate Group’s services and offerings through continuous innovation.
Network effects
As the Group’s customer base grows and engagement increases, the order volume rises, attracting favored brands from
restaurants and merchants. Higher order volumes and merchant numbers translate to better opportunities for loyal
delivery partners, enabling more efficient logistical services with improved performance. This in turn leads to enhanced
customer experience as choices widen and delivery efficiencies increase, benefitting all partners.
Growth Drivers
Mission To exceed our stakeholder expectations by providing a seamless user-centric experience enabled by continuous technology innovation.
Market Drivers
Women Employment
With over a third of the Kingdom’s workforce now
made up of women, food delivery frequency has
increased significantly.
COVID-19 Pandemic
Smartphone penetration and delivery culture grew
despite an end to pandemic lockdowns, resulting in a
sustained growth of the online food aggregator market.
Strategy
The Group’s strategy is designed to implement its vision, mission and strategic themes taking into account its primary focus areas across all business verticals, which go on to make up the five main pillars of the Group’s strategy archetype, DRIVE, with comprehensive initiatives launched under each pillar.
Developing operations and strategic alliances
With a view to strengthening existing coverage and supporting
new expansions, this pillar is focused on streamlining operations for
increased customer satisfaction, both internally and by bringing in
new partners who can add value. The objective is to create a more
standout brand delivering a world-class customer experience.
Refining customer experience
This pillar is aimed at providing a superior stakeholder experience
so as to strengthen the Group’s competitive advantage through
positive experiences via increased engagement and improved
delivery and complaint resolution time. A continuously improving
customer experience is envisioned through this strategic pillar as the
company scales up.
Improving and implementing marketing and business development operations
Raising awareness is the objective of this pillar, ensuring maximum
visibility for all brands of the Group. State-of-the-art marketing
strategies are implemented via this pillar to make sure that all brands
associated with the Jahez name are easily identified and recalled
by customers, merchants and delivery partners. Maximum brand
awareness is envisioned through this strategic pillar as the company
scales up.
Vitalizing sustainability
The goal here is to ensure that the Group’s business operations and
future strategy are aligned with the three pillars of sustainability:
economic viability, environmental protection and social service,
positioning the Group as a socially responsible company with world
class sustainability standards.
Enabling a culture of organizational excellence
The final pillar focuses on the Group’s human capital, technology
and financial function capabilities to support sustainable growth
by instilling a culture of organizational excellence. A future-ready
organization is envisioned as part of this strategic pillar which also
aims to equip the Group with the capabilities it needs as it looks to
scale up across all verticals.
Shared Value Creation
For Jahez
- Order delivery fees per delivery, based on distance between customer and merchant locations
For Customers
- Fast delivery
- Unmatched customer experience across platforms
For Jahez
- Commissions charged per order placed
- ePayment fees
- Ad placements
- Other revenue
For Merchants
- Access to millions of customers
- Competitive commission rates, the lowest across
- Weekly payment cycle
- Analytics support
- Unique delivery model
- Quick onboarding
- Increased brand awareness
For Jahez
- A readily available pool of over 60,000 delivery partners
For Delivery Partners
- Flexible working hours
- Higher earnings through higher pay per trip
- Seamless onboarding process
- Incentive programs
- Additional revenue earning options
- 22 cash collection centers
- Live income-tracking
- Instant settlements
Growth Drivers
Brand affinity
The Group’s network grows as value provided to merchants, customers and delivery partners increases over time.
The company benefits from increased brand awareness and brand affinity, which can lead to lower acquisition costs
for all three success partners in the long term.