Our Chairman

LE FastCounter

OUR CHAIRMAN

Mr. Ali Shawki

As it can be noticed from the enclosed, I was in a French School, then I graduated from Ain Shams University in June 1967 and got my B.Sc. in Mechanical Engineering. I have worked in the automotive industry for the last 33 years. During the first ten years I was working as a user Service or Parts Manager in the Government sector in Libya and Egypt then in the last 23 years in all functions of Marketing Automotive goods ( General Manager, Branch Manager, Sales and Marketing Manager) with highly successful diversified groups in several countries in the Middle East mainly, Egypt, U.A.E, Kuwait and Bahrain. The products handled during this period are from world leading manufacturers and renowned establishments.

A lot of training and experience in all aspect of Automotive Business Management were acquired during my career. Also in January 1985, I enrolled to Kennedy Western University (California, U.S.A.) in their international external non-accredited except in California degree program for Doctorate, with thesis as follows: " The marketing strategy, concepts, methods and integration with other strategies of enterprise for development of viable overall strategic plans." Which I have completed in August 1986.

The learning from the above study and experiences acquired in my long employment in the automotive industry was intensively and extensively used in practice in the assignments held in U.A.E., Kuwait, Bahrain and now in Egypt.

I am currently involved in Launching A & A Trading Enterprises in Egypt as Owner and Managing Director.

To clarify my way of thinking while performing my duties, please reads the following:

First in matter of Competition, long ago, I mean around mid eighties, I begun implementing Porter analysis and then Value Chain beginning of the nineties. Also Kotler relationship marketing is always used.

I also want to clarify that I don’t stop learning, as it is the norm of survival in the current environment. I am also experimenting currently the use of balanced scorecard as a basis for my way of management decisions, measuring and controlling.

Using the balanced scorecard as the performance measures for the company give me the way to compete in the tough competition of today knowledgeable, speedier, value seekers, quality conscious markets. Also it is integrating short, medium, and long term objectives and strategies, in my decisions of today. Under this concept, I build objectives and strategies to achieve them, on the basis of four perspectives: Financial, customers, processes, and learning and growth.

1) Financial Perspectives.

Building a Balanced Scorecard encourage business units to link their financial objectives to corporate strategy. The financial objectives serve as the focus for the objectives and measures in all the other scorecard perspectives. Every measure selected should be part of a link of cause- and- effect relationships that culminate in improving financial performance. The scorecard should tell the story of the strategy, starting with long-run financial objectives, and then linking them to the sequence of actions that must be taken with financial processes, customers, internal processes, and finally employees and systems to deliver the desired long run economic performance. For most organizations, the financial themes of increasing revenues, improving cost and productivity, enhancing asset utilization, and reducing risk can provide the necessary linkages across all four scorecard perspectives. For each of the three strategies of growth, sustain and harvest, there are three financial themes that drive the business strategy:

- Revenue growth and mix - Cost reduction/productivity improvement

- Asset utilization/ investment strategy

2) Customer Perspective

In The Customer Perspective of the Balanced Scorecard, I identify the customer and market segments in which I have chosen to compete. These segments represent the sources that will deliver the revenue component of the company’s financial objectives. The customer perspective enables companies to align there core customer outcome measures- satisfaction, loyalty, retention, acquisition and profitability- to targeted customers and market segments. It also enables them to identify and measure, explicitly, the value propositions they will deliver to targeted customers and market segments. The value propositions represent the drivers, the lead indicators, for the core customer outcome measures. Again here we highlight that the core measurement group of customers outcomes is generic and includes:

- Market share - Customer retention - Customer acquisition

- Customer satisfaction - Customer profitability

3) Internal business process perspective

For The Internal Business Process Perspective, we must identify the processes that are most critical for achieving customer and stockholders objectives. We typically develop our objectives and measures for this perspective after formulating objectives and measures for the financial and customer perspectives. This sequence enables us to focus our internal-business-process metrics on those processes that will deliver the objectives established for customers and shareholders. This will include: Innovation, Operations, and Postsale service.

4) Learning and Growth perspective

The Fourth and Final Perspective on the scorecard develops objectives and measures to drive organizational learning and growth. The objectives established in the financial, customer, and internal-business-process perspectives identify where the organization must excel to achieve

Breakthrough performance. The objectives in the learning and growth perspectives provide the infrastructure to enable ambitious objectives

(present or future, short or long term) in the other three perspectives to be achieved. They are the drivers for achieving excellent outcomes in the first three scorecard perspectives. The three core employee measurements are:

- Employee satisfaction - Employee retention - Employee productivity

After this we must identify the situation-specific, unique drivers in the learning and growth perspectives. Which must be drawn from three critical enablers: reskilling the work force, information systems capabilities, and motivation, empowerment, and alignment.

The above must be implemented with the guidance and concensus of  Management and Board of Directors.

Name : Ali Shawki Ahmed Shawki

Nationality : Egyptian

Date Of Birth : 19/01/1943

Marital Status : Married with two children, Ahmed and Amal.

Address : A & A Trading Enterprises

13,   Shams El Dine El Kofy, Heliopolis,  Cairo,  Egypt.

Telephone : 0202/ 6921757

Fax : 0202/ 6921757

Mobile: 020/0105006656

Email Address Residence: shaw4545@yahoo.com

or shaw4545@hotmail.com

1-School 1948- 1961.

College De La Salle, ( French Primary, Preparatory and Secondary School), in Cairo.

University 1961- 1967.

Ain Shams University in Cairo, graduated with B.Sc. degree in Mechanical Engineering Automotive Section with overall grade " Good ", June 1967.

3- Other Educational Training:

- Graduate training: Istituto Per La Reconstruzuione Industriale Roma, Italy 1968- 1969.

- Practical training: Azienda Alfa Romeo Milano 1968-1969.

- National Planning Institute, Egypt, 1972-1973.

- 30 hours training: In management principle at American University in Cairo, 1980.

- 30 hours training: In sales management at the American University in Cairo, 1980.

All following courses were taken at Al- Futtaim Management Development Center:

- The use of credit in marketing, December 17th, 1980.

- The new managerial grid Seminar, May 23rd-28th, 1981 ( 60 hrs. ).

- Basic management concepts & skills, June 20th-25th, 1981 
( 40 hrs. ).

2. Training & Counseling concepts and skills, Jan 23rd- 27th, 1982

   ( 40 hrs).

   - Sales grid Seminar, May 27th-31st, 1982 ( 40 hrs. ).

   - Communication Concepts & Skills, May 31- June 3rd, 1982 ( 32 hrs ).

   - Appraisal Concepts & Skills, July 3rd-5th, 1983/24 hrs.

   - Managing Human Resources, Sewells Management Development Course, September 29th- October 3rd, 1984 ( 40 hrs ).

   - Improving Performance and Profits, Sewells Management Development

   Course, February 9th-11th, 1985 ( 24 hrs ).

   - Setting Objectives & Performance Standards, May 11th, 1986.

   - Controlling and Monitoring Performance, May 25th, 1986.

   - Financial Appreciation, June 15th-17th, 1986.

   - Performance Appraisal & Counseling Skills, June 29th- 30th, 1986.

   - Used Cars Sales Techniques, November 2nd- 3rd, 1986.

   - Performance Appraisal, November 22nd, 1986

   - Achieving R.O.I., June 22nd-23rd, 1987.

   - Profit Center Reporting, March 1988.

3. Courses in computers from 1985 till now. The last are Internet languages, Microsoft Office, Power Point and FrontPage 98.
4. Product training never stopped with Toyota, Bosch and Opel till now.

4- In January 1985 I enrolled to Kennedy Western University

( California, U.S.A.) in their international external non-accredited except in California degree program for Doctorate, with thesis as follows:

" The marketing strategy, concepts, methods and integration with other strategies of enterprise for development of viable overall strategic plans."

Which I have completed in August 1986.

5-Selected as a member of the International Who's Who of Professionals in 1999

6-

1-Managing Director of A & A Trading Enterprises.

2- From August 1993 till March 2000 working as Sales & Marketing Manager Mannai Motors in Bahrain.

Launching Opel products in Bahrain. In an environment with low industry attractiveness and high business strength. Although the Bahrain car market is saturated and Opel had a discontinuity of distribution in the Gulf for the last ten years. But due to internal strength of the supplier and excellent motivation of the local dealer, who is a big group, adding to his diversification in a lot of industries, by a late entry in the car industry, but with correct product and correct timing. After seven years in operation, we can claim that the exercise is very successful, as the awareness and the penetration of this product are improving, and we have the best results in comparison to the other Gulf agents. Also in Bahrain we were ranking number 8, and second after Mercedes Benz within the Europeans.

Analyzing market opportunities, researching and selecting targets markets, designing marketing strategies and planning marketing programs for all aspect of the marketing mix. This was done in consultation with the Managing Director to whom I was reporting. Also all contacts with the supplier and negotiation. I was operating as consultant for the whole project. The implementation of the above was done by a small team that I was Managing. Also training of sales, after sales staff and coordinating my activity with parts, service and finance.

3- From December 1992 till July 1993 working as a consultant in Marketing for Ghabbour Brothers in Cairo For their Bosch and Hyundai operation.

4- From December 1989 till August 1993 working as Group Sales Manager, Mohamed Naser Al-Sayer & Sons Est., agent for Toyota, Toyota Industrial Vehicles, Land rover and Mack Trucks and General Manager Bahra Trading.

The above company had the following activities:

a- Trading inside and outside Kuwait for the Toyota franchise for which Al Sayer Group is an exclusive distributor in Kuwait.

b- Sole distributor for Mack trucks, Land Rover, Hitachi excavator and Kawasaki wheel loaders in Kuwait.

I was responsible of the unit's sales of Toyota for re-export. And the units, parts and services for a diversified portfolio of products in a very competitive and turbulent market, especially in the reconstruction of Kuwait phase. A lot of negotiation was done in this phase with supplier in Japan, England and USA for product mix and finance. Also new products were added after the crisis like the Land Rover franchise. I was reporting to the managing Director & Chief Executive of the Al Sayer Group of Companies.

5- From June 1989 till November working as Automobile Manager Al Ain Branch for Al Massood Automobiles Nissan in United Arab Emirates.

6- From June 1988 to May 1989 working as Customer Sales Manager CITIBANK Dubai. Concerned about development and sales of their, then, newly established Consumer Credit Division for two products:

- Auto Finance

- Personal Loans

7- From October 1980 to June 1988 with Al- Futtaim Motors, TOYOTA , U.A.E. In different posts as follows:

- From August 1987 to June 1988, working as Regional Manager Dubai & N.E.

- October 1986 to August 1987, worked as Regional Manager Sharjah and N.E.

- November 1983 to October 1986, worked as Branch Manager Abu Dhabi. This branch had the highest turnover in the company.

- September 1981 to November 1983, worked as Branch Manager Al Ain.

- October 1980 to September 1981, worked as Fleet Sales Manager Abu Dhabi.

In all the above I was responsible of the units, parts and service sales. Also involved in all aspect of the marketing mix programs design of the company. Also a lot of different environment are involved in the above.

Also a lot of contacts was done and negotiation with Toyota, as I was managing very critical territories.

8- 1978-1980 worked as Parts manager & Parts Marketing Manager with Elektessadia Company, Cairo, Egypt. Who were Sole Distributor of Chrysler, Mitsubishi, I.H., Case, Cummins, Firestone and Kawasaki.

9- 1977- 1978, worked with El-Nile Goods Transport Company.

10- 1973- 1977, worked with Municipality of Sirt, Libya, as Municipality Engineer. Seconded from Egypt Organization for Inland Transport.

11- 1970- 1973, worked with Road Transport Ministry, Triply, Libya as Mechanical Engineer. Seconded from Egypt Organization for Inland Transport.

12- 1968- 1975, worked with the Organization for Inland Transport, Cairo, Egypt.

13- 1967- 1968, worked with Safaga Mining Company, Egypt as Mechanical Engineer.

Go To About A & A    or  Contacts