From 35f4d7753057c40ef25756145133213294911931 Mon Sep 17 00:00:00 2001 From: Claude Date: Mon, 15 Jun 2026 12:51:39 +0000 Subject: [PATCH 1/2] Add markdown conversions of ARTC commercial activation decks Converted two PPTX files (Execution Framework and Internal Business Case) to markdown using markitdown. https://claude.ai/code/session_019jHbF4eJRW1xSs4exts4Ry --- ...mmercial_Activation_Execution_Framework.md | 717 +++++++ ...rcial_Activation_Internal_Business_Case.md | 1698 +++++++++++++++++ 2 files changed, 2415 insertions(+) create mode 100644 ARTC_Commercial_Activation_Execution_Framework.md create mode 100644 ARTC_Commercial_Activation_Internal_Business_Case.md diff --git a/ARTC_Commercial_Activation_Execution_Framework.md b/ARTC_Commercial_Activation_Execution_Framework.md new file mode 100644 index 000000000..16c9c05fa --- /dev/null +++ b/ARTC_Commercial_Activation_Execution_Framework.md @@ -0,0 +1,717 @@ + + +TSS · SAPTCO · BUSINESS CONSULTING DEPARTMENT +ENGAGEMENT SNAPSHOT +SOURCE PROPOSAL +ARTC Commercial +Activation & Brand +Programme +Kynd · ARTC-001 v01 · May 2026 +VENDOR PATH C GROSS +SAR 870,000 excl. VAT +RECOMMENDED MODEL +Hybrid — Kynd Phase 1 + internal P2–P4 +Proposal-to-Project Execution Framework +HYBRID ENVELOPE +≈ SAR 275–420k +Methodology · project plan · resources · timeline · vendor vs. in-house vs. hybrid financial scenarios — converting the Kynd PACE proposal into an internally executable, gated programme. +ACTIVE DURATION +≈ 7.5 months (Timeline A) +AALAM ALREYADAH +TSS-PEF-ARTC-001 · v01 | June 2026 | Internal — leadership decision document + +### Notes: + + +SECTION 1 · EXECUTIVE UNDERSTANDING +A commercial activation system, not a campaign + +Kynd reframes ARTC's campaign brief: the prior campaign failed upstream — positioning, segmentation, channel fit, and sales infrastructure. The PACE system closes that gap. +VENDOR MARKET CLAIM +SAR 5bn +Saudi safety-training market by 2030 — unvalidated; verify before Gate 1 (ARTC data) + +KNOWN? +LOVED? +CHOSEN? + +Awareness & salience +Preference & trust +Market & performance +RoSPA monopoly — the only commercialized centre in KSA — is buried, not featured. Brand reads as one more generalist HSE provider. +Differentiators (practical, flexible, customized) are claims every competitor makes. SAPTCO's 45-year fleet legacy is not yet translated into ARTC equity. +Transactional motion: manual lead tracking, no account management, no buying-committee mapping. Growth infrastructure not yet in place. + +POSITIONING GUARDRAIL — NON-NEGOTIABLE: RoSPA + SAPTCO legacy = commercial spearhead only. The full HSE portfolio is the platform — no output may imply ARTC is road-safety-only. + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 02 + +### Notes: + + +SECTION 1 · SCOPE OF WORK +PACE — four phases, separately committed + +P + +A + +C + +E +Position +Activate +Convert +Elevate +≈ 5 weeks +≈ 8 weeks +≈ 8 weeks +6-mo minimum +SAR 65,000 +SAR 320,000 +SAR 185,000 +SAR 50,000 /mo +Segmentation Report · Master Credential Document (≤25pp, AR+EN): positioning, value props, buying-committee playbook, message house, target accounts +3 sector white papers · 6 A/B creatives · 3 LinkedIn ABM campaigns (~30 named accounts) · 200–250 leads in ≤60 days · lead capture + reporting +5 account narrative packs (4 DMU narratives each) · 5 proposal templates per Saudi procurement norms · enablement library · BD working sessions +3 executive content programmes (ghostwritten, 12+ wks) · company page management · paid amplification (LinkedIn, SEM, location ads) · monthly reports + +Per-phase commitment. Paths A (P1) / B (P1–2) / C (full) — exit ramps exist by design. +PATH C GROSS (P1–P3 + 6-MO P4) +excl. VAT (≈ SAR 1,000,500 incl. 15%) · media-spend treatment undefined — see gaps +SAR 870,000 + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 03 + +### Notes: + + +SECTION 1.7 · DUE DILIGENCE +Ten gaps — to close contractually before payment + +Media spend in or out? The proposal never states whether LinkedIn/Google budgets sit inside the SAR 320k and SAR 50k/month fees or bill as pass-through — a swing of est. SAR 120–200k on the vendor scenario. +#1 + +Payment milestones, invoicing & termination — all deferred to a future Engagement Agreement +“Qualified lead” undefined behind the 200–250 commitment; no revenue guarantee anywhere + +2 + +3 + +ARTC-side effort unstated: BD sessions, leadership workshops, spokesperson review time +IP ownership of MCD, white papers, creatives, and enablement library unaddressed + +4 + +5 + +Lead handoff is manual only — no system integration (mitigated: Zoho-model spreadsheet) +No KPI baselines beyond lead volume — no CPL, MQL→SQL, pipeline, or revenue targets + +6 + +7 + +Kynd delivery staffing unnamed — founder involvement vs. delegated team unknown +Language coverage: only the MCD is explicitly bilingual; white papers/content unspecified + +8 + +9 + +Case portfolio is B2C/retail/destination-weighted — no B2B accredited-training reference + +10 + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 04 + +### Notes: + + +SECTION 2 · PROPOSAL-TO-PROJECT CONVERSION +Project definition + +PURPOSE — convert ARTC's unclaimed structural advantage (sole commercialized RoSPA centre + SAPTCO legacy, as spearhead of the full HSE portfolio) into a defensible position, qualified pipeline, accelerated conversion, and a self-sustaining authority engine. + +MEASURABLE OBJECTIVES +IN SCOPE +All 4 PACE phases + Phase 0 Mobilise · message-house-level brand refresh · LinkedIn ABM + Google SEM · lead capture on Zoho-aligned interim spreadsheet · enablement of the 6-person BD team +Validated positioning + 3 priority sectors approved at Gate 1 +200–250 captured leads; ≥30 named accounts warmed in ≤60 days +≥5 priority accounts advanced ≥1 funnel stage, full DMU coverage +≥12 weeks of 3-spokesperson authority cadence with monthly reporting +Reusable enablement library + repeatable demand process handed to ARTC +OUT OF SCOPE — UNLESS APPROVED +Full visual-identity redesign · website rebuild (existing site hosts gated downloads with light config) · CRM procurement · B2C marketing · events · offline media · permanent marketing hires · any road-safety-only positioning + +SUCCESS CRITERIA +Positioning approved with guardrail intact · lead + account targets met in-window · 5 accounts demonstrably advanced · BD independently using the library in ≥2 live pursuits · spend within envelope · zero-rework Zoho migration + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 05 + +### Notes: + + +SECTION 3 · METHODOLOGY +Nine steps, five gates — PACE inside an internal PM shell + +Mobilise +Current state +Assessment +SH +BA +BA·MS + +0 + +1 + +2 +Charter, contract, baseline, governance +Validate vendor claims; pipeline & infra audit +Interviews, sector sizing, competitive audit + +Positioning +Content build +Readiness gate +MS·BA +MS·Dsgn +SM + +3 + +4 + +5 +Workshop, MCD, ~30 named accounts +White papers, creatives, capture infra +BD training, SLA, spokesperson roster + +Launch & run +Monitor +Close & handover +MS·BA +BA +SH + +6 + +7 + +8 +Campaigns + Convert + Elevate in parallel +Weekly dashboards, monthly reports +Library handover, Zoho migration, decision + +STAGE GATES — SPEND RELEASED INCREMENTALLY +→ +→ +→ +→ +G0 Charter & contract +G1 Positioning approved +G2 Launch readiness +G3 Campaign close / P4 call +G4 Closure + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 06 + +### Notes: + + +SECTION 9 · TIMELINE +Hybrid Timeline A — ≈ 26 weeks of managed delivery +W0 +W4 +W8 +W12 +W16 +W20 +W24 +W26 + +P0 Mobilise + +P1 Position + +P2 Build + +P2 Campaign (≤60d) + +P3 Convert + +P4 Elevate (12-wk core) + +Closure + +Gates / milestones + +M0/M1 +G1 +G2 +M4 +M5/M6 +G3/4 + +TIMELINE B OPTION (Leadership input): ≈ 4.5–5 months with +1 dedicated campaign/performance resource and part-time CRM/data support (+ SAR 110–140k). Vendor-led Path C compares at ≈ 7–8 months incl. the 6-month P4 retainer. + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 07 + +### Notes: + + +SECTION 10 · MILESTONES +Eight checkpoints with acceptance criteria + +W1 +Charter & model approved +TSS CEO signature; execution-model decision memo issued + +M0 + +W4 +Engagement Agreement executed +All 10 gaps closed in writing — media, IP, milestones, lead definition + +M1 + +W10 +Positioning approved — Gate 1 +3 sectors quantified; guardrail verified; AR+EN MCD delivered + +M2 + +W14 +Launch readiness — Gate 2 +SM signs readiness checklist; end-to-end test lead flows to spreadsheet + +M3 + +W22 +Campaign window closed +Lead count vs. 200–250 reported; CPL + quality analysis delivered + +M4 + +W24 +Conversion assets in BD use +Library observed in ≥2 live pursuits; 5 packs + 5 templates accepted + +M5 + +W24 +Authority programme established +12 weeks of 3-spokesperson cadence met; monthly reports issued + +M6 + +W26 +Closure & sustainment — Gates 3/4 +Closure report accepted; zero-rework Zoho migration; P4 decision memo + +M7 + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 08 + +### Notes: + + +SECTIONS 6–7 · TEAM & ACCOUNTABILITY +Resourcing on a ≈1.2 FTE internal core +CORE — TSS BUSINESS CONSULTING + +Programme manager — delivery, governance, gates, vendor mgmt +~30% + +SH + +BINDING CONSTRAINT +≈ 1.2 FTE + +Research, validation, dashboards, lead infrastructure, DMU maps +~30% +BA + +Total internal core capacity. Peak overload risk in weeks 14–24 when Activate, Convert, and Elevate run in parallel — the case for Timeline B augmentation or vendor support. + +Content, campaigns, white papers, amplification, ghostwriting coord. +~30% +MS + +Creatives, MCD layout, templates, post visuals +~30% +Dsgn + +RACI PRINCIPLES +Accountability never transfers to the vendor — internal roles shift to QA where Kynd produces +GM decides positioning, spokespersons, account list +TSS CEO decides envelope, gates, model changes +SM accountable for lead follow-up SLA; BD executes +RECURRING — ARTC & GROUP +GM (owner, ~4 hrs/wk) · CM (~10–15%) · SM (~15–20%, owns lead SLA) · TM (~10% + technical-authority spokesperson, may delegate to a senior RoSPA-accredited instructor) · BD team ×6 · SAPTCO group senior (P4 voice) · Finance/Procurement · Legal + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 09 + +### Notes: + + +SECTION 12 · GOVERNANCE +Light structure, hard decision rights + +STEERING COMMITTEE + +WORKING TEAM + +CAMPAIGN STAND-UP +Monthly · 45 min + gate sessions +Weekly · 30 min +Twice-weekly · 15 min (P2 only) +TSS CEO (chair), GM, SH; Finance at budget points. Gate decisions, envelope changes, escalations. +SH (chair), BA, MS, Designer, CM, SM; TM at content reviews; vendor lead if engaged. Delivery control, RAID, dashboard. +MS, BA, SM/BD delegate; vendor performance lead. Optimization calls, lead-flow watch during the 60-day window. + +DECISION RIGHTS +ESCALATION & REPORTING +GM — positioning, spokespersons, named-account list, launch window +TSS CEO — envelope, gates, execution-model changes +SH — day-to-day delivery within charter +Working team → SH → GM → TSS CEO; max 5 working days per level +Weekly status + dashboard from launch; monthly leadership report; gate papers +BA produces, SH issues — single reporting spine + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 10 + +### Notes: + + +SECTION 11 · RISK PROFILE +Top risks — traffic-light view +MITIGATION → + +Media-cost exposure +Spend possibly excluded from vendor fees → SAR 120–200k uncontrolled pass-through +Contractual clarification at M1; cap media; internal benchmark ≈ SAR 25k/mo +HIGH + +Pipeline illusion +200–250 leads delivered but unqualified; no revenue guarantee anywhere in the proposal +Contractual lead definition; bi-weekly quality reviews; tie P4 to evidence +HIGH + +BD absorption +6-person team cannot work ~40+ leads/week at peak alongside existing duties +Gate 2 readiness test; SLA; prioritization rules; temp inside-sales option +HIGH + +Capacity overload +≈1.2 FTE core vs. parallel P2/P3/P4 in weeks 14–24 +Timeline B augmentation or vendor support for peak phases +HIGH + +Positioning drift +Strategy narrows ARTC to road-safety-only, shrinking the addressable market +Hard guardrail in charter + Gate 1 acceptance criteria; GM veto +MED + +Capability evidence +Kynd cases are B2C/retail-weighted; B2B training execution unproven +B2B reference + named team CVs pre-signature; weight reliance to Phase 1 +MED + +Spokesperson fatigue +3 execs × 12+ weeks underestimated; cadence collapses +Written commitment; ghostwriting = review-only; TM may delegate to RoSPA instructor +MED + +Calendar collision +Ramadan/Eid or summer window hits the 60-day campaign +Set launch window at Gate 1 (Leadership input) +MED + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 11 + +### Notes: + + +SECTION 13 · PERFORMANCE MEASUREMENT +Four KPI families — one weekly spine + +PROJECT MANAGEMENT + +MARKETING ACTIVATION + +COMMERCIAL / BD + +OPERATIONAL READINESS +Milestone slip vs. plan (monthly) +Spend vs. envelope (monthly) +Gate first-pass rate +Open high risks (weekly) +Leads vs. 200–250 target (weekly) +Cost per lead +Named-account engagement / 30 +A/B win rate · P4 cadence compliance +MQL→SQL conversion (bi-weekly) +Lead follow-up SLA compliance +5-account stage movement +Pipeline value · programme-tagged revenue +BD library adoption / 6 +Lead-data integrity vs. Zoho model +Spokesperson 48-hr review SLA +Handover completion at close + +Calibration gap: the proposal supplies exactly one quantified target (200–250 leads). All other thresholds are set at Gate 1 from the baseline pack (ARTC data) — CPL, MQL→SQL, pipeline value, and revenue targets are otherwise internal assumptions, not vendor commitments. + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 12 + +### Notes: + + +SECTION 14 · SCENARIO A +Vendor-led — Kynd, full Path C + +COST STACK · EXCL. VAT +FOR +AGAINST + +Phase 1 Position +65,000 +Fastest to campaign (live ≈ wk 6–13); no hiring +Senior multi-disciplinary craft; PACE fits procurement-led B2B +200–250 lead volume contractually stated +Per-phase exits; single accountable partner +Highest cash cost; media exposure unresolved +B2B accredited-training track record unproven (cases skew B2C/retail) +Know-how externalized; P4 designed as ongoing retainer dependence +No revenue commitment; lead quality undefined + +Phase 2 Activate +320,000 + +Phase 3 Convert +185,000 + +Phase 4 × 6 months +300,000 + +Path C gross +SAR 870,000 ++ media (unknown, est. 120–200k if pass-through) + change orders + VAT 15%. ≈ SAR 600k/yr run-rate if P4 retained. + +Verdict: choose only if speed overrides budget — and even then, not before media treatment, IP, and lead definition are contractually fixed. Internal coordination (~0.4–0.5 FTE) remains regardless. + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 13 + +### Notes: + + +SECTION 14 · SCENARIO B +In-house — hire 2 Business Analysts + +COST BUILD · 10 MONTHS · ASSUMPTIONS +FOR +AGAINST +Salaries 2 × 15–18k × 10 mo +300–360k +25–40% below vendor gross before vendor media pass-through +Permanent analysis muscle; everything learned stays +Full control of positioning, data, spend, pace +Team reusable for the next business line +Slowest: hiring pushes launch to month 5–6; ≈10 months total +Critical craft gap: BAs are not positioning strategists, creative directors, ABM media buyers, or ghostwriters +Highest management burden on a ≈1.2 FTE base; key-person risk on 2 hires +GOSI/benefits ≈ +12–15% +36–54k +Recruitment & onboarding +20–40k +Tools & subscriptions +20–30k +Media · 8 mo × 15–25k +120–200k +Freelance creative/writing +60–100k + +Total cash est. +SAR 520–730k +Midpoint ≈ 625k · salaries continue post-programme · oversight (SH ~30% + GM) non-cash but real + +Verdict: right only if building a permanent analytics team is itself the goal. The riskiest single point — first-pass positioning by non-specialists — sits exactly where the programme can least afford failure. + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 14 + +### Notes: + + +SECTION 14 · SCENARIO C — RECOMMENDED +Hybrid — buy the strategy, own the engine + +Kynd as quoted — SAR 65,000 + +Phase 1 Position +HYBRID ENVELOPE · TIMELINE A +SAR 275–420k +Highest-leverage vendor value at the lowest fee; MCD explicitly built to be taken in-house + +Internal MS + BA · media bought in-house ≈ 25k/mo · freelance design & writing + +Phase 2 Activate +Kynd Phase 1 +65k +Freelance craft +60–100k +Internal media control captures the largest cost gap vs. the SAR 320k bundle +Media 8 mo +120–200k + +Internal BA/MS/Designer with CM·SM · optional Kynd advisory days +Tools +15–25k + +Phase 3 Convert +Kynd P3 advisory (opt.) +15–30k +Account knowledge is internal; craft polish bought by the day +Timeline B option: + SAR 110–140k → ≈ 4.5–5 months + +MS-run cadence · freelance ghostwriter · internal spokespersons (TM / RoSPA instructor) + +Phase 4 Elevate +Authentic voice + cost control; avoids the SAR 50k/month retainer + +≈ 50–65% below vendor gross — with positioning approval, account selection, media spend, lead data (Zoho-aligned from day one), and the spokesperson programme all inside TSS/ARTC governance. The trade: execution rests on a stretched ≈1.2 FTE core unless augmented. + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 15 + +### Notes: + + +SECTION 14 · SIDE BY SIDE +Scenario comparison + +CRITERIA +A · VENDOR (KYND) +B · IN-HOUSE (2 BAs) +C · HYBRID +PREF. + +Total cost (excl. VAT) +870k + unknown media +520–730k + ongoing salaries +275–420k +C + +Time to campaign launch +≈ wk 6–13 +≈ month 5–6 +≈ wk 14 (B: wk 10–11) +A + +Execution quality +High craft, sector unproven +High risk in strategy/creative +Strategy bought, execution gated +A/C + +Strategic control +Medium +High +High +C + +Knowledge retention +Low (P1 only) +High +High +C + +Risk level +Cost + dependency +Capability + timeline +Balanced, capacity-focused +C + +Sustainability +Retainer-dependent +Good if hires retained +Engine internalized by design +C + +Management effort +Lowest +Highest +Medium–high +A + +Best fit for this project — value, control, and durable capability are the priorities → Hybrid + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 16 + +### Notes: + + +SECTION 14 · EXPERT RECOMMENDATION +Hybrid: Kynd Phase 1 + internal Phases 2–4 +The proposal's strongest argument for itself is also the case for hybrid — after Phase 1, ARTC “can take the foundation and run it themselves.” This recommendation takes the vendor at its word. + +VALUE +Vendor pricing is most defensible where differentiation is highest (P1 at 65k) and least defensible against internal benchmarks (P2's 320k bundle; P4's 600k/yr run-rate). + +RISK +Buys out the single riskiest point — positioning by non-specialists — while keeping execution risk inside a gated, measurable internal process. + +CAPABILITY +The existing SH/BA/MS/Designer team executes against a professional playbook (the MCD) — how durable capability is realistically built. + +TIMELINE +Deliverable on current capacity in ≈7.5 months; Timeline B buys ≈4.5–5 months for SAR 110–140k — a conscious choice, not a default. + +GOVERNANCE +Positioning approval, account list, media spend, lead data, and spokespersons all stay inside TSS/ARTC decision rights, with the guardrail enforceable at Gate 1. + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 17 + +### Notes: + + +SECTION 15 · THE ASK +Five decisions, two weeks, one gated release + +DECISIONS BEFORE KICKOFF — TSS CEO + GM +FIRST TWO WEEKS +Approve the hybrid model — Kynd Phase 1 only +Choose Timeline A (~7.5 mo) vs. B (~4.5–5 mo, +110–140k) +Set the media envelope — recommended cap SAR 25k/month +Confirm 3 spokespersons incl. TM or senior RoSPA-accredited instructor +Mandate Procurement: P1 agreement + optional P3 day-rates + explicit IP transfer +W1 — Issue charter; table the A/B/C decision at a joint CEO+GM session +W1 — Open Phase 1-only negotiation with Kynd (gaps 1–5) +W1–2 — BA: baseline pack + market-claim validation in parallel +W2 — CM/SM: pipeline & account audit → priority-account longlist +W2 — SH: governance cadence, RAID log, budget tracker with media cap pre-loaded + +RECOMMENDED RELEASE — INCREMENTAL COMMITMENT +Approval path: SH → GM endorsement → TSS CEO (model, envelope, timeline) → Procurement executes → Gate 1 returns to CEO + GM +SAR 75,000 +Phase 0 + Phase 1 only: Kynd 65k + ~10k contingency. All activation spend held behind Gate 1 — applying the proposal's own per-phase commitment principle while protecting the full envelope. + +TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME +TSS-PEF-ARTC-001 · JUNE 2026 · 18 + +### Notes: \ No newline at end of file diff --git a/ARTC_Commercial_Activation_Internal_Business_Case.md b/ARTC_Commercial_Activation_Internal_Business_Case.md new file mode 100644 index 000000000..79aa08121 --- /dev/null +++ b/ARTC_Commercial_Activation_Internal_Business_Case.md @@ -0,0 +1,1698 @@ + + +INTERNAL BUSINESS CASE +ARTC Commercial Activation Programme +From a Marketing Brief to a Commercial Activation System +Prepared by: TSS Business Consulting Department +For: TSS CEO · ARTC General Manager · ARTC Leadership Team +Reference: TSS-BC-ARTC-001 · Version: 1.0 · Date: May 2026 +Source: Vendor proposal (Kynd, ARTC-001, May 2026), reinterpreted for internal delivery. + + + +SECTION TOC · Document Map +TSS Business Consulting · ARTC Commercial Activation + +Table of Contents + +01 + +Executive Business Case Summary + +09 + +Project Plan & Timeline + +02 + +Project Overview + +10 + +Resources Required + +03 + +Strategic Case for the Project + +11 + +RACI Matrix + +04 + +Methodology Overview – Adapted PACE + +12 + +Governance Model + +05 + +Detailed Methodology Activities + +13 + +KPIs & Success Measures + +06 + +Work Breakdown Structure + +14 + +RAID Log – Risks, Assumptions, Issues, Dependencies + +07 + +Consulting Tools & Techniques + +15 + +Internal Execution Recommendations + +08 + +Project Deliverables Register + +16 + +Recommended Project Charter + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +01 + +Section +Executive Business Case Summary +What the project is, why it matters, what it costs, and what TSS leadership must decide. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 1 · Executive Business Case Summary +TSS Business Consulting · ARTC Commercial Activation + +Project on a Page + +| Element | Summary | +| --- | --- | +| Project Name | ARTC Commercial Activation Programme (internal codename: PACE-ARTC) | +| Business Owner | ARTC General Manager (with TSS CEO as Executive Sponsor) | +| Internal Delivery Owner | TSS Business Consulting Department – Senior Section Head | +| Strategic Rationale | Capture ARTC's share of the SAR ~5B Saudi workplace safety training market (by 2030) by converting its dormant RoSPA + SAPTCO road-safety authority into a defensible, procurement-led commercial system. | +| Business Problem | ARTC competes as an undifferentiated generalist HSE provider via broadcast channels, while its B2B buyers procure through framework agreements, Etimad tenders, vendor lists and committee-led decisions. A failed prior marketing campaign was a symptom of upstream gaps in positioning, segmentation, sales enablement and authority building. | +| Proposed Solution | Run a four-phase internal commercial activation programme (Position → Activate → Convert → Elevate) executed by TSS Business Consulting with ARTC leadership and BD team. | +| Expected Benefits | Defensible category position; 30 named B2B accounts moved cold→warm; up to 5 priority accounts closed; reusable sales enablement library; sustained authority engine; reduced long-term dependence on external agencies. | +| Recommended Approach | Phased internal delivery, with optional selective external support for niche capability (e.g. LinkedIn paid execution, Arabic copyediting) only where internal team is insufficient. | +| Required Internal Team | Senior BC Section Head, Business Analyst, Marketing Specialist, Designer + ARTC GM, Commercial Manager, Sales Manager, Training Manager + TSS CEO as sponsor. | +| Estimated Duration | 21 weeks core programme (Phases 1–3) + 6-month minimum for Phase 4 sustenance. | +| Key Leadership Decisions Required | (1) Approve programme charter & internal delivery model (2) Confirm 3 priority sectors at end of Phase 1 (3) Approve 30 named target accounts before Phase 2 (4) Approve 3 executive thought-leadership spokespersons (5) Confirm any limited external support and paid-media envelope | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 1 · Executive Business Case Summary +TSS Business Consulting · ARTC Commercial Activation + +Indicative Investment Envelope (from vendor proposal, repurposed as internal cost baseline) + +Vendor benchmark prices (Kynd proposal, May 2026) are shown as the external alternative cost. Internal delivery cost should be assessed separately by TSS Finance. +| Phase | Key Deliverables | Vendor Benchmark (excl. VAT) | Internal Delivery Cost Driver | +| --- | --- | --- | --- | +| Phase 1 – Position | Segmentation Report + Master Credential Document (AR/EN, ≤25 pp) | SAR 65,000 | Internal: salary load of BC team for ~5 weeks + leadership time. | +| Phase 2 – Activate | 3 white papers, 6 creatives, 3 LinkedIn campaigns to ~30 named accounts, 200–250 leads | SAR 320,000 | Internal: BC team + paid-media budget (LinkedIn Sponsored Content) to be confirmed. | +| Phase 3 – Convert | 5 account narrative packs, 5 proposal templates, sales enablement library | SAR 185,000 | Internal: BC team + ARTC Sales/Commercial Manager close working sessions. | +| Phase 4 – Elevate | Message house activation, 3 executive content programs, page mgmt, paid amplification | SAR 50,000 / month | Internal: Marketing Specialist + Designer + paid amplification budget. | +| TOTAL (vendor benchmark, 6 months Phase 4) | Full PACE programme | SAR 870,000 (excl. VAT) | Build-vs-buy decision to be tabled with TSS CEO. | +Recommendation: Adopt internal delivery to retain capability, reduce cash cost, and build a reusable commercial system. Reserve external spend for paid media and any specialist niche only. + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +02 + +Section +Project Overview +Background, scope, objectives, outcomes and stakeholders for internal delivery. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 2 · Project Overview +TSS Business Consulting · ARTC Commercial Activation + +Background & Trigger + +| Topic | Background | +| --- | --- | +| Origin of the brief | ARTC commissioned a marketing campaign proposal. Vendor (Kynd) reframed the brief: ARTC does not have a campaign problem, it has a commercial activation problem. This business case adopts that reframing for internal execution. | +| Where ARTC sits today | ARTC is the only commercialised RoSPA centre in Saudi Arabia, backed by SAPTCO's 45-year road-safety operational legacy. Today it is positioned and perceived as a generalist HSE training provider competing on undifferentiated breadth from a single Riyadh site. | +| Market context | Saudi workplace safety training is one of the fastest-growing markets nationally, projected to approach SAR 5B by 2030 driven by Vision 2030 industrial scale-up, giga-projects, Saudisation training waves, and intensifying compliance enforcement. | +| Buying behaviour | Target buyers (corporate HSE Managers, giga-project procurement, fleet directors, government training procurement) buy through framework agreements, Etimad tenders, pre-approved vendor lists and relationship-led procurement – not paid social. | +| Why a marketing-only response fails | Broadcast campaigns do not reach committee-led B2B buyers. Without upstream clarity on positioning, segments, channels and sales infrastructure, a better-timed campaign would produce the same downstream outcome as the previous failed effort. | +| Why internal execution is appropriate | TSS Business Consulting has the consulting, analytical, marketing and design capability to deliver this programme, while retaining the IP, the playbooks and the institutional knowledge inside the group. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 2 · Project Overview +TSS Business Consulting · ARTC Commercial Activation + +Objectives, Scope & Outcomes + +Project Objectives +In Scope +1. Define a defensible category position for ARTC anchored on RoSPA + SAPTCO road-safety legacy. + +2. Identify and prioritise 3 B2B sectors where ARTC has the strongest right to win. + +3. Convert clarity into qualified demand from ~30 named target accounts. + +4. Equip ARTC BD team to close up to 5 priority accounts with tailored narratives & proposals. + +5. Activate a sustained authority engine for ARTC and SAPTCO leadership voices. + +6. Build a reusable internal commercial activation playbook owned by TSS BC. +• Market & sector segmentation and prioritisation +• Positioning, value proposition & message house +• Buying-committee playbook +• White papers, creatives, LinkedIn account-based campaigns +• Account narrative packs and tailored proposal templates +• Sales enablement library & BD working sessions +• Executive thought leadership content programme +• KPI dashboard and governance +Out of Scope +• Course content development / instructional design +• ARTC corporate website rebuild +• CRM platform implementation +• Pricing strategy review of training catalogue +• Recruitment / org redesign of ARTC commercial team +• Event sponsorships and exhibition execution + +Expected Outcomes +Clear defensible position · 30 named accounts warmed · 5 priority accounts progressed to close · Repeatable B2B activation playbook owned by TSS BC · Compounding category authority for ARTC + SAPTCO leadership voices. + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 2 · Project Overview +TSS Business Consulting · ARTC Commercial Activation + +Stakeholders and Source-Statement Status + +| Stakeholder | Role | Project Contribution | Source / Status | +| --- | --- | --- | --- | +| TSS CEO | Executive Sponsor | Approve charter, phase gates and funding envelope. | Inferred from org context. | +| ARTC General Manager | Business Owner | Own commercial outcomes; chair Steering Committee. | Inferred. | +| ARTC Commercial Manager | Senior Stakeholder | Co-own positioning, account prioritisation, BD enablement. | Inferred. | +| ARTC Sales Manager | Operational Owner – Convert | Own conversion of warm leads, working sessions with BC team. | Inferred. | +| ARTC Training Manager | Subject-Matter Authority | Validate accreditation, technical credibility, course capability inputs. | Inferred. | +| SAPTCO Group Senior (TBC) | Authority Voice – Elevate | One of three executive spokespersons for thought leadership. | Vendor proposal explicit; specific individual is a gap. | +| TSS BC – Senior Section Head | Internal Delivery Owner | Programme leadership, methodology, quality assurance. | From organisational context. | +| TSS BC – Business Analyst | Core Delivery | Research, segmentation, account intelligence, RAID, KPIs. | From organisational context. | +| TSS BC – Marketing Specialist | Core Delivery | Campaign briefs, LinkedIn execution, content programme, performance reporting. | From context. | +| TSS BC – Designer | Core Delivery | White papers, creatives, proposal templates, message-house visualisation. | From context. | +| External Specialists (optional) | Selective Support | Paid-media buying, Arabic copyediting, niche research – only where internal capacity is short. | Recommendation. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +03 + +Section +Strategic Case +Three-lens diagnostic – is ARTC known, loved, chosen – and the case for internal delivery. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 3 · Strategic Case +TSS Business Consulting · ARTC Commercial Activation + +Diagnostic: Known · Loved · Chosen + +KNOWN +LOVED +CHOSEN +Awareness & Salience +Preference & Trust +Market & Performance + +Mental availability is limited and undifferentiated. ARTC's most distinctive asset – the only commercialised RoSPA centre in KSA – is buried, not featured. Generalist breadth from a single Riyadh site is structurally hard to make memorable. +Stated differentiators (practical, experienced, flexible, customised) are claims every competitor makes. SAPTCO's heritage does not yet translate into a distinct ARTC identity that modern enterprise buyers can articulate or repeat. +Commercial motion is transactional: manual lead tracking, no formal account management, no buying-committee mapping, no expansion playbook. Retention happens but is not engineered, tracked or scaled. + +Strategic Opportunity +Reposition ARTC as the specialist authority in road safety and transport-adjacent operational safety; build an Account-Based commercial motion against named priority accounts; activate executive authority to compound demand over time. + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 3 · Strategic Case +TSS Business Consulting · ARTC Commercial Activation + +Why Internal Delivery by TSS Business Consulting is Feasible + +| Rationale | Detail | +| --- | --- | +| Capability fit | TSS BC covers all four required skill bases: strategy & analysis (Section Head + BA), marketing activation (Marketing Specialist), and visual/content production (Designer). External vendors mainly add scale, not unique capability. | +| Strategic IP retention | Internal delivery keeps the segmentation, positioning, account playbooks and message house inside SAPTCO Group, where they can be reused across ARTC and future TSS portfolio companies. | +| Speed and access | Internal team has direct access to ARTC GM, Commercial, Sales, Training and SAPTCO senior voices without procurement cycles, vendor onboarding or NDAs. | +| Cost discipline | Internal cost is a fraction of the vendor benchmark (SAR 870k+). Cash spend can be concentrated on paid media and selective specialist support. | +| Cross-portfolio leverage | The activation playbook becomes a TSS Business Consulting asset usable for other group entities facing similar B2B activation challenges. | +| Why leadership alignment is the critical enabler | All upside depends on TSS CEO + ARTC GM jointly endorsing the reframing from 'marketing campaign' to 'commercial activation programme', and committing the Commercial and Sales Managers' time to the Convert phase. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +04 + +Section +Methodology Overview +PACE adapted for internal delivery: Position · Activate · Convert · Elevate. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 4 · Methodology Overview +TSS Business Consulting · ARTC Commercial Activation + +Adapted PACE Framework for Internal Delivery + +P + +A + +C + +E +POSITION +ACTIVATE +CONVERT +ELEVATE +Diagnose & Segment +Generate Demand +Close the Pipeline +Authority Compounding + +Define defensible category; prioritise 3 sectors; produce Master Credential Document. +3 white papers + 6 creatives + 3 LinkedIn ABM campaigns to ~30 named accounts. +5 account narrative packs, 5 proposal templates, sales enablement library, BD working sessions. +Message house live; 3 executive content programmes; page mgmt; paid amplification. + +Duration: ~5 weeks + +Duration: ~8 weeks + +Duration: ~8 weeks + +Duration: 6-month minimum +Why PACE fits ARTC: B2B accredited training has few, considered, procurement-led buyers. PACE matches the sales cycle, the committee-led decision logic, and the compounding rhythm of category authority – exactly the conditions ARTC faces. + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 4 · Methodology Overview +TSS Business Consulting · ARTC Commercial Activation + +Phase Charter – Purpose, Key Questions & Exit Criteria + +| Phase | Purpose | Key Questions Answered | Internal Owner | Supporting Stakeholders | Duration | Dependencies | Exit Criteria | +| --- | --- | --- | --- | --- | --- | --- | --- | +| Position | Establish the strategic foundation everything else depends on. | Where can ARTC defensibly win? Which sectors? What is our message? Who are the buying committees? | Senior BC Section Head | ARTC GM, Commercial Mgr, Training Mgr, SAPTCO group input | ~5 wks | Phase 1 inputs gathered, vendor-style activities mapped to internal owners | Segmentation Report + Master Credential Document signed off by ARTC GM and TSS CEO. | +| Activate | Convert positioning into qualified demand from named accounts. | Which 30 accounts? What content earns their attention? How do leads reach BD? | Marketing Specialist | BA, Designer, ARTC Commercial Mgr, Sales Mgr | ~8 wks | Approved positioning, message house, target account list, paid-media budget | ≥200 captured leads, 30 accounts identified as warmed, handoff process running. | +| Convert | Equip ARTC BD to close priority accounts already in motion. | Who decides in each account? What does each role need to hear? What objections must we answer? | Senior BC Section Head | BA, Designer, ARTC Sales Mgr, Commercial Mgr | ~8 wks | Account intelligence, Phase 1 assets, BD team availability for working sessions | 5 account narrative packs + 5 proposal templates in use; ≥2 accounts at proposal stage. | +| Elevate | Build sustained category authority that closes future deals before they start. | Whose voices? On what topics? At what cadence? Measured how? | Marketing Specialist | Designer, BA, 3 executive spokespersons, ARTC GM | 6 mo. min | Spokesperson selection, message house, paid envelope, KPI dashboard | 12-week content cadence running per spokesperson; monthly KPI review live. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +05 + +Section +Detailed Methodology Activities +Activity-by-activity execution playbook for the internal delivery team. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 5 · Detailed Methodology Activities +TSS Business Consulting · ARTC Commercial Activation + +Phase 1 — Position (Activities 1.1 to 1.3) + +Activity 1.1 · Leadership & Stakeholder Interviews +| Field | Detail | +| --- | --- | +| Objective | Capture leadership intent, internal POV, constraints and unstated assumptions. | +| Inputs | Stakeholder list; org chart; prior strategy decks; previous campaign results. | +| Steps | 1) Build interview guide 2) Schedule 60-min interviews with GM, Commercial, Sales, Training, SAPTCO senior 3) Synthesise into thematic insights deck 4) Validation read-back. | +| Responsible | Business Analyst | +| Supporting | Senior BC Section Head (lead interviewer for GM/CEO) | +| Tools/Techniques | Semi-structured interview guide; thematic coding; insight-evidence map. | +| Output | Insights synthesis deck (15-20 pp); validated key themes. | +| Quality Criteria | Each insight traceable to ≥2 interviews; explicit gaps marked. | +| Effort | ~30 person-hours over 2 weeks | +| Risks | Stakeholder availability slippage; over-reliance on internal POV without market data. | + +Activity 1.2 · Sector Intelligence & Quantification +| Field | Detail | +| --- | --- | +| Objective | Quantify and prioritise candidate B2B sectors (e.g. giga-projects, logistics, government, industrial). | +| Inputs | Public market data; Vision 2030 plans; Etimad tender history; ARTC pipeline; SAPTCO contacts. | +| Steps | 1) Define longlist of 8-10 candidate sectors 2) Pull demand, regulation, accreditation, competition data per sector 3) Apply prioritisation matrix (size × win-rate × strategic fit) 4) Shortlist 3 priority sectors. | +| Responsible | Business Analyst | +| Supporting | Senior BC Section Head; Marketing Specialist (secondary research) | +| Tools/Techniques | Sector sizing template; TAM-SAM-SOM logic; weighted prioritisation matrix. | +| Output | Sector Intelligence Pack + Sector Prioritisation Matrix. | +| Quality Criteria | Each sector quantified with size, growth, accreditation barriers, top buyers. | +| Effort | ~50 person-hours over 2-3 weeks | +| Risks | Sparse Saudi-specific data; over-precision on inherently rough numbers. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + +Activity 1.3 · Competitive Positioning Audit +| Field | Detail | +| --- | --- | +| Objective | Map competitive landscape and identify whitespace ARTC can credibly own. | +| Inputs | Competitor websites, brochures, LinkedIn, accreditation registries, prior pitches. | +| Steps | 1) Identify 8-12 competitors 2) Capture positioning, sectors, claims, accreditation, proof points 3) Map on 2x2 (specialisation × accreditation depth) 4) Identify whitespace. | +| Responsible | Business Analyst | +| Supporting | Marketing Specialist; Designer (mapping visuals) | +| Tools/Techniques | Competitor matrix; positioning map (2x2); category-codes audit. | +| Output | Competitive Positioning Audit (10-15 pp). | +| Quality Criteria | Whitespace claim defensible against ≥3 named competitors. | +| Effort | ~30 person-hours over 2 weeks | +| Risks | Public competitor data may understate real positioning. | + + + +SECTION 5 · Detailed Methodology Activities +TSS Business Consulting · ARTC Commercial Activation + +Phase 1 — Position (Activities 1.4 to 1.6) + +Activity 1.4 · Buying Behaviour Mapping by Sector +| Field | Detail | +| --- | --- | +| Objective | Decode how each priority sector buys accredited training and who decides. | +| Inputs | Stakeholder interviews; competitor case studies; ARTC sales history; expert calls. | +| Steps | 1) For each sector, identify procurement route (framework, Etimad, vendor list, direct) 2) Map buying committee roles 3) Capture decision criteria 4) Build sector-level buying journey. | +| Responsible | Business Analyst | +| Supporting | ARTC Sales Mgr; Commercial Mgr (validation) | +| Tools/Techniques | Buying-committee map; B2B journey template; jobs-to-be-done framing. | +| Output | Buying Behaviour Pack per priority sector. | +| Quality Criteria | Each sector has ≥4 committee roles with explicit decision criteria. | +| Effort | ~25 person-hours | +| Risks | Procurement nuance varies by entity; some routes (giga-projects) are opaque. | + +Activity 1.5 · Accreditation Portfolio Analysis +| Field | Detail | +| --- | --- | +| Objective | Translate ARTC's accreditation stack (esp. RoSPA) into commercial value per sector. | +| Inputs | ARTC accreditation register; Training Manager input; competitor accreditations. | +| Steps | 1) List all ARTC accreditations and conditions 2) Match to procurement requirements per sector 3) Highlight RoSPA monopoly leverage points 4) Identify gaps and renewal risks. | +| Responsible | Business Analyst | +| Supporting | ARTC Training Manager (technical authority) | +| Tools/Techniques | Accreditation-to-buyer-requirement crosswalk; gap analysis. | +| Output | Accreditation Leverage Map. | +| Quality Criteria | Each accreditation tagged to ≥1 sector use case. | +| Effort | ~15 person-hours | +| Risks | Renewal cycles and dependency on third parties may not be fully visible. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + +Activity 1.6 · Positioning Workshop with ARTC Leadership +| Field | Detail | +| --- | --- | +| Objective | Align ARTC + TSS leadership on positioning, sector priorities, and message house. | +| Inputs | Outputs of activities 1.1–1.5; draft positioning options. | +| Steps | 1) Run half-day workshop 2) Present 2-3 positioning options with trade-offs 3) Decide priority sectors 4) Stress-test message house against buying committees 5) Capture decisions and dissent. | +| Responsible | Senior BC Section Head | +| Supporting | BA, Marketing Specialist; ARTC GM, Commercial Mgr, Training Mgr, TSS CEO (sponsor) | +| Tools/Techniques | Positioning options framework; message-house template; decision log. | +| Output | Workshop deck; decision log; agreed positioning v0. | +| Quality Criteria | Decisions signed by ARTC GM; dissenting views captured. | +| Effort | ~20 person-hours (incl. prep) | +| Risks | Decision deferral; over-fitting positioning to leadership preference vs market truth. | + + + +SECTION 5 · Detailed Methodology Activities +TSS Business Consulting · ARTC Commercial Activation + +Phase 2 — Activate (Activities 2.1 to 2.3) + +Activity 2.1 · White Paper Development (3 sectors) +| Field | Detail | +| --- | --- | +| Objective | Produce one authority white paper per priority sector to anchor demand generation. | +| Inputs | Segmentation Report; Master Credential Document; Buying Behaviour Pack; expert input. | +| Steps | 1) Build outline per sector 2) Draft narrative tied to sector pain + ARTC POV 3) Add data, case examples, RoSPA proof 4) Design and Arabic/English production. | +| Responsible | Marketing Specialist | +| Supporting | BA (research), Designer (layout), ARTC Training Mgr (technical review) | +| Tools/Techniques | White paper template; SPIN-style problem framing; pull-quote design system. | +| Output | 3 white papers (≈15-20 pp each, AR + EN). | +| Quality Criteria | Each paper passes a technical review and a buying-committee read-aloud test. | +| Effort | ~80 person-hours total over 4 weeks | +| Risks | Production bottleneck on Designer; bilingual quality if Arabic copyediting is short. | + +Activity 2.2 · Creative Development & A/B Variants +| Field | Detail | +| --- | --- | +| Objective | Develop 6 creatives (2 per sector) for paid social to test message resonance. | +| Inputs | White paper key messages; brand guidelines; visual references. | +| Steps | 1) Brief Designer per sector 2) Develop 2 variants (e.g. proof-led vs threat-led) 3) Test with internal sample 4) Finalise. | +| Responsible | Designer | +| Supporting | Marketing Specialist (briefing & approvals) | +| Tools/Techniques | Creative brief template; A/B hypothesis log. | +| Output | 6 finished creatives + source files. | +| Quality Criteria | Each variant testable on a single hypothesis; brand-system compliant. | +| Effort | ~40 person-hours | +| Risks | Brand consistency drift; insufficient design iteration time. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + +Activity 2.3 · LinkedIn ABM Campaign Setup +| Field | Detail | +| --- | --- | +| Objective | Launch 3 LinkedIn Sponsored Content campaigns, each targeting ~10 named accounts. | +| Inputs | Approved target account list (~30); creatives; white papers; landing pages or lead-gen forms. | +| Steps | 1) Build account targeting per sector 2) Configure native lead-gen forms 3) Set bid strategy and budget tranches 4) Launch and monitor weekly. | +| Responsible | Marketing Specialist | +| Supporting | BA (account list), Designer (asset variants) | +| Tools/Techniques | LinkedIn Campaign Manager; UTM taxonomy; weekly optimisation log. | +| Output | 3 live campaigns + tracking dashboard. | +| Quality Criteria | Reach ≥80% of named accounts; cost-per-lead within agreed range. | +| Effort | ~30 person-hours setup + ongoing weekly time | +| Risks | Budget too low to reach all accounts; LinkedIn ad approval delays for AR content. | + + + +SECTION 5 · Detailed Methodology Activities +TSS Business Consulting · ARTC Commercial Activation + +Phase 2 — Activate (Activities 2.4 to 2.5) + +Activity 2.4 · Lead Capture & Manual Handoff to BD +| Field | Detail | +| --- | --- | +| Objective | Ensure every captured lead reaches ARTC BD within 24 hours with sector context. | +| Inputs | LinkedIn lead-gen form fields; agreed handoff template; BD contact ownership map. | +| Steps | 1) Define lead qualification criteria (sector, role, account match) 2) Configure export 3) Build handoff template (lead + context) 4) Set daily check + escalation rule. | +| Responsible | Marketing Specialist | +| Supporting | ARTC Sales Manager (intake side); BA (process design) | +| Tools/Techniques | Lead qualification matrix; SLA template; handoff log. | +| Output | Documented lead handoff process + active log. | +| Quality Criteria | 100% leads transferred within 24h; ≥70% have sector role data complete. | +| Effort | ~15 person-hours setup + ongoing | +| Risks | Manual process fragile; CRM gap means leads may not be tracked end-to-end. | + +Activity 2.5 · Campaign Monitoring, Optimisation & Reporting +| Field | Detail | +| --- | --- | +| Objective | Improve campaign efficiency week over week and report performance to leadership. | +| Inputs | Live campaign data; lead handoff log; account engagement signals. | +| Steps | 1) Weekly optimisation review 2) Shift budget to best-performing variants 3) Refresh creatives at fatigue threshold 4) Bi-weekly leadership report. | +| Responsible | Marketing Specialist | +| Supporting | BA (analysis), Designer (creative refresh) | +| Tools/Techniques | Performance dashboard; CTR/CPL benchmarking; account engagement heatmap. | +| Output | Weekly optimisation log; bi-weekly performance report. | +| Quality Criteria | Each decision tied to data; reports follow 'so what / now what' structure. | +| Effort | Ongoing through phase | +| Risks | Optimisation cycles too slow if leadership approvals are weekly+. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 5 · Detailed Methodology Activities +TSS Business Consulting · ARTC Commercial Activation + +Phase 3 — Convert (Activities 3.1 to 3.3) + +Activity 3.1 · Account Intelligence & Buying Committee Mapping (5 accounts) +| Field | Detail | +| --- | --- | +| Objective | Build a deep dossier on each of 5 priority accounts and map their buying committees. | +| Inputs | Phase 1 sector packs; ARTC pipeline; public sources; relationship intel from BD. | +| Steps | 1) For each account, capture org, projects, regulatory posture, training spend signals 2) Map committee (Procurement, HSE/L&D, Operations, Exec Sponsor) 3) Validate with BD. | +| Responsible | Business Analyst | +| Supporting | ARTC Sales Mgr, Commercial Mgr | +| Tools/Techniques | Account dossier template; buying-committee map; influence-mapping. | +| Output | 5 account dossiers + 5 committee maps. | +| Quality Criteria | Each account has ≥3 named contacts mapped to roles. | +| Effort | ~45 person-hours total | +| Risks | Account data sparse outside ARTC's relationship reach. | + +Activity 3.2 · Decision-Making-Unit Narratives (4 roles × 5 accounts) +| Field | Detail | +| --- | --- | +| Objective | Craft a tailored narrative for each role in each priority account. | +| Inputs | Account dossiers; message house; sector value propositions. | +| Steps | 1) Per account, write 4 narratives (Procurement, HSE/L&D, Operations, Exec) 2) Tie each to role-specific 'what's in it for me' 3) Internal red-team review. | +| Responsible | Senior BC Section Head | +| Supporting | BA, Marketing Specialist, ARTC Sales Mgr (red team) | +| Tools/Techniques | Role-narrative template; objection-handling pre-mapping. | +| Output | 5 narrative packs × 4 role narratives = 20 narratives. | +| Quality Criteria | Each narrative answers explicit role objective + top 2 objections. | +| Effort | ~50 person-hours | +| Risks | Generic copy that doesn't differentiate by role. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + +Activity 3.3 · Tailored Proposal Architecture (5 templates) +| Field | Detail | +| --- | --- | +| Objective | Produce proposal templates structured to Saudi procurement norms. | +| Inputs | Account narratives; ARTC commercial T&Cs; sample winning proposals; Etimad format reqs. | +| Steps | 1) Build modular template (separated technical + financial) 2) Adapt per account industry 3) Test usability with BD team. | +| Responsible | Designer | +| Supporting | Senior BC Section Head (structure), ARTC Commercial Mgr (commercial terms) | +| Tools/Techniques | Modular proposal toolkit; section library; visual hierarchy system. | +| Output | 5 tailored proposal templates (AR + EN). | +| Quality Criteria | Reusable; BD can repurpose for future accounts with minor edits. | +| Effort | ~40 person-hours | +| Risks | Procurement format variation by entity; AR-EN production overhead. | + + + +SECTION 5 · Detailed Methodology Activities +TSS Business Consulting · ARTC Commercial Activation + +Phase 3 — Convert (Activities 3.4 to 3.5) + +Activity 3.4 · Sales Talking Points & Objection Handling Library +| Field | Detail | +| --- | --- | +| Objective | Equip BD with modular talking points and answers to the top 20 objections. | +| Inputs | Narratives; Phase 1 message house; BD's lived experience of losses. | +| Steps | 1) Compile objection longlist from BD + competitor research 2) Cluster top 20 3) Write 2-3 sentence response per objection 4) Format as a reusable library. | +| Responsible | Senior BC Section Head | +| Supporting | Marketing Specialist (formatting), ARTC Sales Mgr | +| Tools/Techniques | Objection-handling matrix; battlecard template. | +| Output | Sales enablement library (digital + print). | +| Quality Criteria | Used in ≥3 live conversations within 30 days of release. | +| Effort | ~25 person-hours | +| Risks | Library becomes shelfware without active BD enablement. | + +Activity 3.5 · BD Working Sessions & Account-by-Account Close Support +| Field | Detail | +| --- | --- | +| Objective | Operationalise narratives, proposals and library into live deal motion. | +| Inputs | Phase 3 assets; live pipeline status. | +| Steps | 1) Weekly working session with BD team 2) Walk through each priority account 3) Decide next move; refresh narrative if needed 4) Log decisions and outcomes. | +| Responsible | Senior BC Section Head | +| Supporting | BA (account intel updates), ARTC Sales Mgr (account owners) | +| Tools/Techniques | Account war room; deal-stage tracker; win-loss capture. | +| Output | Live account tracker; close-support log. | +| Quality Criteria | ≥2 accounts at proposal stage by end of Phase 3. | +| Effort | Ongoing through phase | +| Risks | BD bandwidth; conversion rate dependent on factors outside the team's control. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 5 · Detailed Methodology Activities +TSS Business Consulting · ARTC Commercial Activation + +Phase 4 — Elevate (Activities 4.1 to 4.4) + +Activity 4.1 · Spokesperson Selection & Onboarding (3 voices) +| Field | Detail | +| --- | --- | +| Objective | Select and onboard 3 executive voices: 1 senior commercial, 1 technical, 1 SAPTCO senior. | +| Inputs | Master Credential Document; ARTC + SAPTCO leadership profiles; willingness to commit. | +| Steps | 1) Shortlist candidates 2) Run 1:1 onboarding sessions 3) Agree topics, cadence, review process 4) Capture voice samples for ghostwriting. | +| Responsible | Senior BC Section Head | +| Supporting | ARTC GM, TSS CEO (executive endorsement) | +| Tools/Techniques | Spokesperson brief; tone-of-voice capture interview; consent & review SLA. | +| Output | 3 onboarded spokespersons + content plans. | +| Quality Criteria | Each spokesperson signs off on tone, topics, and cadence in writing. | +| Effort | ~20 person-hours | +| Risks | Senior availability; reluctance to publish on LinkedIn. | + +Activity 4.2 · Ghostwritten Content Programme (12+ weeks) +| Field | Detail | +| --- | --- | +| Objective | Produce 1–2 posts per spokesperson per week over a 12-week+ cadence. | +| Inputs | Message house; spokesperson topics; current events; ARTC proof points. | +| Steps | 1) Editorial calendar 2) Draft posts in spokesperson voice 3) Spokesperson review 4) Schedule & publish 5) Engagement monitoring. | +| Responsible | Marketing Specialist | +| Supporting | BA (research), Designer (post visuals), Spokespersons | +| Tools/Techniques | Editorial calendar; post template library; engagement playbook. | +| Output | ≥72 posts over 12 weeks across 3 voices. | +| Quality Criteria | ≥80% on-cadence publication; spokesperson satisfaction rating ≥4/5. | +| Effort | Ongoing weekly cycle | +| Risks | Review bottleneck with senior spokespersons. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + +Activity 4.3 · Paid Amplification & Page Management +| Field | Detail | +| --- | --- | +| Objective | Amplify leader content to named-account audiences and run ARTC page consistently. | +| Inputs | Spokesperson posts; ARTC page strategy; named account list; paid budget envelope. | +| Steps | 1) Boost selected leader posts to ABM audiences 2) Run programmatic SEM + Google sponsored location ads on category authority terms 3) Maintain ARTC company-page editorial cadence 4) Cross-amplify between page and spokespersons. | +| Responsible | Marketing Specialist | +| Supporting | Designer; external paid-media specialist if needed | +| Tools/Techniques | LinkedIn Campaign Manager; Google Ads; SEM keyword plan; engagement dashboard. | +| Output | Live paid amplification programme + active company page. | +| Quality Criteria | Named-account audience reach ≥70% per quarter. | +| Effort | Ongoing | +| Risks | Paid budget under-funding; SEM/SEO competing against larger spenders. | + +Activity 4.4 · Monthly Performance Review & Content Refinement +| Field | Detail | +| --- | --- | +| Objective | Compound authority gains by refining content and amplification monthly. | +| Inputs | Engagement data; lead capture from authority program; ARTC BD feedback. | +| Steps | 1) Pull monthly KPIs 2) Identify best-performing topics 3) Adjust calendar 4) Report to ARTC GM and TSS CEO. | +| Responsible | Marketing Specialist | +| Supporting | BA (analytics), Senior BC Section Head (executive narrative) | +| Tools/Techniques | KPI dashboard; content performance matrix; monthly memo template. | +| Output | Monthly performance memo; refreshed editorial calendar. | +| Quality Criteria | Each refinement traceable to specific data signal. | +| Effort | Monthly cadence | +| Risks | Authority gains take quarters not weeks – leadership patience required. | + + + +06 + +Section +Work Breakdown Structure +Five-level WBS – Project, Phases, Activities, Subtasks, Outputs. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 6 · Work Breakdown Structure +TSS Business Consulting · ARTC Commercial Activation + +WBS Hierarchy (Level 1–3) + +L1 · ARTC Commercial Activation Programme + +1. Position + +2. Activate + +3. Convert + +4. Elevate + +1.1 Interviews + +2.1 White Papers + +3.1 Account Intel + +4.1 Spokespersons + +1.2 Sector Intel + +2.2 Creatives + +3.2 DMU Narratives + +4.2 Content Prog + +1.3 Comp Audit + +2.3 ABM Setup + +3.3 Proposals + +4.3 Paid Amp + +1.4 Buying Maps + +2.4 Lead Handoff + +3.4 Objection Lib + +4.4 Monthly Review + +1.5 Accred. Map + +2.5 Monitoring + +3.5 BD Working + +1.6 Workshop + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 6 · Work Breakdown Structure +TSS Business Consulting · ARTC Commercial Activation + +Phase 1 – Position : Subtasks & Outputs + +| WBS ID | Subtask | Responsible | Supporting | Input | Tool/Technique | Output | Effort (h) | Dependency | +| --- | --- | --- | --- | --- | --- | --- | --- | --- | +| 1.1.1 | Draft interview guide | BA | Sec. Head | Stakeholder list | Semi-structured guide | Interview guide v1 | 6 | — | +| 1.1.2 | Conduct 6+ stakeholder interviews | Sec. Head | BA | Calendar; guide | Thematic interviews | Interview notes | 18 | 1.1.1 | +| 1.1.3 | Synthesise themes & insights | BA | Sec. Head | Interview notes | Thematic coding | Insights deck | 10 | 1.1.2 | +| 1.2.1 | Build sector longlist & data pull | BA | Mktg Spec. | Public data sources | Sector sizing template | Sector data pack | 20 | 1.1.3 | +| 1.2.2 | Apply prioritisation matrix | Sec. Head | BA | Sector data pack | Weighted matrix | Prioritisation matrix | 8 | 1.2.1 | +| 1.3.1 | Competitor data capture | BA | Mktg Spec. | Competitor list | Competitor matrix | Competitor profiles | 16 | 1.2.2 | +| 1.3.2 | Build positioning map (2x2) | Sec. Head | Designer | Competitor profiles | Positioning map | Audit deck | 8 | 1.3.1 | +| 1.4.1 | Map buying committees per sector | BA | ARTC Sales Mgr | Sector packs | Buying committee map | Sector buying maps | 16 | 1.2.2 | +| 1.5.1 | Accreditation crosswalk | BA | Training Mgr | Accreditation register | Crosswalk template | Leverage map | 10 | 1.4.1 | +| 1.6.1 | Run positioning workshop | Sec. Head | All BC team | Activities 1.1–1.5 outputs | Workshop facilitation | Decision log | 12 | All Phase 1 | +| 1.6.2 | Draft Master Credential Document | Sec. Head | Designer; Mktg Spec. | Workshop output | Master credential template | MCD v1 (AR/EN) | 30 | 1.6.1 | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 6 · Work Breakdown Structure +TSS Business Consulting · ARTC Commercial Activation + +Phase 2 – Activate : Subtasks & Outputs + +| WBS ID | Subtask | Responsible | Supporting | Input | Tool/Technique | Output | Effort (h) | Dependency | +| --- | --- | --- | --- | --- | --- | --- | --- | --- | +| 2.1.1 | White paper outlines (3) | Mktg Spec. | BA | MCD; sector packs | WP outline template | 3 outlines | 10 | Phase 1 | +| 2.1.2 | Write white paper drafts (3) | Mktg Spec. | BA | Outlines + research | SPIN-style narrative | 3 drafts | 40 | 2.1.1 | +| 2.1.3 | Design & bilingual production | Designer | Mktg Spec. | Final drafts | WP design system | 3 finished WPs | 30 | 2.1.2 | +| 2.2.1 | Creative brief per sector | Mktg Spec. | Designer | White paper messages | Creative brief template | 3 briefs | 6 | 2.1.2 | +| 2.2.2 | Develop 2 variants per sector | Designer | Mktg Spec. | Creative briefs | A/B variant design | 6 creatives | 30 | 2.2.1 | +| 2.3.1 | Build target account list (~30) | BA | ARTC Commercial Mgr | Sector + buying maps | ABM account selection | Target account list | 12 | Phase 1 | +| 2.3.2 | Configure LinkedIn campaigns | Mktg Spec. | Designer | Creatives; account list | LinkedIn Campaign Mgr | 3 live campaigns | 16 | 2.3.1, 2.2.2 | +| 2.3.3 | Set up lead-gen forms & UTM | Mktg Spec. | BA | Campaigns | Lead form template; UTM map | Lead capture config | 6 | 2.3.2 | +| 2.4.1 | Define lead qualification + handoff | BA | ARTC Sales Mgr | Lead form fields | Qualification matrix | Handoff SOP | 8 | 2.3.3 | +| 2.4.2 | Daily lead transfer to BD | Mktg Spec. | ARTC Sales Mgr | Lead exports | Handoff template | Lead handoff log | Ongoing | 2.4.1 | +| 2.5.1 | Weekly optimisation review | Mktg Spec. | BA | Campaign data | Performance dashboard | Optimisation log | Ongoing | 2.3.2 | +| 2.5.2 | Bi-weekly performance report | Mktg Spec. | Sec. Head | Dashboard + log | Report template | Perf. report | Bi-weekly | 2.5.1 | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 6 · Work Breakdown Structure +TSS Business Consulting · ARTC Commercial Activation + +Phase 3 – Convert : Subtasks & Outputs + +| WBS ID | Subtask | Responsible | Supporting | Input | Tool/Technique | Output | Effort (h) | Dependency | +| --- | --- | --- | --- | --- | --- | --- | --- | --- | +| 3.1.1 | Build account dossier (×5) | BA | ARTC Sales Mgr | Public sources + BD intel | Account dossier template | 5 dossiers | 30 | Phase 1+2 | +| 3.1.2 | Map buying committee (×5) | BA | Sales Mgr | Dossier inputs | Committee map | 5 committee maps | 15 | 3.1.1 | +| 3.2.1 | Draft 4 role narratives (×5 accts) | Sec. Head | Mktg Spec. | Committee maps; MCD | Role-narrative template | 20 narratives | 40 | 3.1.2 | +| 3.2.2 | Red-team review with BD | Sec. Head | Sales Mgr | Narratives | Red-team workshop | Refined narratives | 10 | 3.2.1 | +| 3.3.1 | Build modular proposal template | Designer | Sec. Head | Procurement formats | Modular template | Master template | 20 | Phase 1 | +| 3.3.2 | Adapt template per account (×5) | Designer | Mktg Spec. | Narratives + master | Adaptation toolkit | 5 templates | 20 | 3.3.1, 3.2.2 | +| 3.4.1 | Compile objection longlist | BA | Sales Mgr | BD experience | Objection matrix | Objection longlist | 10 | — | +| 3.4.2 | Write top-20 objection responses | Sec. Head | Mktg Spec. | Longlist + MCD | Battlecard format | Battlecard library | 15 | 3.4.1 | +| 3.5.1 | Weekly BD working session | Sec. Head | BA, Sales Mgr | Live pipeline | Account war-room format | Decisions log | Ongoing | 3.2.2 | +| 3.5.2 | Close-support per account | Sec. Head | Mktg Spec., Sales Mgr | Pipeline status | Deal-stage tracker | Updated tracker | Ongoing | 3.5.1 | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 6 · Work Breakdown Structure +TSS Business Consulting · ARTC Commercial Activation + +Phase 4 – Elevate : Subtasks & Outputs + +| WBS ID | Subtask | Responsible | Supporting | Input | Tool/Technique | Output | Effort (h) | Dependency | +| --- | --- | --- | --- | --- | --- | --- | --- | --- | +| 4.1.1 | Shortlist + onboard 3 spokespersons | Sec. Head | ARTC GM | Leadership pool | Spokesperson brief | 3 onboarded | 20 | Phase 1 | +| 4.2.1 | 12-week editorial calendar | Mktg Spec. | BA | Topics, events | Editorial calendar | Calendar v1 | 10 | 4.1.1 | +| 4.2.2 | Ghostwrite posts (1–2 / spkr / wk) | Mktg Spec. | BA | Calendar | Voice templates | ≥72 posts | Ongoing | 4.2.1 | +| 4.2.3 | Post review + approval cycle | Spokespersons | Mktg Spec. | Drafts | SLA review process | Approved posts | Ongoing | 4.2.2 | +| 4.3.1 | ARTC LinkedIn page content cadence | Mktg Spec. | Designer | Brand system | Page editorial plan | Page activity | Ongoing | Phase 1 | +| 4.3.2 | Paid amplification (LinkedIn + Google) | Mktg Spec. | Designer | Posts; SEM plan | LinkedIn/Google Ads | Paid campaigns | Ongoing | 4.3.1 | +| 4.4.1 | Monthly KPI pull & analysis | BA | Mktg Spec. | Platform data | KPI dashboard | Monthly memo | Monthly | 4.3.2 | +| 4.4.2 | Quarterly authority review | Sec. Head | ARTC GM, TSS CEO | Monthly memos | Authority review deck | Quarterly deck | Quarterly | 4.4.1 | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +07 + +Section +Consulting Tools & Techniques +What tools, when, by whom, how, and what they feed into next. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 7 · Consulting Tools & Techniques +TSS Business Consulting · ARTC Commercial Activation + +Tools for Phase 1 – Position + +| Tool / Technique | What it is | Why needed | When / Who | How (step-by-step, condensed) | Output → next use | +| --- | --- | --- | --- | --- | --- | +| Stakeholder interview guide | Semi-structured guide covering strategy, market view, customers, pain, gaps. | Capture leadership intent and identify gaps efficiently. | Phase 1 / BA + Section Head | 1) List themes 2) Draft 8–10 open Qs/theme 3) Pilot with 1 stakeholder 4) Refine 5) Use across all interviews. | Themes feed sector + positioning. | +| Leadership alignment workshop | Half-day facilitated workshop with ARTC + TSS leadership. | Convert analysis into binding decisions on positioning & sectors. | End of Phase 1 / Section Head | 1) Pre-read pack 2) Walk-through 3) Options & trade-offs 4) Decisions 5) Dissent capture 6) Decision log. | Approved positioning → MCD. | +| Market segmentation | Splitting B2B safety training market into homogeneous, addressable segments. | Stop competing as a generalist; focus on winnable sectors. | Phase 1 / BA | 1) Define segmentation axes 2) Cluster buyers 3) Test for size/access/fit 4) Validate with stakeholders. | Sector list → prioritisation matrix. | +| Sector prioritisation matrix | Weighted matrix scoring sectors on size × growth × win-rate × strategic fit. | Force a defensible choice of 3 priority sectors. | Phase 1 / Section Head | 1) Define criteria & weights 2) Score each sector 3) Sensitivity test 4) Confirm in workshop. | Top 3 sectors → all downstream. | +| TAM / SAM / SOM logic | Total / Serviceable / Obtainable market sizing per sector. | Quantify opportunity at sector level and justify focus. | Phase 1 / BA | 1) Bottom-up & top-down 2) Triangulate 3) State assumptions 4) Mark confidence. | Inputs to business case + sector packs. | +| Competitive positioning audit | Systematic capture of competitors' claims, sectors, accreditations, proof. | Find defensible whitespace and avoid me-too positioning. | Phase 1 / BA + Designer | 1) Competitor longlist 2) Capture matrix 3) 2×2 map 4) Identify whitespace. | Whitespace → positioning workshop. | +| Value proposition canvas (per sector) | Maps customer jobs/pains/gains to ARTC's pain-relievers and gain-creators. | Ensure value prop speaks to sector-specific reality, not generic HSE. | Phase 1 / Section Head | 1) Per sector, list jobs/pains/gains 2) Match to ARTC offering 3) Validate with BD. | Feeds white paper + narratives. | +| Message house | Master messaging architecture: core idea, pillars, proof points. | Ensure every channel speaks one coherent story. | Phase 1 / Section Head + Mktg Spec | 1) Define core idea 2) 3 pillars 3) Proof per pillar 4) Sector tailoring. | Spine for Phase 2 + Phase 4. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 7 · Consulting Tools & Techniques +TSS Business Consulting · ARTC Commercial Activation + +Tools for Phase 2 – Activate + +| Tool / Technique | What it is | Why needed | When / Who | How (step-by-step, condensed) | Output → next use | +| --- | --- | --- | --- | --- | --- | +| ABM account selection | Methodology to select named target accounts per sector. | Move from broadcast to procurement-led targeting. | Phase 2 / BA + Commercial Mgr | 1) Ideal account profile 2) Longlist 3) Score on fit + intent + access 4) Confirm ~30 accounts. | Target list → LinkedIn campaigns + Phase 3 narratives. | +| Persona development | Profiles of key roles in buying committee per sector. | Sharpen content and targeting precision. | Phase 2 / BA + Mktg Spec | 1) Define 3–4 personas/sector 2) Goals, pains, channels 3) Validate with BD. | Briefs LinkedIn campaigns + narratives. | +| Customer journey mapping | End-to-end view from awareness to decision per sector. | Identify channel + content needs per stage. | Phase 2 / BA | 1) Map stages 2) Capture actions, content, owners 3) Find gaps. | Refines campaign + handoff design. | +| White paper structure | Authority document anatomy: problem, evidence, POV, framework, action. | Anchor demand on substance, not slogans. | Phase 2 / Mktg Spec + Designer | 1) Outline 2) Draft 3) Technical review 4) Design 5) Bilingual production. | Lead magnet + thought-leadership reuse. | +| Creative brief & A/B framework | Brief that defines audience, message, hypothesis, success metric. | Test message resonance with real spend. | Phase 2 / Mktg Spec → Designer | 1) State hypothesis per variant 2) Define success metric 3) Brief Designer 4) Run + measure. | Learnings feed Phase 4. | +| LinkedIn campaign planning | Account targeting, bidding, lead-gen forms, UTM. | Operationalise paid execution against named accounts. | Phase 2 / Mktg Spec | 1) Build audiences 2) Allocate budget 3) Setup forms + UTM 4) Launch 5) Weekly optimise. | Generates leads & engagement data. | +| Lead qualification matrix | Criteria for what counts as a qualified lead (BANT / role + sector fit). | Stop sending BD low-quality leads. | Phase 2 / BA | 1) Agree criteria with BD 2) Scorecard 3) Apply pre-handoff. | Feeds handoff process. | +| Campaign brief & content calendar | Single source for what runs, when, where, why. | Coordination across BA, Mktg, Designer, BD. | Phase 2 / Mktg Spec | 1) Brief per campaign 2) Calendar across sectors 3) Weekly review. | Operates Phase 2 + Phase 4. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 7 · Consulting Tools & Techniques +TSS Business Consulting · ARTC Commercial Activation + +Tools for Phase 3 – Convert & Phase 4 – Elevate + +| Tool / Technique | What it is | Why needed | When / Who | How (step-by-step, condensed) | Output → next use | +| --- | --- | --- | --- | --- | --- | +| Buying committee mapping | Identifying and characterising roles that decide on each account. | Win committees, not individuals. | Phase 3 / BA + Sales Mgr | 1) Per account, identify roles 2) Influence 3) Pain 4) Win criteria. | Drives DMU narratives + proposals. | +| DMU role-narrative template | Standard format for each role narrative (objective, pain, claim, proof, ask). | Make narratives executable, not essays. | Phase 3 / Section Head + Mktg Spec | 1) Per role, fill template 2) Red-team 3) Refine. | Feeds proposals + battlecards. | +| Proposal template development | Modular AR/EN proposal with separated technical & financial sections. | Match Saudi procurement norms; scale to future accounts. | Phase 3 / Designer + Section Head | 1) Define modules 2) Standard sections 3) Style + AR layout 4) Test with BD. | Reusable proposal engine. | +| Objection handling library | Top-20 objections with crisp 2–3 sentence responses. | Equip BD for live conversations. | Phase 3 / Section Head | 1) Mine BD experience 2) Cluster 3) Write responses 4) Test in roleplay. | Sales enablement library. | +| Sales funnel analysis | Stage-by-stage view of pipeline with conversion + cycle time. | Diagnose where deals stall and intervene. | Phase 3+4 / BA + Sales Mgr | 1) Define stages 2) Snapshot pipeline 3) Compute conversion 4) Diagnose stalls. | Targets close-support effort. | +| Spokesperson programme brief | Per-spokesperson plan: voice, topics, cadence, review SLA. | Make authority programme sustainable. | Phase 4 / Section Head | 1) Interview spokesperson 2) Topics matrix 3) Cadence agreement 4) Sign-off. | Powers ghostwriting cycle. | +| KPI dashboard | Single dashboard for campaign, lead, pipeline, authority metrics. | Make performance visible and decisions evidence-based. | All phases / BA | 1) Define metrics 2) Sources 3) Build 4) Refresh on cadence. | Feeds governance forums. | +| Benefits realisation plan | Schedule of when benefits land vs cost incurred. | Hold project accountable beyond go-live. | Phase 4 / Section Head | 1) Define benefits 2) Owners 3) Trigger dates 4) Tracking cadence. | Used in post-project review. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 7 · Consulting Tools & Techniques +TSS Business Consulting · ARTC Commercial Activation + +Cross-Cutting Project Management Tools + +| Tool / Technique | What it is | Why needed | When / Who | How (step-by-step, condensed) | Output → next use | +| --- | --- | --- | --- | --- | --- | +| RACI matrix | Roles vs activities mapping (Responsible/Accountable/Consulted/Informed). | Eliminate ambiguity on ownership. | Set in kickoff / Section Head | 1) List activities 2) Assign roles 3) Test for single A per row 4) Approve. | Used in every governance forum. | +| Risk register | Living log of risks with likelihood, impact, mitigation, owner. | Make risks visible and managed, not ignored. | Weekly / BA owns | 1) Identify 2) Score 3) Mitigate 4) Review weekly 5) Close. | Feeds Steering Committee. | +| RAID log | Risks, Assumptions, Issues, Dependencies in one place. | Single source of truth for governance. | Weekly / BA | 1) Capture in working session 2) Update before SteerCo 3) Track to close. | Standing SteerCo item. | +| Decision log | Record of decisions, owners, date, rationale, dissent. | Avoid revisiting decisions; create audit trail. | Per workshop / Section Head | 1) Capture decisions live 2) Confirm wording 3) Circulate. | Reference for charter & change control. | +| Governance cadence | Weekly working, bi-weekly leadership, phase-gate reviews. | Match cadence to decision speed required. | From kickoff / Section Head | 1) Set forums 2) Standing agendas 3) Materials template. | Operating rhythm of the project. | +| Stakeholder map | Power × interest map of stakeholders + comms plan per quadrant. | Manage engagement proportionate to influence. | Phase 1 / BA + Section Head | 1) List stakeholders 2) Score 3) Place on map 4) Comms cadence. | Drives communications plan. | +| Change control | Lightweight log of scope/timeline/cost changes with approver. | Avoid scope creep without governance. | From kickoff / Section Head | 1) Submit change 2) Assess impact 3) Decide 4) Communicate. | Steering Committee artefact. | +| Benefits realisation plan | Time-phased view of when benefits accrue and how they are measured. | Connect project to business value. | Phase 4 / Section Head + ARTC Commercial Mgr | 1) Define benefits 2) Baselines 3) Track 4) Report quarterly. | Closes the loop after project. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +08 + +Section +Project Deliverables Register +Every deliverable, its owner, contributors, format, reviewers, and completion criteria. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 8 · Project Deliverables Register +TSS Business Consulting · ARTC Commercial Activation + +Project Management Deliverables + +| Deliverable | Description | Phase | Owner | Contributors | Input | Format | Reviewer | Approver | Completion Criteria | +| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | +| Project Charter | Formal definition of scope, objectives, governance, success. | PM | Sec. Head | BA | Business case | PDF | ARTC GM | TSS CEO | Signed by sponsor & business owner. | +| Stakeholder map | Power×interest map and comms plan. | Ph 1 | BA | Sec. Head | Interviews | Excel/PDF | Sec. Head | ARTC GM | All key stakeholders placed; comms cadence defined. | +| RACI matrix | Roles vs activities & deliverables. | PM | Sec. Head | All BC | WBS | Excel | ARTC GM | TSS CEO | Single A per row; reviewed in kickoff. | +| RAID log | Risks, assumptions, issues, dependencies. | PM | BA | All BC | Live working | Excel | Sec. Head | ARTC GM | Updated weekly; standing SteerCo item. | +| Decision log | All major decisions with owner & date. | PM | BA | Sec. Head | Workshops | Excel/Conf. | Sec. Head | ARTC GM | Live throughout project; reviewed at gates. | +| KPI dashboard | Project & commercial KPIs in one view. | PM | BA | Mktg Spec. | Platform data | Dashboard | Sec. Head | ARTC GM | Refreshed weekly (Ph2+); monthly (Ph4). | +| Weekly status report | Progress, risks, decisions needed. | PM | Sec. Head | BA | Working sessions | PDF/Memo | ARTC GM | TSS CEO (I) | Sent every Monday; SteerCo input. | +| Phase-gate review pack | Closure pack per phase with exit-criteria evidence. | Per phase | Sec. Head | All BC | Phase outputs | PPT | ARTC GM | TSS CEO | Each exit criterion evidenced; gate decision recorded. | +| Change control log | Tracked changes to scope, timeline, cost. | PM | Sec. Head | BA | Change requests | Excel | ARTC GM | TSS CEO | All changes assessed & decided ≤5 working days. | +| Close-out report | Outcomes vs business case; lessons; benefits plan. | Close | Sec. Head | BA, Mktg Spec. | All artefacts | PPT/PDF | ARTC GM | TSS CEO | Includes signed-off benefits realisation plan. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 8 · Project Deliverables Register +TSS Business Consulting · ARTC Commercial Activation + +Phase 1 – Position : Business Deliverables + +| Deliverable | Description | Phase | Owner | Contributors | Input | Format | Reviewer | Approver | Completion Criteria | +| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | +| Interview guide | Semi-structured guide for leadership interviews. | 1 | BA | Sec. Head | Themes | Doc | Sec. Head | Sec. Head | Piloted before full use. | +| Insights synthesis deck | Themed insights from interviews. | 1 | BA | Sec. Head | Interview notes | PPT | Sec. Head | ARTC GM | ≥2 sources per insight; gaps marked. | +| Sector intelligence pack | Quantified data per candidate sector. | 1 | BA | Mktg Spec. | Public + ARTC data | PPT | Sec. Head | ARTC GM | Each sector quantified on size/growth/access. | +| Sector prioritisation matrix | Weighted shortlist of 3 priority sectors. | 1 | Sec. Head | BA | Sector pack | Excel/PPT | ARTC GM | TSS CEO | Top 3 ratified in workshop. | +| Competitive positioning audit | Competitor mapping + whitespace. | 1 | BA | Designer | Competitor data | PPT | Sec. Head | ARTC GM | Whitespace defensible vs ≥3 named competitors. | +| Buying behaviour packs | Decision journey + committee per priority sector. | 1 | BA | Sales Mgr | Interviews + research | PPT | Sec. Head | ARTC GM | ≥4 committee roles mapped per sector. | +| Accreditation leverage map | Accreditations matched to sector requirements. | 1 | BA | Training Mgr | Accreditation register | Excel/PPT | Training Mgr | ARTC GM | Each accreditation tagged to ≥1 sector. | +| Positioning statement (ARTC) | One-line position + supporting paragraph. | 1 | Sec. Head | Mktg Spec. | Workshop output | Doc | ARTC GM | TSS CEO | Signed in workshop decision log. | +| Sector value propositions (×3) | Tailored value proposition per priority sector. | 1 | Sec. Head | BA | VP canvas | Doc | ARTC GM | ARTC GM | Each value prop tied to buying committee. | +| Message house | Core idea + pillars + proof + sector tailoring. | 1 | Sec. Head | Mktg Spec. | VP + insights | PPT | ARTC GM | ARTC GM | Approved by GM; usable across channels. | +| Buying committee playbook | How to engage each role in each sector. | 1 | BA | Sales Mgr | Buying packs | PPT/Doc | Sec. Head | ARTC GM | BD validates usability. | +| Master Credential Document | AR+EN, ≤25pp: position, VPs, message house, target accounts. | 1 | Sec. Head | Designer | All Phase 1 | PDF (AR/EN) | ARTC GM | TSS CEO | Both language versions signed off. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 8 · Project Deliverables Register +TSS Business Consulting · ARTC Commercial Activation + +Phase 2 – Activate : Business Deliverables + +| Deliverable | Description | Phase | Owner | Contributors | Input | Format | Reviewer | Approver | Completion Criteria | +| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | +| Target account list (~30) | Named accounts across 3 sectors with rationale. | 2 | BA | Commercial Mgr | Sector + buying maps | Excel | Sec. Head | ARTC GM | Named, scored, sector-tagged; approved by GM. | +| White paper briefs (×3) | Outline + key messages + research plan. | 2 | Mktg Spec. | BA | MCD + sector packs | Doc | Sec. Head | Sec. Head | Approved before draft. | +| White papers (×3) | AR+EN authority papers ~15-20pp each. | 2 | Mktg Spec. | Designer, Training Mgr | Briefs + research | PDF (AR/EN) | Sec. Head | ARTC GM | Technical & language review passed. | +| Creative briefs (×3) | Per-sector creative brief incl. A/B hypothesis. | 2 | Mktg Spec. | Designer | White papers | Doc | Sec. Head | Sec. Head | Hypothesis testable in market. | +| Creatives (×6) | 2 variants per sector ready for LinkedIn. | 2 | Designer | Mktg Spec. | Briefs | PNG/PSD | Mktg Spec. | Sec. Head | Brand-system compliant. | +| LinkedIn campaigns (×3) | Live ABM campaigns per sector. | 2 | Mktg Spec. | Designer | Account list + creatives | Platform | Sec. Head | ARTC GM | Reach ≥80% of named accounts. | +| Lead capture & handoff process | Process from form fill to BD ownership. | 2 | BA | Mktg Spec., Sales Mgr | Form fields | Doc/SOP | Sales Mgr | ARTC GM | 100% leads handed off in 24h. | +| Campaign performance dashboard | Weekly KPIs on reach, leads, accounts engaged. | 2 | Mktg Spec. | BA | Platform data | Dashboard | Sec. Head | ARTC GM | Live weekly; bi-weekly to leadership. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 8 · Project Deliverables Register +TSS Business Consulting · ARTC Commercial Activation + +Phase 3 – Convert : Business Deliverables + +| Deliverable | Description | Phase | Owner | Contributors | Input | Format | Reviewer | Approver | Completion Criteria | +| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | +| Account dossiers (×5) | Deep dossier per priority account. | 3 | BA | Sales Mgr | Public + intel | PPT | Sec. Head | Commercial Mgr | ≥3 named contacts mapped. | +| Buying committee maps (×5) | Committee roles + influence per account. | 3 | BA | Sales Mgr | Dossiers | PPT | Sec. Head | Commercial Mgr | Approved by BD. | +| DMU narrative packs (×5) | 4 role narratives per account = 20 total. | 3 | Sec. Head | Mktg Spec. | Committee maps + MCD | PPT | Commercial Mgr | ARTC GM | Red-teamed; each narrative has role objective + 2 objections handled. | +| Tailored proposal templates (×5) | AR+EN modular templates per account. | 3 | Designer | Sec. Head | Master template + narratives | PPT/PDF | Commercial Mgr | ARTC GM | Reusable for future accounts. | +| Sales enablement library | Battlecards + objection responses + talking points. | 3 | Sec. Head | Mktg Spec. | Top-20 objections | Conf./PDF | Sales Mgr | ARTC GM | Used in ≥3 live deals within 30 days. | +| Account war-room tracker | Live status of 5 accounts with next moves. | 3 | BA | Sales Mgr | BD inputs | Excel/Tool | Sec. Head | Commercial Mgr | Updated weekly with decisions. | +| Win-loss capture template | Standard format to capture deal outcomes. | 3 | BA | Sec. Head | Deal closure | Doc | Sec. Head | Commercial Mgr | Used on every closed deal. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 8 · Project Deliverables Register +TSS Business Consulting · ARTC Commercial Activation + +Phase 4 – Elevate : Business Deliverables + +| Deliverable | Description | Phase | Owner | Contributors | Input | Format | Reviewer | Approver | Completion Criteria | +| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | +| Spokesperson briefs (×3) | Voice, topics, cadence, review SLA. | 4 | Sec. Head | Mktg Spec. | Onboarding interviews | Doc | ARTC GM | TSS CEO | Signed by each spokesperson. | +| Editorial calendar (12 wk+) | Topic + spokesperson + format + date. | 4 | Mktg Spec. | BA | Briefs | Excel | Sec. Head | ARTC GM | Reviewed monthly. | +| Ghostwritten post library | Ongoing pool of posts per spokesperson. | 4 | Mktg Spec. | BA, Designer | Calendar | Doc/Asset | Spokespersons | Spokespersons | ≥80% on-cadence publication. | +| ARTC LinkedIn page plan | Content strategy + posting cadence + KPIs. | 4 | Mktg Spec. | Designer | Message house | Doc | Sec. Head | ARTC GM | Live monthly review. | +| Paid amplification plan | LinkedIn Sponsored + Google SEM + location ads. | 4 | Mktg Spec. | Designer | Posts + budget | Doc/Platform | Sec. Head | ARTC GM | Named-account reach ≥70% / quarter. | +| Monthly performance memo | KPIs + recommendations. | 4 | Mktg Spec. | BA | Dashboard | Memo/PDF | Sec. Head | ARTC GM | Each recommendation tied to data. | +| Quarterly authority review | Compounding view of authority gains. | 4 | Sec. Head | BA, Mktg Spec. | Monthly memos | PPT | ARTC GM | TSS CEO | Linked to benefits realisation plan. | +| Benefits realisation plan | When benefits land; how measured; owners. | 4 | Sec. Head | Commercial Mgr | Business case | Excel/PPT | ARTC GM | TSS CEO | Approved at Phase 3 exit; tracked quarterly. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +09 + +Section +Project Plan & Timeline +Roadmap, week-by-week plan, milestones, dependencies, and critical path. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 9 · Project Plan & Timeline +TSS Business Consulting · ARTC Commercial Activation + +High-Level Roadmap (Weeks 1–32) – Internal Delivery +Phase / Workstream +W1 +W5 +W9 +W13 +W17 +W21 +W25 +W29 +W32 + +Foundation +Phase 1 – Position + +Demand +Phase 2 – Activate + +Close +Phase 3 – Convert + +Authority +Phase 4 – Elevate (start in parallel) + +Mobilisation & Kickoff + +Phase Gates (G1/G2/G3/G4) +Steering Committee (bi-weekly) + +Minimum recommended duration: 21 weeks (Ph1–3) + 6 months Ph4. Realistic duration: 24–28 weeks for Ph1–3 given internal team capacity. Acceleration options: add 1 external researcher in Phase 1; engage external paid-media buyer in Phase 2; bring Arabic copyeditor into Phases 1, 2, 3. + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 9 · Project Plan & Timeline +TSS Business Consulting · ARTC Commercial Activation + +Week-by-Week Plan : Phase 1 (Weeks 1–5) + +| Week | Phase | Workstreams / Activities | Key Outputs | Milestones | Dependencies | +| --- | --- | --- | --- | --- | --- | +| W1 | Position | Kickoff; interview guide; sector longlist; stakeholder map. | Project charter; interview guide | M1 Kickoff | Charter approval | +| W2 | Position | Leadership & stakeholder interviews; secondary research start. | Interview notes | — | Stakeholder availability | +| W3 | Position | Sector intel build; competitive audit; buying maps draft. | Sector pack v1; competitor profiles | — | Data availability | +| W4 | Position | Prioritisation matrix; accreditation crosswalk; MCD draft. | Prioritisation matrix; leverage map | — | Training Mgr input | +| W5 | Position | Positioning workshop; MCD finalisation; Gate G1. | MCD v1 (AR/EN); decision log | M2 G1 – Phase 1 Sign-off | ARTC GM + TSS CEO availability | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 9 · Project Plan & Timeline +TSS Business Consulting · ARTC Commercial Activation + +Week-by-Week Plan : Phase 2 (Weeks 6–13) + Phase 4 Start + +| Week | Phase | Workstreams / Activities | Key Outputs | Milestones | Dependencies | +| --- | --- | --- | --- | --- | --- | +| W6 | Activate / Elevate | Account list; white paper outlines; spokesperson selection. | Account list; outlines | — | Phase 1 sign-off | +| W7 | Activate / Elevate | WP drafting (start); creative briefs; editorial calendar. | Drafts; briefs; calendar | — | — | +| W8 | Activate / Elevate | WP design start; creatives in production; spokesperson onboarding. | Design files; creatives | — | Spokespersons available | +| W9 | Activate / Elevate | WPs finalised; campaign setup; first ghostwritten posts. | 3 WPs; campaigns configured | — | Paid budget approval | +| W10 | Activate / Elevate | Campaigns live; lead handoff process operating. | Live LinkedIn campaigns | M3 Campaign Launch | Account list approval | +| W11 | Activate / Elevate | First-week optimisation; bi-weekly leadership update. | Optimisation log; bi-weekly memo | — | — | +| W12 | Activate / Elevate | Mid-campaign creative refresh; KPI deep dive. | Refreshed creatives | — | — | +| W13 | Activate / Elevate | Campaign close; Phase 2 retrospective; Gate G2. | Phase 2 close-out pack | M4 G2 – Phase 2 Sign-off | Performance evidence | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 9 · Project Plan & Timeline +TSS Business Consulting · ARTC Commercial Activation + +Week-by-Week Plan : Phase 3 (Weeks 14–21) + Phase 4 Continues + +| Week | Phase | Workstreams / Activities | Key Outputs | Milestones | Dependencies | +| --- | --- | --- | --- | --- | --- | +| W14 | Convert / Elevate | Account dossiers start; objection longlist; calendar refresh. | 5 dossiers in progress | — | Phase 2 close | +| W15 | Convert / Elevate | Buying committee mapping per account; battlecard drafting. | Committee maps | — | BD input | +| W16 | Convert / Elevate | DMU narratives draft (×20); red-team prep. | 20 narrative drafts | — | — | +| W17 | Convert / Elevate | Red-team review; narrative refinement; master proposal template. | Refined narratives; master template | — | Sales Mgr time | +| W18 | Convert / Elevate | Proposal templates per account (×5); battlecard finalisation. | 5 proposal templates | — | — | +| W19 | Convert / Elevate | BD working sessions; close support per account; library handover. | Sales enablement library | — | BD attendance | +| W20 | Convert / Elevate | Account war-room cadence; pipeline movement check. | Account tracker; war-room log | — | — | +| W21 | Convert / Elevate | Phase 3 close-out; benefits plan; Gate G3. | Phase 3 close-out; benefits plan | M5 G3 – Phase 3 Sign-off | ≥2 accounts at proposal stage | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 9 · Project Plan & Timeline +TSS Business Consulting · ARTC Commercial Activation + +Week-by-Week Plan : Phase 4 Continuation (Weeks 22–32) + +| Week | Phase | Workstreams / Activities | Key Outputs | Milestones | Dependencies | +| --- | --- | --- | --- | --- | --- | +| W22-24 | Elevate | Sustain content cadence; first quarterly authority review. | Q1 authority review | M6 Quarterly Review | Spokespersons sustained | +| W25-28 | Elevate | Refresh editorial calendar; A/B test posts; SEM optimisation. | New calendar; SEM updates | — | Paid budget refresh | +| W29-32 | Elevate | Half-year programme review; Gate G4; transition to BAU. | Programme close-out; BAU plan | M7 G4 – Programme Close | TSS CEO endorsement | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 9 · Project Plan & Timeline +TSS Business Consulting · ARTC Commercial Activation + +Critical Path & Dependencies + +| Critical Item | Why critical | Risk if missed | Mitigation | +| --- | --- | --- | --- | +| Phase 1 Workshop (W5) | Decisions on positioning + 3 sectors + target accounts gate everything in Phase 2 & 3. | Delay or indecision shifts every downstream phase by ≥1 week. | Pre-align ARTC GM and TSS CEO in W3; circulate options early. | +| Target account approval (W6) | 30 named accounts unlock LinkedIn campaign setup and Phase 3 priority selection. | Late approval blocks W7–W9 setup. | Pre-draft list during Phase 1; secure GM sign-off W6. | +| Spokesperson onboarding (W6–W8) | Phase 4 cannot start without 3 onboarded voices. | Slippage means 12-wk cadence pushes into Phase 3. | Identify spokespersons in W3; book onboarding in W5. | +| Paid media budget envelope (W7) | LinkedIn + later SEM budget required before W10 campaign launch. | No budget = no campaign = no leads. | Approve envelope at G1; release in W7. | +| BD bandwidth for Phase 3 (W19–W21) | DMU narratives + proposals are useless without BD time to deploy them. | Pipeline stalls; library becomes shelfware. | Block BD calendars at G2; designate account owners. | +| Arabic production capacity | All flagship outputs are AR+EN; Designer + copy is the bottleneck. | Quality drop or schedule slip. | Plan AR copy support from W3; consider external copyeditor. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +10 + +Section +Resources Required +Internal team, ARTC stakeholders, external support, and time commitment. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 10 · Resources Required +TSS Business Consulting · ARTC Commercial Activation + +Internal Team & Stakeholder Plan + +| Role | Type | Responsibilities | Phase Involvement | Time Commitment | Decisions / Deliverables Owned | +| --- | --- | --- | --- | --- | --- | +| TSS CEO | Executive Sponsor | Approve charter, budget, phase gates; escalation point; final approver of MCD and target accounts. | Phase 1, Gates, Quarterly | ~4 h / month | Charter; MCD; target accounts; budget envelope; programme close. | +| ARTC General Manager | Business Owner | Chair Steering Committee; own commercial outcomes; final approver on positioning, narratives, proposals, KPIs. | All phases | ~6–8 h / month | Positioning; sector priorities; account list; narratives; benefits plan. | +| ARTC Commercial Manager | Senior Stakeholder | Co-own positioning, account prioritisation, BD enablement; review narrative packs and proposals. | All phases (heavy in Ph 1, 3) | ~6 h / week (Ph 3 peak) | Sector priorities; account dossiers; proposal terms. | +| ARTC Sales Manager | Operational Owner – Convert | Validate buying maps; co-design lead handoff; lead account war room; deploy library. | Light Ph 1; heavy Ph 2, 3 | ~6 h / week (Ph 3 peak) | Buying committee maps; handoff SOP; account decisions. | +| ARTC Training Manager | Technical Authority | Validate accreditations; review white papers and technical claims. | Ph 1, 2 | ~3 h / week (Ph 1, 2) | Accreditation leverage; white paper technical review. | +| SAPTCO Senior Spokesperson | Authority Voice | Onboard as 1 of 3 spokespersons in Phase 4. | Ph 4 ongoing | ~1.5 h / week (Ph 4) | Voice + topics agreement; post approvals. | +| Senior BC Section Head | Internal Delivery Owner | Programme leadership; methodology; workshop facilitation; QA on every deliverable. | All phases | ~50% FTE for 21 weeks | All major deliverables; phase gates; sponsor reporting. | +| Business Analyst | Core Delivery | Research, segmentation, account intelligence, RAID log, KPI dashboard. | All phases | ~70% FTE for 21 weeks | Sector pack; matrix; dossiers; dashboard. | +| Marketing Specialist | Core Delivery | Campaign briefs, LinkedIn execution, white paper authorship, content programme, perf. reporting. | All phases (heavy Ph 2, 4) | ~70% FTE for 21 weeks then 50% Ph 4 | White papers; campaigns; calendar; monthly memos. | +| Designer | Core Delivery | MCD design, white papers, creatives, proposal templates, post visuals. | All phases (peak Ph 2, 3) | ~60% FTE for 21 weeks then 30% Ph 4 | MCD; WPs; creatives; templates. | +| External – Paid Media Buyer (optional) | Niche support | LinkedIn + Google bid management if internal capacity short. | Ph 2 + Ph 4 | Retainer or per-campaign | Campaign efficiency targets. | +| External – Arabic Copyeditor (optional) | Niche support | AR finishing on MCD, white papers, proposals. | Ph 1, 2, 3 production windows | Project-based | AR quality on every flagship deliverable. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +11 + +Section +RACI Matrix +Activity-by-activity Responsibility / Accountability / Consulted / Informed. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 11 · RACI Matrix +TSS Business Consulting · ARTC Commercial Activation + +Phase 1 – Position + +| Activity / Deliverable | TSS CEO | ARTC GM | Comm. Mgr | Sales Mgr | Training Mgr | Sec. Head | BA | Mktg Spec. | Designer | +| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | +| 1.1 Stakeholder interviews | I | C | C | C | C | A | R | I | I | +| 1.2 Sector intelligence + sizing | I | C | C | I | I | A | R | C | I | +| 1.3 Competitive positioning audit | I | C | C | I | I | A | R | C | C | +| 1.4 Buying behaviour mapping | I | C | C | C | I | A | R | I | I | +| 1.5 Accreditation leverage map | I | C | I | I | C | A | R | I | I | +| 1.6 Positioning workshop & decisions | C | A | C | C | C | R | C | C | I | +| MCD – Master Credential Document | A | R | C | C | C | R | C | C | R | +| Approve 3 priority sectors | A | R | C | C | C | C | I | I | I | +| Approve positioning statement | A | R | C | C | C | C | I | I | I | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 11 · RACI Matrix +TSS Business Consulting · ARTC Commercial Activation + +Phase 2 – Activate + +| Activity / Deliverable | TSS CEO | ARTC GM | Comm. Mgr | Sales Mgr | Training Mgr | Sec. Head | BA | Mktg Spec. | Designer | +| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | +| 2.1 White papers (3) | I | A | C | I | C | R | C | R | R | +| 2.2 Creative variants (6) | I | C | C | I | I | A | I | C | R | +| 2.3 Target account list approval | I | A | R | C | I | C | R | I | I | +| 2.3 LinkedIn campaign setup & launch | I | A | C | C | I | C | C | R | C | +| 2.4 Lead handoff SOP | I | A | C | C | I | C | R | C | I | +| 2.5 Weekly optimisation & reporting | I | A | C | C | I | C | C | R | I | +| Paid media budget envelope | A | R | C | I | I | C | I | C | I | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 11 · RACI Matrix +TSS Business Consulting · ARTC Commercial Activation + +Phase 3 – Convert + +| Activity / Deliverable | TSS CEO | ARTC GM | Comm. Mgr | Sales Mgr | Training Mgr | Sec. Head | BA | Mktg Spec. | Designer | +| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | +| 3.1 Account dossiers + committee maps | I | A | C | C | I | C | R | I | I | +| 3.2 DMU narrative packs | I | A | C | C | I | R | C | C | I | +| 3.3 Proposal templates (5) | I | A | C | C | I | C | I | C | R | +| 3.4 Objection handling library | I | A | C | C | I | R | C | C | I | +| 3.5 BD working sessions / war room | I | A | C | R | I | R | C | I | I | +| Account close decisions | I | A | R | R | I | C | I | I | I | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 11 · RACI Matrix +TSS Business Consulting · ARTC Commercial Activation + +Phase 4 – Elevate & Cross-cutting + +| Activity / Deliverable | TSS CEO | ARTC GM | Comm. Mgr | Sales Mgr | Training Mgr | Sec. Head | BA | Mktg Spec. | Designer | +| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | +| 4.1 Spokesperson selection (3) | A | R | C | I | I | R | I | C | I | +| 4.2 Editorial calendar | I | A | C | I | I | C | C | R | C | +| 4.2 Ghostwritten content production | I | A | I | I | I | C | C | R | C | +| 4.3 ARTC LinkedIn page management | I | A | C | I | I | C | I | R | C | +| 4.3 Paid amplification (LinkedIn+Google) | I | A | C | I | I | C | C | R | C | +| 4.4 Monthly performance memo | I | A | C | C | I | C | R | C | I | +| Project Charter approval | A | R | C | C | C | R | C | I | I | +| Phase Gate approval (G1–G4) | A | R | C | C | C | R | C | C | C | +| Risk & change control | A | R | C | C | I | R | C | C | I | +| Benefits realisation plan | A | R | R | C | I | R | C | C | I | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +12 + +Section +Governance Model +Forums, cadence, decision rights, escalation, and change control. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 12 · Governance Model +TSS Business Consulting · ARTC Commercial Activation + +Forums, Attendees, Cadence and Purpose + +| Forum | Attendees | Cadence | Purpose | Decision Rights | +| --- | --- | --- | --- | --- | +| Steering Committee | TSS CEO (Chair), ARTC GM, ARTC Commercial Mgr, Sec. Head; BA (secretary). | Bi-weekly, 60 min | Approve gates, resolve escalations, approve scope/budget changes, endorse strategic decisions. | Phase-gate go/no-go; sector & account approvals; budget changes. | +| Project Working Team | Sec. Head (Chair), BA, Mktg Spec., Designer; ARTC Sales Mgr as standing invitee. | Weekly, 60 min | Operational delivery: progress, risks, decisions needed, next week plan. | Run-rate decisions; risk mitigation; allocation. | +| ARTC Leadership Checkpoint | ARTC GM, Commercial Mgr, Sales Mgr, Training Mgr; Sec. Head, Mktg Spec. | Bi-weekly, 45 min | Align ARTC stakeholders, surface field intelligence, approve sector/account items. | Sector & account decisions; messaging sign-offs. | +| BD Working Session | Sec. Head, BA, ARTC Sales Mgr + named account owners. | Weekly during Ph 3, then monthly | Account-by-account close support; war-room cadence. | Next-move decisions per account; library refinements. | +| Phase Gate Review | Steering Committee + full BC team + ARTC GM's chosen reviewers. | End of each phase | Confirm exit criteria, approve next phase scope/budget, capture lessons. | Phase closure; phase-launch authority. | +| Quarterly Authority Review (Ph 4) | TSS CEO, ARTC GM, Sec. Head, Mktg Spec., Spokespersons. | Quarterly | Review authority KPIs, refresh editorial direction, benefits tracking. | Content direction; paid envelope adjustments. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 12 · Governance Model +TSS Business Consulting · ARTC Commercial Activation + +Decision Rights, Escalation Path & Change Control + +Decision Rights +Escalation Path +| Decision Type | Final Approver | Consulted | +| --- | --- | --- | +| Operational delivery decisions (within scope/budget) | Sec. Head | Working Team | +| Content / message decisions | ARTC GM | Sec. Head | +| Sector & account approval | ARTC GM | TSS CEO (I) | +| Phase gates | TSS CEO | ARTC GM, Sec. Head | +| Scope / timeline / budget changes >10% | TSS CEO | ARTC GM | +| Spokesperson selection | TSS CEO | ARTC GM | +| Escalations from BD | ARTC GM | Commercial Mgr | + +Working Team + +Sec. Head + +ARTC GM + +TSS CEO + +Change Control +1) Any scope/timeline/cost change is logged as a Change Request by the requester. +2) Sec. Head assesses impact (effort, cost, schedule, risk) within 3 working days. +3) ≤10% impact: ARTC GM decides at next ARTC Leadership Checkpoint. +4) >10% impact or strategic: Steering Committee decides at next bi-weekly. +5) Decision logged with rationale; affected artefacts updated; team informed within 48h. + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +13 + +Section +KPIs & Success Measures +Project, marketing, sales enablement, authority, and business-outcome KPIs. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 13 · KPIs & Success Measures +TSS Business Consulting · ARTC Commercial Activation + +1. Project Delivery KPIs + +| KPI | Definition | Measurement Method | Owner | Frequency | Target / Benchmark | Data Source | Phase | +| --- | --- | --- | --- | --- | --- | --- | --- | +| Deliverable on-time rate | % of scheduled deliverables completed on/before plan date. | WBS tracker vs plan | Sec. Head | Weekly | ≥90% (validate with leadership) | WBS / status report | All | +| Phase gate pass rate | % of gates passed on first review. | Phase-gate decision log | Sec. Head | Per gate | 100% targeted; <100% triggers retrospective | Gate records | All | +| RAID burn-down | Number of open critical risks / issues. | RAID log | BA | Weekly | ≤3 critical open at any time (suggested) | RAID log | All | +| Decision lead time | Working days from request to decision for leadership decisions. | Decision log timestamps | BA | Monthly | ≤5 working days (suggested; confirm with leadership) | Decision log | All | +| Budget variance | Actual vs planned spend per phase. | Finance report | Sec. Head | Monthly | Within ±10% of plan (confirm with TSS Finance) | TSS Finance | All | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 13 · KPIs & Success Measures +TSS Business Consulting · ARTC Commercial Activation + +2. Marketing & Demand Generation KPIs (Phase 2) + +| KPI | Definition | Measurement Method | Owner | Frequency | Target / Benchmark | Data Source | Phase | +| --- | --- | --- | --- | --- | --- | --- | --- | +| Named-account reach | % of 30 target accounts reached by campaigns. | LinkedIn Campaign Manager | Mktg Spec. | Weekly | ≥80% within 4 weeks of launch (suggested; validate) | LinkedIn analytics | 2 | +| Account engagement rate | % of targeted accounts with ≥1 engagement. | LinkedIn analytics | Mktg Spec. | Weekly | ≥40% within 8 weeks (suggested) | LinkedIn | 2 | +| White-paper downloads | Number of qualified downloads per WP. | Lead-gen form data | Mktg Spec. | Weekly | Vendor implied 200–250 total leads across campaign | LinkedIn lead forms | 2 | +| Cost per qualified lead (CPQL) | Paid spend ÷ qualified leads. | Spend + lead log | Mktg Spec. | Weekly | Benchmark to be set after W2 of campaign | LinkedIn + lead log | 2 | +| Lead handoff SLA | % leads transferred to BD within 24h. | Handoff log timestamps | Mktg Spec. | Weekly | 100% target | Handoff log | 2 | +| Creative variant lift | Performance delta between A/B variants per sector. | Campaign reports | Mktg Spec. | Bi-weekly | Statistically meaningful winner per sector | LinkedIn | 2 | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 13 · KPIs & Success Measures +TSS Business Consulting · ARTC Commercial Activation + +3. Sales Enablement & Conversion KPIs (Phase 3) + +| KPI | Definition | Measurement Method | Owner | Frequency | Target / Benchmark | Data Source | Phase | +| --- | --- | --- | --- | --- | --- | --- | --- | +| Accounts with full DMU pack | # of priority accounts with complete narrative + proposal template. | Tracker | Sec. Head | Weekly | 5 of 5 | Account war-room tracker | 3 | +| Pipeline movement | # of accounts advancing ≥1 stage per cycle. | BD pipeline | Sales Mgr | Bi-weekly | ≥2 accounts at proposal stage by end of Phase 3 (suggested) | BD pipeline | 3 | +| Proposal turnaround time | Days from RFP receipt to proposal submission. | BD log | Sales Mgr | Per RFP | Reduce vs baseline by 30% (target to confirm) | BD log | 3 | +| Win rate (priority accounts) | Closed-won ÷ proposed for the 5 priority accounts. | BD pipeline | Commercial Mgr | Quarterly | Establish baseline first; lift quarter-on-quarter | BD pipeline | 3+ | +| Battlecard usage | # live conversations using objection library / month. | BD self-report + working sessions | Sales Mgr | Monthly | ≥10 / month after launch (suggested) | BD reporting | 3+ | +| Library reuse for new accounts | # new accounts using narrative/proposal templates beyond the original 5. | BD tracker | Sec. Head | Quarterly | ≥3 new accounts per quarter (suggested) | BD tracker | 3+ | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 13 · KPIs & Success Measures +TSS Business Consulting · ARTC Commercial Activation + +4. Thought Leadership / Authority KPIs (Phase 4) + +| KPI | Definition | Measurement Method | Owner | Frequency | Target / Benchmark | Data Source | Phase | +| --- | --- | --- | --- | --- | --- | --- | --- | +| Publication on-cadence rate | % of planned posts published on schedule. | Editorial calendar | Mktg Spec. | Monthly | ≥80% | Calendar + LinkedIn | 4 | +| Spokesperson follower growth | Net new followers per spokesperson over period. | LinkedIn analytics | Mktg Spec. | Monthly | Track quarter-on-quarter growth (no fixed target until baseline) | LinkedIn | 4 | +| Engagement rate per post | Engagements ÷ impressions per post. | LinkedIn analytics | Mktg Spec. | Monthly | Industry benchmark to be set after Q1 | LinkedIn | 4 | +| ARTC page audience growth | Net follower growth + share of named accounts following. | LinkedIn analytics | Mktg Spec. | Monthly | Quarter-on-quarter growth | LinkedIn | 4 | +| SEM/Google share of voice | Impression share on category authority terms. | Google Ads | Mktg Spec. | Monthly | Establish baseline then grow | Google Ads | 4 | +| Inbound from authority program | Inbound enquiries citing content/spokesperson. | BD intake form question | Sales Mgr | Monthly | Trend baseline upward over 6 months | BD intake | 4 | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 13 · KPIs & Success Measures +TSS Business Consulting · ARTC Commercial Activation + +5. Business Outcome KPIs (Cross-cutting) + +| KPI | Definition | Measurement Method | Owner | Frequency | Target / Benchmark | Data Source | Phase | +| --- | --- | --- | --- | --- | --- | --- | --- | +| Named accounts converted to opportunities | # of 30 targeted accounts that become opportunities in pipeline. | BD pipeline tagging | Commercial Mgr | Quarterly | Baseline target to set with ARTC GM | BD pipeline | 2+ | +| Closed-won revenue from programme | Revenue from priority + warmed accounts attributable to the project. | Finance + BD pipeline | Commercial Mgr | Quarterly | Validate with ARTC leadership before setting | Finance | 3+ | +| Cost per won account | Programme cost (internal + paid) ÷ # accounts won. | Finance + project costs | Sec. Head | Quarterly | Trend down over time | Finance + WBS | 3+ | +| Average deal size (priority sectors) | Mean closed-won value in 3 priority sectors. | Finance + CRM/BD | Commercial Mgr | Quarterly | Validate baseline; target lift over 12 mo | Finance | 3+ | +| Repeat / expansion revenue | Revenue from existing accounts after programme. | BD account plans | Commercial Mgr | Quarterly | Establish baseline; lift over 12 mo | BD + Finance | 4+ | +| Net Promoter / advocacy from buyers | Buyer-side NPS or qualitative advocacy signals. | Post-engagement survey | Sales Mgr | Quarterly | Targets to set with ARTC leadership | Survey | 4 | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +14 + +Section +RAID Log +Risks, Assumptions, Issues, Dependencies, gaps, and required leadership decisions. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 14 · RAID Log +TSS Business Consulting · ARTC Commercial Activation + +Risks Register (Top 10) + +| ID | Risk | Likel. | Impact | Mitigation | Owner | +| --- | --- | --- | --- | --- | --- | +| R01 | Limited internal team capacity (4 BC roles only) creates throughput risk in Phase 2 & 3. | High | High | Phase planning with buffer weeks; selective external support for paid media + AR copy. | Sec. Head | +| R02 | Lack of granular Saudi sector market data may weaken segmentation precision. | Med | Med | Triangulate top-down/bottom-up; flag confidence levels; commission expert calls. | BA | +| R03 | ARTC positioning decisions deferred or contested in Phase 1 workshop. | Med | High | Pre-align ARTC GM and TSS CEO in W3; present 2-3 options with trade-offs. | Sec. Head | +| R04 | Weak named-account data limits ABM precision. | Med | High | Combine BD intel + public sources; commission specialist research only if needed. | BA | +| R05 | ARTC Sales team not ready/available for Phase 3 working sessions. | Med | High | Block calendars at Phase 2 close; secure GM mandate for time commitment. | ARTC GM | +| R06 | Delayed stakeholder inputs (interviews, accreditation data, BD intel). | High | Med | Calendar locks in W1; escalation to GM within 48h of slippage. | Sec. Head | +| R07 | Incomplete CRM / lead tracking infrastructure causes lead leakage. | High | Med | Manual SOP with daily check; flag CRM investment as follow-up project. | Mktg Spec. | +| R08 | Insufficient paid-media budget approval blocks Phase 2 launch / Phase 4 scale. | Med | High | Confirm envelope at G1; tranche releases; transparent CPL trends. | TSS CEO | +| R09 | Misalignment between ARTC priorities and TSS Group priorities mid-flight. | Low | High | Bi-weekly SteerCo standing item; documented decision log. | TSS CEO | +| R10 | Overdependence on LinkedIn as primary channel for B2B reach. | Med | Med | Layer Google SEM + sponsored location ads + relationship-led BD; diversify in Phase 4. | Mktg Spec. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 14 · RAID Log +TSS Business Consulting · ARTC Commercial Activation + +Risks (continued), Assumptions & Issues + +| ID | Item | Likel. | Impact | Mitigation / Response | Owner | +| --- | --- | --- | --- | --- | --- | +| R11 | Weak handoff between marketing leads and BD pipeline. | Med | High | Documented SLA + daily handoff log; weekly review with Sales Mgr. | Mktg Spec. | +| R12 | Spokespersons unable/unwilling to publish at agreed cadence. | Med | High | Onboarding contract on cadence + review SLA; backup spokesperson identified. | Sec. Head | +| R13 | AR/EN bilingual production bottleneck delays MCD and white papers. | Med | Med | Plan AR copy support from W3; budget for external AR copyeditor if needed. | Designer | +| R14 | Authority gains take longer than leadership expectation. | High | Med | Set realistic Phase 4 expectations upfront; quarterly review cadence. | Sec. Head | +| A01 | TSS CEO endorses internal-delivery model and reframing from 'marketing' to 'commercial activation'. | - | - | Confirm at charter approval. | TSS CEO | +| A02 | ARTC GM commits Commercial + Sales Manager time per resource plan. | - | - | Confirm in charter sign-off. | ARTC GM | +| A03 | Paid media envelope is available for Phase 2 + Phase 4. | - | - | Confirm at G1; release in tranches. | TSS CEO | +| A04 | RoSPA accreditation status remains live with no renewal disruption during programme. | - | - | Verify with Training Mgr at W1. | Training Mgr | +| A05 | ARTC catalogue and pricing remain stable; no major restructuring in 24 weeks. | - | - | Confirm with Commercial Mgr. | Commercial Mgr | +| I01 | No documented CRM/lead-tracking platform currently in use at ARTC (gap). | - | High | Manual SOP for this programme; raise CRM investment as separate initiative. | Sec. Head | +| I02 | Unclear ownership of ARTC LinkedIn company page today. | - | Med | Confirm owner in W1; transition to Marketing Specialist if needed. | Mktg Spec. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 14 · RAID Log +TSS Business Consulting · ARTC Commercial Activation + +Dependencies, Gaps & Required Leadership Decisions + +| ID | Item | Type / Impact | Required Action | Owner | +| --- | --- | --- | --- | --- | +| D01 | Phase 2 depends on Phase 1 outputs (positioning, sectors, accounts) being approved. | Hard sequence | ARTC GM signs at G1. | ARTC GM | +| D02 | Phase 3 depends on Phase 2 priority-account learning + BD bandwidth. | Hard sequence + BD time | Block BD calendars at G2. | ARTC GM | +| D03 | Phase 4 depends on Phase 1 message house + onboarded spokespersons. | Spokesperson availability | Identify in W3; onboard in W5–W8. | Sec. Head | +| D04 | Paid amplification depends on approved budget envelope. | Funding | Approve at G1; release in tranches. | TSS CEO | +| D05 | Quality of buying maps depends on BD willingness to share field intel. | Cultural / trust | Sec. Head sponsors trust building; GM mandate to share. | ARTC Sales Mgr | +| G01 | Missing: granular Saudi B2B safety training market data at sector level. | Data gap | Triangulate; flag confidence; commission expert calls if material. | BA | +| G02 | Missing: identification of specific SAPTCO senior spokesperson. | Person gap | Confirm in Phase 1 before W3. | ARTC GM / TSS CEO | +| G03 | Missing: confirmed budget for paid media in Phase 2 and Phase 4. | Funding gap | Submit to TSS CEO at G1; recommended envelope to be proposed by Sec. Head. | TSS CEO | +| G04 | Missing: current pipeline view and ARTC's revenue baseline for outcome KPIs. | Baseline gap | Request from Commercial Mgr at W1; document baselines. | Commercial Mgr | +| G05 | Missing: documented competitor list and pricing visibility. | Market data | Phase 1 activity 1.3 closes this gap. | BA | +| DEC01 | Approve internal-delivery model and project charter. | Required at kickoff | Recommended approval. | TSS CEO | +| DEC02 | Approve 3 priority sectors at end of Phase 1. | Gate G1 | BC team presents 3 options with trade-offs. | ARTC GM + TSS CEO | +| DEC03 | Approve target account list (~30) before campaign launch. | Gate G1 / W6 | BC team presents scored list. | ARTC GM | +| DEC04 | Approve 3 executive spokespersons + cadence commitment. | By W5 | Names + commitment letters. | TSS CEO + ARTC GM | +| DEC05 | Approve paid media envelope (Phase 2 + Phase 4). | By G1 then quarterly Ph 4 | BC team to propose envelope and CPL assumptions. | TSS CEO | +| DEC06 | Approve scope of optional external support (paid media buyer, AR copyeditor). | Before Phase 2 | Recommended scope to be tabled at G1. | TSS CEO | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +15 + +Section +Internal Execution Recommendations +Practical guidance for how TSS Business Consulting should run the programme. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 15 · Internal Execution Recommendations +TSS Business Consulting · ARTC Commercial Activation + +Recommended Next Steps & First 2 Weeks Priorities + +Immediate Next Steps (Week 0) +First 2 Weeks Priorities +1. Secure TSS CEO endorsement of internal-delivery model and reframing from + 'marketing campaign' to 'commercial activation programme'. + +2. Sign off project charter (see Section 16) including governance and budget envelope. + +3. Confirm full availability of the 4 BC team members for 21 weeks. + +4. Schedule kickoff with ARTC GM, Commercial Mgr, Sales Mgr, Training Mgr. + +5. Block standing forums (Steering, Working Team, ARTC Checkpoint) for 24 weeks. + +6. Stand up shared workspace (folder structure, RAID, WBS, decision log, KPI dashboard). + +7. Issue stakeholder communication explaining the programme and what is asked of them. +• Build interview guide and book 6+ leadership interviews. + +• Request ARTC pipeline export, accreditation register, prior campaign data, + competitor list, prior strategy decks, and BD's account longlist. + +• Stand up RAID log and decision log; populate baseline assumptions. + +• Identify candidate 3 executive spokespersons; informal soundings via GM. + +• Confirm AR copy capacity (internal vs external). + +• Draft sector longlist and prioritisation criteria for Phase 1 workshop. + +• Define paid-media envelope assumptions to table with TSS CEO at G1. + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 15 · Internal Execution Recommendations +TSS Business Consulting · ARTC Commercial Activation + +Documents to Prepare, Data to Request, and Quick Wins + +| Topic | Recommendation | +| --- | --- | +| Documents to prepare before kickoff | Project charter; stakeholder map; communication plan; interview guide; WBS v1; RAID log template; KPI dashboard skeleton; decision log; change-control SOP; shared workspace structure. | +| Meetings to schedule | Kickoff (Week 1); Working Team (weekly); Steering Committee (bi-weekly); ARTC Leadership Checkpoint (bi-weekly); BD Working Session (Phase 3+); Phase Gate Reviews (end of each phase); Quarterly Authority Review (Phase 4). | +| Stakeholders to interview in Phase 1 | TSS CEO; ARTC GM; ARTC Commercial Mgr; ARTC Sales Mgr; ARTC Training Mgr; 1–2 SAPTCO senior voices; 1–2 ARTC BD field reps; optional: 1–2 external customers. | +| Data to request from ARTC | Accreditation register; live pipeline export; previous campaign performance; competitor list and any prior intel; BD account longlist; revenue baseline; training catalogue + pricing; LinkedIn company page access. | +| Tools/templates to create | Interview guide; sector sizing template; prioritisation matrix; positioning options framework; message-house template; buying-committee map; account dossier template; DMU role-narrative template; modular proposal template (AR/EN); battlecard template; spokesperson brief; editorial calendar; KPI dashboard; monthly memo template. | +| Quick wins to bank early | • Approved positioning statement by W5 (anchor for everything downstream). • MCD shared internally to reset ARTC's external narrative immediately. • Lead handoff SOP live before W10 so no Phase 2 leads are lost. • First ghostwritten post live in W8 to start spokespersons' authority compounding. • Sales enablement library deployed mid-Phase 3 even before all narratives are final. | +| Critical decisions needed from leadership | DEC01 charter approval; DEC02 priority sectors; DEC03 target accounts; DEC04 spokespersons; DEC05 paid-media envelope; DEC06 external support scope. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +16 + +Section +Recommended Project Charter +Ready-to-use internal charter for sign-off by TSS CEO and ARTC GM. +TSS Business Consulting · ARTC Commercial Activation · Internal Business Case + + + +SECTION 16 · Recommended Project Charter +TSS Business Consulting · ARTC Commercial Activation + +Project Charter (Part 1 of 3) – Background, Problem, Objectives, Scope + +| Element | Content | +| --- | --- | +| Project Title | ARTC Commercial Activation Programme (PACE-ARTC) | +| Sponsor | TSS CEO | +| Business Owner | ARTC General Manager | +| Internal Delivery Owner | Senior Section Head, TSS Business Consulting Department | +| Background | ARTC competes today as a generalist HSE training provider, while its actual moat – the only commercialised RoSPA centre in Saudi Arabia, backed by SAPTCO's 45-year road-safety legacy – is unclaimed. A prior marketing campaign underperformed because the upstream system (positioning, segmentation, sales enablement, authority) was not in place. The Saudi B2B safety training market is projected toward SAR 5B by 2030 and is procurement-led. | +| Problem Statement | ARTC does not have a campaign problem; it has a commercial activation problem. Without a defensible position, clarified priority sectors, account-based targeting, BD enablement, and executive authority, ARTC will continue to underperform its category opportunity. | +| Objectives | 1) Define defensible category position. 2) Prioritise 3 B2B sectors where ARTC can win. 3) Move ~30 named accounts from cold to warm. 4) Equip BD to close up to 5 priority accounts. 5) Stand up a sustained authority engine. 6) Build a reusable internal playbook owned by TSS BC. | +| Scope | Strategic foundation; B2B sector segmentation; positioning + message house; ABM target list (~30); 3 white papers + 6 creatives + 3 LinkedIn campaigns; lead capture & handoff; 5 DMU narrative packs + 5 proposal templates; sales enablement library; BD working sessions; spokesperson programme (3 voices, 12+ weeks); paid amplification (LinkedIn + Google SEM + sponsored location ads); KPI dashboard; governance and reporting. | +| Out of Scope | Training course content / instructional design; ARTC website rebuild; CRM platform implementation; pricing strategy review; org redesign; event sponsorships. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 16 · Recommended Project Charter +TSS Business Consulting · ARTC Commercial Activation + +Project Charter (Part 2 of 3) – Deliverables, Timeline, Team, Governance + +| Element | Content | +| --- | --- | +| Key Deliverables | Phase 1: Segmentation Report; Sector Prioritisation Matrix; Master Credential Document (AR/EN ≤25pp). Phase 2: 3 white papers; 6 creatives; 3 LinkedIn campaigns; lead handoff SOP; performance dashboard. Phase 3: 5 account dossiers + buying maps; 5 DMU narrative packs; 5 proposal templates; sales enablement library; account war-room tracker. Phase 4: Spokesperson briefs; editorial calendar; ghostwritten content library; ARTC page plan; paid amplification programme; monthly memos; quarterly authority reviews. PM: charter; stakeholder map; RACI; RAID; decision log; KPI dashboard; phase-gate packs; close-out report. | +| Timeline | Phase 1 weeks 1–5; Phase 2 weeks 6–13; Phase 3 weeks 14–21; Phase 4 starts week 6 in parallel and continues for a 6-month minimum. Realistic full duration: 24–28 weeks (Ph 1–3) + 6 months Ph 4. | +| Project Team | Internal: Senior BC Section Head; Business Analyst; Marketing Specialist; Designer. ARTC: General Manager; Commercial Manager; Sales Manager; Training Manager. Group: TSS CEO (sponsor); SAPTCO senior spokesperson (Phase 4). Optional external: paid-media buyer; AR copyeditor – only if internal capacity is short. | +| Governance | Steering Committee (bi-weekly, chaired by TSS CEO); Project Working Team (weekly, chaired by Section Head); ARTC Leadership Checkpoint (bi-weekly); BD Working Session (weekly in Phase 3, monthly after); Phase Gate Reviews (end of each phase); Quarterly Authority Review (Phase 4); Decision log + Change-control SOP. | +| Decision Authority Map | Operational: Section Head. Content/Messages: ARTC GM. Sectors & Accounts: ARTC GM. Gates / Strategic / Budget >10%: TSS CEO. Escalations: Working Team → Section Head → ARTC GM → TSS CEO. | + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +SECTION 16 · Recommended Project Charter +TSS Business Consulting · ARTC Commercial Activation + +Project Charter (Part 3 of 3) – Success, Risks, Assumptions, Approvals + +| Element | Content | +| --- | --- | +| Success Measures | On-time delivery ≥90%; 100% phase gates passed; ≥80% named-account reach; ≥200 captured leads; 5 priority accounts equipped with narrative + proposal; ≥2 priority accounts at proposal stage by Phase 3 close; ≥80% on-cadence publication in Phase 4; reusable playbook owned by TSS BC. Outcome KPIs (revenue, win-rate, deal size) to be baselined with ARTC leadership before targets are set. | +| Key Risks | Limited internal capacity; weak Saudi sector data; delayed leadership decisions; weak account data; BD bandwidth in Phase 3; AR/EN production bottleneck; budget approval for paid media; spokesperson cadence sustainability; over-reliance on LinkedIn. | +| Key Assumptions | TSS CEO endorses reframing and internal model; ARTC GM commits Commercial + Sales Manager time; paid-media envelope is approved; RoSPA accreditation remains live; ARTC catalogue stable for 24 weeks; relevant data and BD intel will be shared. | +| Dependencies | Phase 2 → Phase 1 approvals; Phase 3 → Phase 2 + BD bandwidth; Phase 4 → Phase 1 message house + spokespersons; paid amplification → budget. | +| Approval Requirements | Charter approval: TSS CEO + ARTC GM. Phase gate approvals: TSS CEO (chair) at end of each phase. Scope/timeline/cost changes >10%: TSS CEO at Steering Committee. Close-out and benefits realisation plan: TSS CEO + ARTC GM. | + +Authorisation +TSS CEO (Executive Sponsor) ____________________ Date: __________ +ARTC General Manager (Business Owner) ____________________ Date: __________ + +Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026 + + + +READY FOR LEADERSHIP REVIEW +From a Marketing Brief to a +Commercial Activation System. +This business case converts the Kynd commercial activation proposal into a TSS Business Consulting internal programme. With leadership endorsement, internal delivery, and disciplined governance, ARTC can convert its dormant RoSPA + SAPTCO road-safety authority into a defensible, procurement-led commercial engine – and build the reusable playbook for the TSS portfolio at the same time. + +TSS Business Consulting Department · ARTC – Aalam Alreyadah Training Company +Internal Business Case · v1.0 · May 2026 · Ref: TSS-BC-ARTC-001 \ No newline at end of file From de476c667e8596a13d24ad66513d5a91193b902d Mon Sep 17 00:00:00 2001 From: Claude Date: Wed, 17 Jun 2026 12:29:01 +0000 Subject: [PATCH 2/2] Add markdown conversion of SAPTCO Driving School brand guidelines PDF Converted DS_Guideline_LOW_1.pdf (37 pages) to markdown using markitdown. https://claude.ai/code/session_019jHbF4eJRW1xSs4exts4Ry --- DS_Guideline_LOW_1.md | 751 ++++++++++++++++++++++++++++++++++++++++++ 1 file changed, 751 insertions(+) create mode 100644 DS_Guideline_LOW_1.md diff --git a/DS_Guideline_LOW_1.md b/DS_Guideline_LOW_1.md new file mode 100644 index 000000000..0c6e3a0af --- /dev/null +++ b/DS_Guideline_LOW_1.md @@ -0,0 +1,751 @@ +ﻮـــﻜﺘــﺑﺎﺳ +SAPTCO +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +BRAND +SDS +GUIDELINES +2026 SDS GUIDELINES | 01 +SAPTCO Driving School + +CONTENT +| 1 INTRODUCTION | 5 GRAPHICS | 8 STATIONERY | 10 APPLICATIONS | +| -------------- | ----------- | ------------ | --------------- | +| | ICONS | LETTERHEAD | LETTERHEAD | +| 2 LOGO | | | ID CARD | +| | SHAPES | FOLDER | | +BUSINESS CARD +LOGO +ENVELOP DL +| LOGO STRUCTURE | | | MUPI | +| -------------- | --- | --- | ---- | +6 LIVERY +ID CARD +APP +CLEAR SPACE +| | CARS | BUSINESS CARD | | +| --- | ---- | ------------- | --- | +COLOR VRIATIONS +TRUCKS +STAMP +| USAGE RESTRICTIONS | BUSSES | | | +| ------------------ | ------ | --- | --- | +9 SOCIAL MEDIA +3 COLORS +7 APPAREL +CONTENT +PRIMARY +UNIFORM +LETTERHEAD +| SECONDARY | CAP | | | +| --------- | --- | --- | --- | +ID CARD +BUSINESS CARD +4 TYPOGRAPHY +MUPI +ARABIC +APP +ENGLISH +SDS GUIDELINES | 02 + +BRAND +INTRODUCTION +SDS GUIDELINES | 03 + +BRAND +INTRODUCTION +SAPTCO Driving School was founded on a +legacy of over 45 years of experience in the +transportation industry. +SAPTCO has always been a symbol of trust, +discipline, and safety on the roads. +From this legacy, our new vision was born to train +and empower a new generation of responsible +ﻮـــﻜﺘــﺑﺎﺳ +SAPTCO +and confident drivers. We believe that driving is +not just a skill, but a culture and behavior that +reflects the driver’s awareness and respect for +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +others on the road. +That’s why SAPTCO Driving School provides an +integrated training experience combining +discipline and professionalism with flexibility and +continuous development. +Our modern facilities include a training yard +covering 75% of the premises, equipped with +realistic driving tracks, advanced technology, +and qualified instructors holding multiple +international certifications, ensuring every +trainee is fully prepared for the road with +complete confidence. +SDS GUIDELINES | 04 + +BRAND +LOGO +LOGO +LOGO STRUCTURE +COLOR VARIATIONS +USAGE RESTRICTIONS +CLEAR SPACE +SDS GUIDELINES | 05 + +BRAND +LOGO +LOGO +Inspired from Road and Rounded square. Road, +Reflects the learner’s journey, symbolizing +direction, progress, and the path toward +mastering safe and responsible driving. +Rounded square combines the solidity and +stability of the square with the flexibility and flow +of rounded edges. +ﻮـــﻜﺘــﺑﺎﺳ +SAPTCO +This fusion reflects the philosophy of the Driving +School: strict discipline and adherence to rules +on one side, and adaptability in training and +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +learning on the other. +SDS GUIDELINES | 06 + +BRAND +LOGO +LOGO STRUCTURE +SYMBOL WORDMARK +ﻮـــﻜﺘــﺑﺎﺳ +SAPTCO +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +SDS GUIDELINES | 07 + +BRAND +LOGO +COLOR VARIATIONS +ﻮـــﻜﺘــﺑﺎﺳ ﻮـــﻜﺘــﺑﺎﺳ +SAPTCO SAPTCO +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +ﻮـــﻜﺘــﺑﺎﺳ ﻮـــﻜﺘــﺑﺎﺳ +SAPTCO SAPTCO +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +SDS GUIDELINES | 08 + +BRAND +LOGO +USAGE RESTRICTIONS +To protect the integrity and consistency of the +Saptco Driving School brand, the logo must +always be used correctly. ﻮـــﻜﺘــﺑﺎﺳ ﻮـــﻜﺘــﺑﺎﺳ +SAPTCO SAPTCO +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +Always use approved master artwork. Never alter +or recreate the Brand Identity. These are +examples of incorrect uses of the Brand +Identity. Do Not Warp The Brandmark Do Not Use Any Effect On The Brandmark Do Not Change The Color +ﻮـــﻜﺘــﺑﺎﺳ ﻮـــﻜﺘــﺑﺎﺳ +SAPTCO SAPTCO +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +Do Not Vertically Or Horizontally Distrot Do Not Add Any Glow On The Barndmark Do Not Add Strokes On The Brandmark +The Brandmark +SDS GUIDELINES | 09 + +BRAND +LOGO +CLEAR SPACE +The clear space around the logo ensures +visibility and legibility. It is the area around a logo +which must stay clear and visible of any other +elements such as imagery or type. +The clear space around the SAPTCO driving +school logo is determined using the “L letter” +ﻮـــﻜﺘــﺑﺎﺳ +SAPTCO +part taken from the Logo which represents the +minimum buffer zone. +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +SDS GUIDELINES | 10 + +BRAND +COLORS +PRIMARY +SECONDARY +SDS GUIDELINES | 11 + +BRAND +COLORS +PRIMARY +DARK BLUE +#183560 +R24 G53 B96 80% 60% 40% 20% +C100 M85 Y36 K26 +GREEN +#3D8540 +R61 G133 B64 80% 60% 40% 20% +C79 M26 Y100 K11 +GRAY +#858585 +R133 G133 B133 80% 60% 40% 20% +C50 M42 Y42 K6 +SDS GUIDELINES | 12 + +BRAND +COLORS +SECONDRY +DARK GRAY +#383C3F +R56 G60 B63 80% 60% 40% 20% +C72 M62 Y58 K49 +BLUE +#204C7B +R32 G76 B123 80% 60% 40% 20% +C95 M75 Y27 K11 +LIGHT GRAY +#D8DFE7 +R216 G223 B231 80% 60% 40% 20% +C14 M8 Y5 K0 +SDS GUIDELINES | 13 + +BRAND +COLORS +GRADIENT +SDS GUIDELINES | 14 + +BRAND +TYPOGRAPHY +ARABIC +ENGLISH +SDS GUIDELINES | 15 + +BRAND +TYPOGRAPHY +ARABIC +ث ت ب أ +CAIRO +Cairo is a contemporary Arabic and Latin +typeface family. +Extending the famous Latin typeface family +Titillum Web to support the Arabic script, with a +ض ص ش س ز ر ذ د خ ح ج ث ت ب أ +design that is based on the Kufi calligraphic +style. Cairo balances classic and contemporary +tastes with wide open counters and short +ascenders and descenders that minimize length +ي و ه ن م ل ك ق ف غ ع ظ ط +while maintaining easy readability. +يدﺎﻋ +ﺾﻳ ﺮﻋ | ﻂﺳﻮﺘﻣ | | ﻞﻴﺤﻧ +SDS GUIDELINES | 16 + +BRAND +TYPOGRAPHY +ENGLISH +POPPINS +A B C D +Poppins typeface relies heavily on perfect +geometric shapes. Its characters appear in +forms resembling pure circles, squares, and +triangles. For example, the letter 'O' is almost a +perfect circle, which gives it a clean and modern A B C D E F G H I J K L M N +appearance. the font is characterized by high +clarity and readability, lending it a contemporary +and minimalistic feel. +O P Q R S T U V W X Y Z +THIN | LIGHT | REGULAR | MEDIUM | BOLD +SDS GUIDELINES | 17 + +BRAND +GRAPHICS +ICONS +SHAPES +SDS GUIDELINES | 18 + +BRAND +GRAPHICS +ICONS +The icons of the visual identity was built and +designed to reflect the dynamic spirit of the +brand, where the geometric shapes and angles +were directly inspired by the lines and curves of +the primary logo. +SDS GUIDELINES | 19 + +BRAND +GRAPHICS +SHAPES +This shape is directly derived from the number +of elements within the logo, which align in an +ascending progression. This masterfully +symbolizes the sequential stages of training +and skill development within the driving school, +guiding learners step-by-step toward driving +mastery. +SDS GUIDELINES | 20 + +BRAND +GRAPHICS +SHAPES +Road, Reflects the learner’s journey, symbolizing +direction, progress and the path toward +mastering safe and responsible driving. +SDS GUIDELINES | 21 + +BRAND +LIVERY +CARS +BUSSES +TRUCKS +BIKES +BRAND GUIDELINES SDS GUIDELINES | 22 + +01 +BRAND +LIVERY +CARS +CARS +The car design was inspired by the logo, with +curves added and colored blue, while the rear +side of the car was colored green. The numbers, +if shown in green, represent the trainers, and if +shown in gray, represent the evaluator/examiner. +The logo is placed in the middle of the driver’s +door. +01 +SAPTCOﻮـــﻜﺘــﺑﺎﺳ +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +SDS GUIDELINES | 23 + +BRAND +LIVERY +TRUCKS +TRUCKS +The truck design is based on a white color +scheme, with logo elements such as curves +formed in blue, along with the presence of green. +The logo is added to the corner of the truck in a +large size. +A smaller version of the logo is also placed on +the front of the truck. On large trucks, the logo is +added to the driver’s door, while +on small trucks, the logo is placed at the top of +the truck. +The numbers in green represent the truck’s +operational number and are positioned on the +front of the truck. +SDS GUIDELINES | 24 + +BRAND +LIVERY +BUSSES +BUSSES +ﻮـــﻜﺘــﺑﺎﺳ +SAPTCO +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +The bus design is based on adding elements of +the logo, such as the curves. The first curve in +blue is added and placed at the front of the bus, +沙特NF7整车布置图初版-20240727 +while the second curve in green is added to the +rear of the bus. The logo is placed between the +curves. As for the numbers the operating +number, they are added to the front of the bus. +01 +SAPTCOﻮـــﻜﺘــﺑﺎﺳ +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +SDS GUIDELINES | 25 + +BRAND +LIVERY +BIKES +BIKES +The bikes design is based on the curves found in +the logo, shaped in green and blue, with the logo +added next to it in white. +SDS GUIDELINES | 26 + +BRAND +STATIONERY +LETTERHEAD +FOLDER +ENVELOP DL +ID CARD +BUSINESS CARD +STAMP +SDS GUIDELINES | 27 + +BRAND +STATIONERY +LETTERHEAD +SAPTCOﻮـــﻜﺘــﺑﺎﺳ +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +A4 Paper Size +W: 21 cm +H: 29.7 cm +Logo Size +W: 8 cm +Logo Placement +W: 1.5 cm +H: 1.5 cm +Font Size +12 pt +Saptco Driving School C.R 4030297150 ت.س ةدﺎﻴﻘﻟا ﻢﻴﻠﻌﺘﻟ ﻮﻜﺘﺑﺎﺳ ﺔﻛﴍ +N.A: JDMC3706 T: 920032224 +SDS GUIDELINES | 28 + +BRAND +STATIONERY +Arabic English +LETTERHEAD +SAPTCOﻮـــﻜﺘــﺑﺎﺳ SAPTCOﻮـــﻜﺘــﺑﺎﺳ +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +A4 Paper Size +,ﺪﻌﺑو ﺔﺒﻴﻃ ﺔﻴﺤﺗ Dear ..., +W: 21 cm +| ـﻟا تاذ ﻂﺋﺎﺤﻟا ﺔﻋﺎﺳ لوﺎﺤﺗ ﺚﻴﺣ ،درﻮﻟا ءﺎﻤﺑ ﺔﻟﻮﻘﺼﻣ ءﺎﻤﺳ ﻲﻓ ﺔﻤﻳﺪﻘﻟا ﺔﻳﺪﻠﺠﻟا تﺎﺒﻨﻜﻟا ﺔﻴﻄﻏأ ﺮﻳﺎﻄﺘﺗ | | | | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore | +| --------------------------------------------------------------------------------------------- | --- | --- | --- | ----------------------------------------------------------------------- | +H: 29.7 cm ﻞﻤَّ +| ﺤﻤﻟا ءاﺮﺤﺼﻟا رﺎﻄﻘﺑ ﻖﺤﻠﺗ نأ ﺔﻌﺑﺮﻤﻟا ﺔﻟﺎﻘﺗﱪﻠﻟ ﻦﻜﻤﻳ ﻻ اذﺎﻤﻟ ﻲﺟﺎﺟﺰﻟا ﻊﺠﺒﻟا ﻦﻳﺬﻟا لﺎﺜﻤﺘﻟ حﴩﺗ نأ ﺔﺛﻼﺜﻟا | | | | psumLorem ipsumLorem ipsumLorem ipsumLorem Lorem ipsumLorem ipsumLore | +| ------------------------------------------------------------------------------------------------- | --- | --- | --- | ---------------------------------------------------------------------- | +ﻪﺒﺸﺗ ﺎﺗًاﻮﺻأ ﻖﻠﻄﻳُ ﺔﺋﺪﺼﻟا ﺢﻴﺗﺎﻔﻤﻟا ﻒﻴﻔﺣ نإ .ﺔﺑﻮﻠﻘﻣ تﺎﻣاﺮﻫأ ﻞﻜﺷ ﲆﻋ ﺔﻳﻮﻄﻤﻟا ﺔﻴﻗرﻮﻟا ﻞﻳدﺎﻨﻤﻟﺎﺑ +ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsum ipsumLorem ipsumLore +| ةﺪﻴﺣﻮﻟا ةﺮﺠﺸﻠﻟ ﻲﻧاﻮﺟرﻷا ﻞﻈﻟا نأ ﻲﻓ اﺪً | | ﻳﺪﺤﺗ ﺐﺒﺴﻟا ﻮﻫ اﺬﻫو ،مﻮﺠﻨﻟا رﺎﺒﻏ ﻦﻣ عﻮﻨﺼﻣ ﺮﺗو ﲆﻋ نﺎﻤﻜﻟا | | ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsu | +| ---------------------------------------------------------------------------------------------- | --- | ------------------------------------------------------ | --- | ----------------------------------------------------------------------- | +| ن ﺔﻳﺬﺣﻷا نأ ﱃإ ﲑﺸﻳ ﻞﻴﻟد يأ ﺪﺟﻮﻳ ﻻ .ﴈﺎﻤﻟا ءﺎﺛﻼﺜﻟا مﻮﻳ ءاﺪﻏ ﻦﻣ ﻲﻘﺒﺘﻤﻟا ﺔﻳﺪﺠﺑﻷا ءﺎﺴﺣ لوﺎﻨﺗ ﲆﻋ ﴫﻳ | | | | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore | + ﺾﻴﻣﻮﺑ ةءﺎﻀﻤﻟا فﻮﻬﻜﻟا هﺎﺠﺗﺎﺑ ﺎﻳًﻮﻨﺳ ﺮﺟﺎﻬﺗ ﻲﻬﻓ ،ئدﺎﻬﻟا ﻂﻴﺤﻤﻟا عﺎﻗ ﻲﻓ ءﺎﻘﺒﻟا ﻞﻀﻔﺗ ﺔﻴﻃﺎﻄﻤﻟا +Logo Size +| ﺖﻧﺎﻛ ﺎﻤﻨﻴﺑ ،سﻮﻜﻌﻤﻟا ﻦﻣﺰﻟا ﺔﻋﴎ سﺎﻴﻘﻟ ﺎﻤً | | ﻳﺪﻗ مﺪﺨﺘﺴﺗ ﺖﻧﺎﻛ ﱵﻟاو ،ﺮﺠﺤﺘﻤﻟا ﺐﺸﺨﻟا ﻦﻣ ﺔﻋﻮﻨﺼﻤﻟا | | | +| ---------------------------------------- | --- | ----------------------------------------------- | --- | --- | +Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +| | .ﺔﺟﺰﻠﻟا تﻮﺒﻜﻨﻌﻟا طﻮﻴﺧ ﻦﻣ غﺎﺼﻤُ | | ﻟا ﺞﻠﺜﻟا ﻞﺒﺟ ﻲﻓ ﺔﻄﻘﻧ ﲆﻋأ ﻮﺤﻧ ﲑﺸﺗ ﺔﻠﺻﻮﺒﻟا | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore | +| --- | ------------------------------ | --- | ---------------------------------------- | ---------------------------------------------------------------------- | +W: 8 cm +Lorem ipsumLorem ipsum. +| ﻒﺗﺎﻬﻟا مﺎﻗرأ ﻚﺑﺎﺸﺘﺗ .تﺎﺳﺪﻋ ﻼﺑ ةءاﺮﻗ ةرﺎﻈﻧ يﺪﺗﺮﻳ ﱯﻄﻗ بد رﻮﻀﺣ ﻲﻓ ﻻإ ﺎﻬﺴﻔﻧ ﺢﺘﻓ ﺔﻴﺋﺎﻤﻟا ناﻮﻟﻷا | | | | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore | +| ------------------------------------------------------------------------------------------ | --- | --- | --------------------------------------------------- | ----------------------------------------------------------------------- | +| لﺎﻴﺨﻟا تﺎﺗﺎﺒﻧ ﻮﻤﻨﺗ ﺚﻴﺣ ،ﺔﻴﺴﻨﻤﻟا تﺎﻳﺮﻛﺬﻟا ﻞﻘﺣ لﻮﺣ ﺎﻜً | | | ﺋﺎﺷ ﺎﺟً ﺎﻴﺳ ﻞﻜ ّ ﺸﺘُﻟ ةدرﺎﺒﻟا ﺮﻤﻘﻟا ﺔﻌﺷأ ﻊﻣ ﺔﻤﻳﺪﻘﻟا | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore | +ّ + ﺦﺒﻃ بﺎﺘﻛ لوﺎﺤﻳ ،ﺔﻴﻟﺎﻴﺨﻟا ﺔﺒﺘﻜﻤﻟا ﻦﻣ ﻢﻠﻈﻣ ﻦﻛر ﻲﻓو .ﺔﻟﻮﻘﺼﻤﻟا ﲑﻏ ندﺎﻌﻤﻟا ﲔﻧر ﲆﻋ ىﺬﻐﺘﺗ ﱵﻟا ﺔﺸﻬﻟا +Logo Placement Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore + يﴪﻳﻮﺴﻟا ﱭﺠﻟا ﺢﺋاﴍ ﻦﻣ ﺔﻋﻮﻨﺼﻣ ﺔﻌﺒﻗ تﺪﺗرا ﺎﻣ اذإ ﲑﻄﺗ نأ ﻊﻴﻄﺘﺴﺗ ﺎﻬﻧﺄﺑ ﺔﻴﻃﺎﻄﻣ ةﺎﺤﻤﻣ ﻊﻨﻘﻳ نأ ﻢﻳﺪﻗ +| ىﻮﺳ ﺖﺴﻴﻟ ﺔﻴﻤﺳﻮﻤﻟا حﺎﻳﺮﻟا نﺄﺑ ةرﻮﺴﻜﻣ ةآﺮﻣ بﺮﻗﻷ رﻮﺠﻬﻣ عﺎﻳﺬﻣ ﺲﻤﻬﻳ ﺎﻤﻨﻴﺑ ثﺪﺤﻳ اﺬﻫ ﻞﻛ .بﻮﻘﺜﻤﻟا | | | | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore | +| ------------------------------------------------------------------------------------------ | --- | --- | --- | ----------------------------------------------------------------------- | +W: 1.5 cm +.نﺎﻜﻤﻟاو نﺎﻣﺰﻟا ﺔﻄﻳﺮﺧ ﲆﻋ ﺪﻌﺑ ﻢﺳﺮﻳُ ﻢﻟ ﻞﺒﻘﺘﺴﻣ ﱃإ ﺎﻬﻘﻳﺮﻃ تﺪﻘﻓ ﺔﺷاﺮﻓ ﻦﻣ ﺔﻨﻳﺰﺣ ﺔﺴﻤﻫ +psumLorem ipsumLorem ipsumLorem ipsumLorem Lorem ipsumLorem ipsumLore +ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsum ipsumLorem ipsumLore +H: 1.5 cm ﻢﺗ ﺪﻗ ﺔﺣﱰﻘﻤﻟا ﺔﻴﻨﻣﺰﻟا ﺔﻓﻮﻔﺼﻤﻟا نﺄﺑ دﺎﻔﻳُ ،ﺔﻠﺼﻟا تاذ ﺔﻴﻬﻴﺟﻮﺘﻟا ئدﺎﺒﻤﻟاو ﺔﻘﺑﺎﺴﻟا تﻼﺳاﺮﻤﻟا ﲆﻋ ﺎًﻔﻄﻋ +ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsu + ﺪﻴﻗ لاﺰﺗ ﻻ ﺔﻴﻣاﺰﻟﻹا ﺔﻳرﺎﻴﻌﻤﻟا نأ ﻢﻏر ،ﺔﻴﺘﺴﺟﻮﻠﻟا ةءﺎﻔﻜﻟا قﺎﻄﻧ ﻲﻓ ﺔﻌﻗﻮﺘﻤﻟا تﺎﺑﺬﺑﺬﺘﻟا ﻊﻣ ﺐﺳﺎﻨﺘﺘﻟ ﺎﻬﻔﻴﻴﻜﺗ +Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +| ﻲﻤﻴﻫﺎﻔﻤﻟا رﺎﻃﻹا تﺎﺟﺮﺨﻣ نأ ﲆﻋ ﺪﻴﻛﺄﺘﻟا ﺐﺟو ،ﻪﻴﻠﻋ ءً | | ﺎﻨﺑو .ﺔﻳﻮﻧﺎﺜﻟا تﺎﻧﺎﻴﺒﻠﻟ ﺔﺟﺮﺤﻟا ﺔﻠﺘﻜﻟا ﺺﺨﻳ ﺎﻤﻴﻓ ﻢﻴﻴﻘﺘﻟا | | | +| -------------------------------------------------- | --- | ------------------------------------------------------ | --- | --- | + ﻖﻓاﻮﺘﻟا ﱃإ ﺔﺟﺎﺤﻟا ءﺎﻐﻟإ ةروﴐ ﱃإ ﴤﻔﻳُ ﺎﻤﻣ ،ةرﱪﻤﻟا ﲑﻏ تﻼﺧﺪﻤُ +ﻠﻟ ﺔﻠﻣﺎﺷ ﺔﻠﻜﻴﻫ ةدﺎﻋإ ﴤﺘﻘﺗ Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +| ﱃإ فﺪﻬﺗ تاءاﺮﺟﻹا هﺬﻫ نأ ﱃإ رﺎﺸﻳُو .ةروﴬﻟﺎﺑ ﺔﻄﺒﺗﺮﻤﻟا ﲑﻏ ﻲﻣﺮﻬﻟا ﻞﺴﻠﺴﺘﻟا ﴏﺎﻨﻋ ﻊﻣ ﱄﻮﻛﻮﺗوﱪﻟا | | | | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore | +| ---------------------------------------------------------------------------------------- | --- | --- | --- | ---------------------------------------------------------------------- | +Font Size + ﺔﻴﻟآ ﲆﻋ ﻆﻔﺤﺘﻟا ﻊﻣ ،ﺔﻣاﺪﺘﺴﻤﻟا تﺎﻴﺿﺮﻔﻟاو ﺔﺳﻮﻤﻠﻤﻟا ﲑﻏ تاﲑﻐﺘﻤﻟا ﲔﺑ ﻲﺠﻴﺗاﱰﺳﻻا ﻞﻣﺎﻜﺘﻟا ﺰﻳﺰﻌﺗ +Lorem ipsumLorem ipsum. +.عوﴩﻤﻟا ﻦﻣ ﺔﻘﺣﻼﻟا ﻞﺣاﺮﻤﻟا ﻲﻓ ﻞﻴﻌﻔﺘﻟا +12 pt +Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +ﲒﻔﺤﺘﻟا تﺎﻴﻟﻵ ﺔﻳﺮﻫﻮﺠﻟا ﺔﻴﺿﺮﻔﻟا نأ هدﺎﻔﻣ جﺎﺘﻨﺘﺳا ﱃإ ﻞﺻﻮﺘﻟا ﻢﺗ ،ﺔﻘﻓﺮﻤﻟا ﺔﻴﻧﺎﻴﺒﻟا تﺎﺼﺨﻠﻤﻟﺎﺑ ﺎًﻗﺎﺤﻟإ +Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +| ﲑﻏ ﺔﻴﺿاﱰﻓﻻا تﺎﺼﻨﻤﻟاو ﺔﻴﻓﺮﻌﻤﻟا ﺔﻟﻮﻴﺴﻟا تاﴍﺆﻣ ﲔﺑ ﺔﻴﻤّ | | | ﻜﻟا تﻼﻋﺎﻔﺘﻠﻟ ﺔﻳرﺬﺟ ﺔﻌﺟاﺮﻣ ﺐﻠﻄﺘﺗ يروﺪﻟا | | +| ---------------------------------------------------- | --- | --- | -------------------------------------- | --- | +Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore + ﺪﻨﻋ ﺔﻇﻮﺤﻠﻣ ﺔﻴﺋﺎﺼﺣإ تﺎﻓاﺮﺤﻧا ﺮﻬﻇأ ﺪﻗ دﺎﻌﺑﻷا دﺪﻌﺘﻤﻟا جذﻮﻤﻨﻟا ﻖﻴﺒﻄﺗ نﺈﻓ ،سﺎﺳﻷا اﺬﻫ ﲆﻋو .ﺔﻠﻌَّ +ﻔﻤُ ﻟا +| قﺎﻴﺴﻟا اﺬﻫ ﻲﻓ ،يروﴬﻟا ﻦﻣو .ﺔﻴﺳﺎﺳﻷا ﺔﻴﻔﻴﻨﺼﺘﻟا تﺎﻴﻄﻌﻤﻟا لواﺪﺟ ﻲﻓ شﺎﻤﻜﻧﻻا ﻂﺳﻮﺘﻤﺑ ﻪﺘﻧرﺎﻘﻣ، | | | | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore | +| ------------------------------------------------------------------------------------------- | --- | --- | --- | ---------------------------------------------------------------------- | +| ﻊﻳزﻮﺘﺑ ةً ﴍﺎﺒﻣ ﺮﺛﺄﺘﺗ ﱵﻟا ﺔﻴﻠﻴﻐﺸﺘﻟا ةءﺎﻔﻜﻟا تادﺪﺤﻣ ﻦﻋ ﺔﻠﻘﺘﺴﻤﻟا تاﲑﻐﺘﻤﻟا ﻞﺼﻓ ﺔﻴﻤﻫأ ﱃإ ةرﺎﺷﻹا | | | | psumLorem ipsumLorem ipsumLorem ipsumLorem Lorem ipsumLorem ipsumLore | + ﻪﻴﻠﻋ ﻖﻔﺘﻤُ ﻟا ﻲﻌﺟﺮﻤﻟا رﺎﻃﻹا ﲆﻋ ﺮﺛﺆﺗ ﺪﻗ ﱵﻟا دﺎﻌﺑﻷا ﺔﻓﺎﻛ ﻖﻴﺛﻮﺗ ةروﴐ ﻊﻣ ،سﺎﻴﻘﻠﻟ ﺔﻠﺑﺎﻘﻟا ﲑﻏ ﴏﺎﻨﻌﻟا +.ﺔﻄﺑاﱰﻤﻟا ﲑﻏ تﺎﻴﺠﻬﻨﻤﻠﻟ لﺎﺜﺘﻣﻻا نﺎﻤﻀﻟ ﺎًﻘﺑﺎﺳ +Saptco Driving School C.R 4030297150 ت.س ةدﺎﻴﻘﻟا ﻢﻴﻠﻌﺘﻟ ﻮﻜﺘﺑﺎﺳ ﺔﻛﴍ Saptco Driving School C.R 4030297150 ت.س ةدﺎﻴﻘﻟا ﻢﻴﻠﻌﺘﻟ ﻮﻜﺘﺑﺎﺳ ﺔﻛﴍ +N.A: JDMC3706 T:920032224 N.A: JDMC3706 T: 920032224 +SDS GUIDELINES | 29 + +BRAND +STATIONERY +Arabic English +PARTNERSHIP LETTERHEAD +SAPTCOﻮـــﻜﺘــﺑﺎﺳ SAPTCOﻮـــﻜﺘــﺑﺎﺳ +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +by SAPTCO by SAPTCO +A4 Paper Size +W: 21 cm ,ﺪﻌﺑو ﺔﺒﻴﻃ ﺔﻴﺤﺗ Dear ..., +ـﻟا تاذ ﻂﺋﺎﺤﻟا ﺔﻋﺎﺳ لوﺎﺤﺗ ﺚﻴﺣ ،درﻮﻟا ءﺎﻤﺑ ﺔﻟﻮﻘﺼﻣ ءﺎﻤﺳ ﻲﻓ ﺔﻤﻳﺪﻘﻟا ﺔﻳﺪﻠﺠﻟا تﺎﺒﻨﻜﻟا ﺔﻴﻄﻏأ ﺮﻳﺎﻄﺘﺗ Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +H: 29.7 cm +ﻞﻤَّ ﺤﻤﻟا ءاﺮﺤﺼﻟا رﺎﻄﻘﺑ ﻖﺤﻠﺗ نأ ﺔﻌﺑﺮﻤﻟا ﺔﻟﺎﻘﺗﱪﻠﻟ ﻦﻜﻤﻳ ﻻ اذﺎﻤﻟ ﻲﺟﺎﺟﺰﻟا ﻊﺠﺒﻟا ﻦﻳﺬﻟا لﺎﺜﻤﺘﻟ حﴩﺗ نأ ﺔﺛﻼﺜﻟا psumLorem ipsumLorem ipsumLorem ipsumLorem Lorem ipsumLorem ipsumLore +ﻪﺒﺸﺗ ﺎﺗًاﻮﺻأ ﻖﻠﻄﻳُ ﺔﺋﺪﺼﻟا ﺢﻴﺗﺎﻔﻤﻟا ﻒﻴﻔﺣ نإ .ﺔﺑﻮﻠﻘﻣ تﺎﻣاﺮﻫأ ﻞﻜﺷ ﲆﻋ ﺔﻳﻮﻄﻤﻟا ﺔﻴﻗرﻮﻟا ﻞﻳدﺎﻨﻤﻟﺎﺑ ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsum ipsumLorem ipsumLore +ةﺪﻴﺣﻮﻟا ةﺮﺠﺸﻠﻟ ﻲﻧاﻮﺟرﻷا ﻞﻈﻟا نأ ﻲﻓ اﺪً ﻳﺪﺤﺗ ﺐﺒﺴﻟا ﻮﻫ اﺬﻫو ،مﻮﺠﻨﻟا رﺎﺒﻏ ﻦﻣ عﻮﻨﺼﻣ ﺮﺗو ﲆﻋ نﺎﻤﻜﻟا ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsu +ن ﺔﻳﺬﺣﻷا نأ ﱃإ ﲑﺸﻳ ﻞﻴﻟد يأ ﺪﺟﻮﻳ ﻻ .ﴈﺎﻤﻟا ءﺎﺛﻼﺜﻟا مﻮﻳ ءاﺪﻏ ﻦﻣ ﻲﻘﺒﺘﻤﻟا ﺔﻳﺪﺠﺑﻷا ءﺎﺴﺣ لوﺎﻨﺗ ﲆﻋ ﴫﻳ Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +ﺾﻴﻣﻮﺑ ةءﺎﻀﻤﻟا فﻮﻬﻜﻟا هﺎﺠﺗﺎﺑ ﺎﻳًﻮﻨﺳ ﺮﺟﺎﻬﺗ ﻲﻬﻓ ،ئدﺎﻬﻟا ﻂﻴﺤﻤﻟا عﺎﻗ ﻲﻓ ءﺎﻘﺒﻟا ﻞﻀﻔﺗ ﺔﻴﻃﺎﻄﻤﻟا +Logo Size +ﺖﻧﺎﻛ ﺎﻤﻨﻴﺑ ،سﻮﻜﻌﻤﻟا ﻦﻣﺰﻟا ﺔﻋﴎ سﺎﻴﻘﻟ ﺎﻤً ﻳﺪﻗ مﺪﺨﺘﺴﺗ ﺖﻧﺎﻛ ﱵﻟاو ،ﺮﺠﺤﺘﻤﻟا ﺐﺸﺨﻟا ﻦﻣ ﺔﻋﻮﻨﺼﻤﻟا Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +.ﺔﺟﺰﻠﻟا تﻮﺒﻜﻨﻌﻟا طﻮﻴﺧ ﻦﻣ غﺎﺼﻤُ ﻟا ﺞﻠﺜﻟا ﻞﺒﺟ ﻲﻓ ﺔﻄﻘﻧ ﲆﻋأ ﻮﺤﻧ ﲑﺸﺗ ﺔﻠﺻﻮﺒﻟا Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +Main logo +Lorem ipsumLorem ipsum. +W: 8 cm ﻒﺗﺎﻬﻟا مﺎﻗرأ ﻚﺑﺎﺸﺘﺗ .تﺎﺳﺪﻋ ﻼﺑ ةءاﺮﻗ ةرﺎﻈﻧ يﺪﺗﺮﻳ ﱯﻄﻗ بد رﻮﻀﺣ ﻲﻓ ﻻإ ﺎﻬﺴﻔﻧ ﺢﺘﻓ ﺔﻴﺋﺎﻤﻟا ناﻮﻟﻷا Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +لﺎﻴﺨﻟا تﺎﺗﺎﺒﻧ ﻮﻤﻨﺗ ﺚﻴﺣ ،ﺔﻴﺴﻨﻤﻟا تﺎﻳﺮﻛﺬﻟا ﻞﻘﺣ لﻮﺣ ﺎﻜً ﺋﺎﺷ ﺎﺟً ﺎﻴﺳ ﻞﻜ ّ ﺸﺘُﻟ ةدرﺎﺒﻟا ﺮﻤﻘﻟا ﺔﻌﺷأ ﻊﻣ ﺔﻤﻳﺪﻘﻟا Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +ّ +Second logo ﺦﺒﻃ بﺎﺘﻛ لوﺎﺤﻳ ،ﺔﻴﻟﺎﻴﺨﻟا ﺔﺒﺘﻜﻤﻟا ﻦﻣ ﻢﻠﻈﻣ ﻦﻛر ﻲﻓو .ﺔﻟﻮﻘﺼﻤﻟا ﲑﻏ ندﺎﻌﻤﻟا ﲔﻧر ﲆﻋ ىﺬﻐﺘﺗ ﱵﻟا ﺔﺸﻬﻟا Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +يﴪﻳﻮﺴﻟا ﱭﺠﻟا ﺢﺋاﴍ ﻦﻣ ﺔﻋﻮﻨﺼﻣ ﺔﻌﺒﻗ تﺪﺗرا ﺎﻣ اذإ ﲑﻄﺗ نأ ﻊﻴﻄﺘﺴﺗ ﺎﻬﻧﺄﺑ ﺔﻴﻃﺎﻄﻣ ةﺎﺤﻤﻣ ﻊﻨﻘﻳ نأ ﻢﻳﺪﻗ +ىﻮﺳ ﺖﺴﻴﻟ ﺔﻴﻤﺳﻮﻤﻟا حﺎﻳﺮﻟا نﺄﺑ ةرﻮﺴﻜﻣ ةآﺮﻣ بﺮﻗﻷ رﻮﺠﻬﻣ عﺎﻳﺬﻣ ﺲﻤﻬﻳ ﺎﻤﻨﻴﺑ ثﺪﺤﻳ اﺬﻫ ﻞﻛ .بﻮﻘﺜﻤﻟا +W: 4 CM Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +.نﺎﻜﻤﻟاو نﺎﻣﺰﻟا ﺔﻄﻳﺮﺧ ﲆﻋ ﺪﻌﺑ ﻢﺳﺮﻳُ ﻢﻟ ﻞﺒﻘﺘﺴﻣ ﱃإ ﺎﻬﻘﻳﺮﻃ تﺪﻘﻓ ﺔﺷاﺮﻓ ﻦﻣ ﺔﻨﻳﺰﺣ ﺔﺴﻤﻫ +psumLorem ipsumLorem ipsumLorem ipsumLorem Lorem ipsumLorem ipsumLore +ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsum ipsumLorem ipsumLore +ﻢﺗ ﺪﻗ ﺔﺣﱰﻘﻤﻟا ﺔﻴﻨﻣﺰﻟا ﺔﻓﻮﻔﺼﻤﻟا نﺄﺑ دﺎﻔﻳُ ،ﺔﻠﺼﻟا تاذ ﺔﻴﻬﻴﺟﻮﺘﻟا ئدﺎﺒﻤﻟاو ﺔﻘﺑﺎﺴﻟا تﻼﺳاﺮﻤﻟا ﲆﻋ ﺎًﻔﻄﻋ +ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsu +ﺪﻴﻗ لاﺰﺗ ﻻ ﺔﻴﻣاﺰﻟﻹا ﺔﻳرﺎﻴﻌﻤﻟا نأ ﻢﻏر ،ﺔﻴﺘﺴﺟﻮﻠﻟا ةءﺎﻔﻜﻟا قﺎﻄﻧ ﻲﻓ ﺔﻌﻗﻮﺘﻤﻟا تﺎﺑﺬﺑﺬﺘﻟا ﻊﻣ ﺐﺳﺎﻨﺘﺘﻟ ﺎﻬﻔﻴﻴﻜﺗ +Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +Logo Placement ﻲﻤﻴﻫﺎﻔﻤﻟا رﺎﻃﻹا تﺎﺟﺮﺨﻣ نأ ﲆﻋ ﺪﻴﻛﺄﺘﻟا ﺐﺟو ،ﻪﻴﻠﻋ ءً ﺎﻨﺑو .ﺔﻳﻮﻧﺎﺜﻟا تﺎﻧﺎﻴﺒﻠﻟ ﺔﺟﺮﺤﻟا ﺔﻠﺘﻜﻟا ﺺﺨﻳ ﺎﻤﻴﻓ ﻢﻴﻴﻘﺘﻟا +ﻖﻓاﻮﺘﻟا ﱃإ ﺔﺟﺎﺤﻟا ءﺎﻐﻟإ ةروﴐ ﱃإ ﴤﻔﻳُ ﺎﻤﻣ ،ةرﱪﻤﻟا ﲑﻏ تﻼﺧﺪﻤُ ﻠﻟ ﺔﻠﻣﺎﺷ ﺔﻠﻜﻴﻫ ةدﺎﻋإ ﴤﺘﻘﺗ +Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +ﱃإ فﺪﻬﺗ تاءاﺮﺟﻹا هﺬﻫ نأ ﱃإ رﺎﺸﻳُو .ةروﴬﻟﺎﺑ ﺔﻄﺒﺗﺮﻤﻟا ﲑﻏ ﻲﻣﺮﻬﻟا ﻞﺴﻠﺴﺘﻟا ﴏﺎﻨﻋ ﻊﻣ ﱄﻮﻛﻮﺗوﱪﻟا +W: 1.5 cm Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +ﺔﻴﻟآ ﲆﻋ ﻆﻔﺤﺘﻟا ﻊﻣ ،ﺔﻣاﺪﺘﺴﻤﻟا تﺎﻴﺿﺮﻔﻟاو ﺔﺳﻮﻤﻠﻤﻟا ﲑﻏ تاﲑﻐﺘﻤﻟا ﲔﺑ ﻲﺠﻴﺗاﱰﺳﻻا ﻞﻣﺎﻜﺘﻟا ﺰﻳﺰﻌﺗ +Lorem ipsumLorem ipsum. +.عوﴩﻤﻟا ﻦﻣ ﺔﻘﺣﻼﻟا ﻞﺣاﺮﻤﻟا ﻲﻓ ﻞﻴﻌﻔﺘﻟا +H: 1.5 cm +Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +ﲒﻔﺤﺘﻟا تﺎﻴﻟﻵ ﺔﻳﺮﻫﻮﺠﻟا ﺔﻴﺿﺮﻔﻟا نأ هدﺎﻔﻣ جﺎﺘﻨﺘﺳا ﱃإ ﻞﺻﻮﺘﻟا ﻢﺗ ،ﺔﻘﻓﺮﻤﻟا ﺔﻴﻧﺎﻴﺒﻟا تﺎﺼﺨﻠﻤﻟﺎﺑ ﺎًﻗﺎﺤﻟإ +Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +ﲑﻏ ﺔﻴﺿاﱰﻓﻻا تﺎﺼﻨﻤﻟاو ﺔﻴﻓﺮﻌﻤﻟا ﺔﻟﻮﻴﺴﻟا تاﴍﺆﻣ ﲔﺑ ﺔﻴﻤّ ﻜﻟا تﻼﻋﺎﻔﺘﻠﻟ ﺔﻳرﺬﺟ ﺔﻌﺟاﺮﻣ ﺐﻠﻄﺘﺗ يروﺪﻟا +Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +ﺪﻨﻋ ﺔﻇﻮﺤﻠﻣ ﺔﻴﺋﺎﺼﺣإ تﺎﻓاﺮﺤﻧا ﺮﻬﻇأ ﺪﻗ دﺎﻌﺑﻷا دﺪﻌﺘﻤﻟا جذﻮﻤﻨﻟا ﻖﻴﺒﻄﺗ نﺈﻓ ،سﺎﺳﻷا اﺬﻫ ﲆﻋو .ﺔﻠﻌَّ ﻔﻤُ ﻟا +قﺎﻴﺴﻟا اﺬﻫ ﻲﻓ ،يروﴬﻟا ﻦﻣو .ﺔﻴﺳﺎﺳﻷا ﺔﻴﻔﻴﻨﺼﺘﻟا تﺎﻴﻄﻌﻤﻟا لواﺪﺟ ﻲﻓ شﺎﻤﻜﻧﻻا ﻂﺳﻮﺘﻤﺑ ﻪﺘﻧرﺎﻘﻣ، Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore +Font Size ﻊﻳزﻮﺘﺑ ةً ﴍﺎﺒﻣ ﺮﺛﺄﺘﺗ ﱵﻟا ﺔﻴﻠﻴﻐﺸﺘﻟا ةءﺎﻔﻜﻟا تادﺪﺤﻣ ﻦﻋ ﺔﻠﻘﺘﺴﻤﻟا تاﲑﻐﺘﻤﻟا ﻞﺼﻓ ﺔﻴﻤﻫأ ﱃإ ةرﺎﺷﻹا psumLorem ipsumLorem ipsumLorem ipsumLorem Lorem ipsumLorem ipsumLore +ﻪﻴﻠﻋ ﻖﻔﺘﻤُ ﻟا ﻲﻌﺟﺮﻤﻟا رﺎﻃﻹا ﲆﻋ ﺮﺛﺆﺗ ﺪﻗ ﱵﻟا دﺎﻌﺑﻷا ﺔﻓﺎﻛ ﻖﻴﺛﻮﺗ ةروﴐ ﻊﻣ ،سﺎﻴﻘﻠﻟ ﺔﻠﺑﺎﻘﻟا ﲑﻏ ﴏﺎﻨﻌﻟا +12 pt .ﺔﻄﺑاﱰﻤﻟا ﲑﻏ تﺎﻴﺠﻬﻨﻤﻠﻟ لﺎﺜﺘﻣﻻا نﺎﻤﻀﻟ ﺎًﻘﺑﺎﺳ +ﻲﻧﺎﺜﻟا فﺮﻄﻟا لوﻷا فﺮﻄﻟا First Sig Second Sig +Saptco Driving School C.R 4030297150 ت.س ةدﺎﻴﻘﻟا ﻢﻴﻠﻌﺘﻟ ﻮﻜﺘﺑﺎﺳ ﺔﻛﴍ Saptco Driving School C.R 4030297150 ت.س ةدﺎﻴﻘﻟا ﻢﻴﻠﻌﺘﻟ ﻮﻜﺘﺑﺎﺳ ﺔﻛﴍ +N.A: JDMC3706 T: 920032224 N.A: JDMC3706 T: 920032224 +SDS GUIDELINES | 30 + +BRAND +STATIONERY +Open Open +FOLDER +SAPTCOﻮـــﻜﺘــﺑﺎﺳ +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +,ﺪﻌﺑو ﺔﺒﻴﻃ ﺔﻴﺤﺗ +برﺎﻘﻌﻟا تاذ ﻂﺋﺎﺤﻟا ﺔﻋﺎﺳ لوﺎﺤﺗ ﺚﻴﺣ ،درﻮﻟا ءﺎﻤﺑ ﺔﻟﻮﻘﺼﻣ ءﺎﻤﺳ ﻲﻓ ﺔﻤﻳﺪﻘﻟا ﺔﻳﺪﻠﺠﻟا تﺎﺒﻨﻜﻟا ﺔﻴﻄﻏأ ﺮﻳﺎﻄﺘﺗ +ﻞﻤَّﺤﻤﻟا ءاﺮﺤﺼﻟا رﺎﻄﻘﺑ ﻖﺤﻠﺗ نأ ﺔﻌﺑﺮﻤﻟا ﺔﻟﺎﻘﺗﱪﻠﻟ ﻦﻜﻤﻳ ﻻ اذﺎﻤﻟ ﻲﺟﺎﺟﺰﻟا ﻊﺠﺒﻟا لﺎﺜﻤﺘﻟ حﴩﺗ نأ ﺔﺛﻼﺜﻟا +Folder Size فﺰ ﻋ ة ﺪ ﻪ ﻴ ﺒ ﺣ ﺸ ﻮ ﺗ ﻟ ا ﺎ ﺗً ة اﻮ ﺮﺠ ﺻ ﺸ أ ﻠ ﻖ ﻟ ﻲ ﻠﻄ ﻧا ﻳُ ﻮ ﺔ ﺟ ﺋﺪ رﻷ ﺼ ا ﻟ ﻞ ا ﻈ ﺢﻴ ﻟ ﺗ ا ﺎ ن ﻔﻤ أ ﻲ ﻟا ﻓ ﻒ اﺪً ﻴﻔ ﻳﺪ ﺣ ﺤ ن ﺗ ﺐ إ . ﺒ ﺔ ﺴ ﺑﻮ ﻟا ﻠ ﻘ ﻮ ﻣ ﻫ ت اﺬ ﺎ ﻫ ﻣا و ﺮﻫ ،م أ ﻮ ﻞ ﺠ ﻜ ﻨﻟ ﺷ ا ر ﺎ ﲆ ﺒﻏ ﻋ ﻦ ﺔ ﻣ ﻳﻮ ع ﻄ ﻮ ﻤ ﻨﺼ ﻟا ﻣ ﺔ ﻴ ﺮ ﻗ ﺗو ر ﻮ ﲆ ﻟا ﻋ ﻞ ﻳ ن د ﺎ ﺎ ﻤ ﻨﻤ ﻜ ﻟﺎ ﻟا ﺑ +ﺔﻳﺬﺣﻷا نأ ﱃإ ﲑﺸﻳ ﻞﻴﻟد يأ ﺪﺟﻮﻳ ﻻ .ﴈﺎﻤﻟا ءﺎﺛﻼﺜﻟا مﻮﻳ ءاﺪﻏ ﻦﻣ ﻲﻘﺒﺘﻤﻟا ﺔﻳﺪﺠﺑﻷا ءﺎﺴﺣ لوﺎﻨﺗ ﲆﻋ ﴫﻳ +ﻖﻋﻼﻤﻟا ﺾﻴﻣﻮﺑ ةءﺎﻀﻤﻟا فﻮﻬﻜﻟا هﺎﺠﺗﺎﺑ ﺎﻳًﻮﻨﺳ ﺮﺟﺎﻬﺗ ﻲﻬﻓ ،ئدﺎﻬﻟا ﻂﻴﺤﻤﻟا عﺎﻗ ﻲﻓ ءﺎﻘﺒﻟا ﻞﻀﻔﺗ ﺔﻴﻃﺎﻄﻤﻟا +ﺖﻧﺎﻛ ﺎﻤﻨﻴﺑ ،سﻮﻜﻌﻤﻟا ﻦﻣﺰﻟا ﺔﻋﴎ سﺎﻴﻘﻟ ﺎﻤًﻳﺪﻗ مﺪﺨﺘﺴﺗ ﺖﻧﺎﻛ ﱵﻟاو ،ﺮﺠﺤﺘﻤﻟا ﺐﺸﺨﻟا ﻦﻣ ﺔﻋﻮﻨﺼﻤﻟا +Open .ﺔﺟﺰﻠﻟا تﻮﺒﻜﻨﻌﻟا طﻮﻴﺧ ﻦﻣ غﺎﺼﻤُﻟا ﺞﻠﺜﻟا ﻞﺒﺟ ﻲﻓ ﺔﻄﻘﻧ ﲆﻋأ ﻮﺤﻧ ﲑﺸﺗ ﺔﻠﺻﻮﺒﻟا +ﻒﺗﺎﻬﻟا مﺎﻗرأ ﻚﺑﺎﺸﺘﺗ .تﺎﺳﺪﻋ ﻼﺑ ةءاﺮﻗ ةرﺎﻈﻧ يﺪﺗﺮﻳ ﱯﻄﻗ بد رﻮﻀﺣ ﻲﻓ ﻻإ ﺎﻬﺴﻔﻧ ﺢﺘﻓ ﺔﻴﺋﺎﻤﻟا ناﻮﻟﻷا +لﺎﻴﺨﻟا تﺎﺗﺎﺒﻧ ﻮﻤﻨﺗ ﺚﻴﺣ ،ﺔﻴﺴﻨﻤﻟا تﺎﻳﺮﻛﺬﻟا ﻞﻘﺣ لﻮﺣ ﺎﻜًﺋﺎﺷ ﺎﺟًﺎﻴﺳ ﻞﻜّﺸﺘُﻟ ةدرﺎﺒﻟا ﺮﻤﻘﻟا ﺔﻌﺷأ ﻊﻣ ﺔﻤﻳﺪﻘﻟا +W: 44 cm ﺦﺒﻃ بﺎﺘﻛ لوﺎﺤﻳ ،ﺔﻴﻟﺎﻴﺨﻟا ﺔﺒﺘﻜﻤﻟا ﻦﻣ ﻢﻠﻈﻣ ﻦﻛر ﻲﻓو .ﺔﻟﻮﻘﺼﻤﻟا ﲑﻏ ندﺎﻌﻤﻟا ﲔﻧر ﲆﻋ ىﺬﻐﺘﺗ ﱵﻟا ﺔﺸّﻬﻟا +يﴪﻳﻮﺴﻟا ﱭﺠﻟا ﺢﺋاﴍ ﻦﻣ ﺔﻋﻮﻨﺼﻣ ﺔﻌﺒﻗ تﺪﺗرا ﺎﻣ اذإ ﲑﻄﺗ نأ ﻊﻴﻄﺘﺴﺗ ﺎﻬﻧﺄﺑ ﺔﻴﻃﺎﻄﻣ ةﺎﺤﻤﻣ ﻊﻨﻘﻳ نأ ﻢﻳﺪﻗ +ىﻮﺳ ﺖﺴﻴﻟ ﺔﻴﻤﺳﻮﻤﻟا حﺎﻳﺮﻟا نﺄﺑ ةرﻮﺴﻜﻣ ةآﺮﻣ بﺮﻗﻷ رﻮﺠﻬﻣ عﺎﻳﺬﻣ ﺲﻤﻬﻳ ﺎﻤﻨﻴﺑ ثﺪﺤﻳ اﺬﻫ ﻞﻛ .بﻮﻘﺜﻤﻟا +SSSAAAPPPTTTCCCOOOﻮﻮﻮـــــــــﻜﻜﻜﺘﺘﺘــــــﺑﺑﺑﺎﺎﺎﺳﺳﺳ .نﺎﻜﻤﻟاو نﺎﻣﺰﻟا ﺔﻄﻳﺮﺧ ﲆﻋ ﺪﻌﺑ ﻢﺳﺮﻳُ ﻢﻟ ﻞﺒﻘﺘﺴﻣ ﱃإ ﺎﻬﻘﻳﺮﻃ تﺪﻘﻓ ﺔﺷاﺮﻓ ﻦﻣ ﺔﻨﻳﺰﺣ ﺔﺴﻤﻫ +H: 32 cm ﻢﺗ ﺪﻗ ﺔﺣﱰﻘﻤﻟا ﺔﻴﻨﻣﺰﻟا ﺔﻓﻮﻔﺼﻤﻟا نﺄﺑ دﺎﻔﻳُ ،ﺔﻠﺼﻟا تاذ ﺔﻴﻬﻴﺟﻮﺘﻟا ئدﺎﺒﻤﻟاو ﺔﻘﺑﺎﺴﻟا تﻼﺳاﺮﻤﻟا ﲆﻋ ﺎًﻔﻄﻋ +ةةةدددﺎﺎﺎﻴﻴﻴﻘﻘﻘﻟﻟﻟااا ﻢﻢﻢــــــﻴﻴﻴﻠﻠﻠﻌﻌﻌﺘﺘﺘﻟﻟﻟ ﺪﻴﻗ لاﺰﺗ ﻻ ﺔﻴﻣاﺰﻟﻹا ﺔﻳرﺎﻴﻌﻤﻟا نأ ﻢﻏر ،ﺔﻴﺘﺴﺟﻮﻠﻟا ةءﺎﻔﻜﻟا قﺎﻄﻧ ﻲﻓ ﺔﻌﻗﻮﺘﻤﻟا تﺎﺑﺬﺑﺬﺘﻟا ﻊﻣ ﺐﺳﺎﻨﺘﺘﻟ ﺎﻬﻔﻴﻴﻜﺗ +ﻲﻤﻴﻫﺎﻔﻤﻟا رﺎﻃﻹا تﺎﺟﺮﺨﻣ نأ ﲆﻋ ﺪﻴﻛﺄﺘﻟا ﺐﺟو ،ﻪﻴﻠﻋ ءًﺎﻨﺑو .ﺔﻳﻮﻧﺎﺜﻟا تﺎﻧﺎﻴﺒﻠﻟ ﺔﺟﺮﺤﻟا ﺔﻠﺘﻜﻟا ﺺﺨﻳ ﺎﻤﻴﻓ ﻢﻴﻴﻘﺘﻟا +ﻖﻓاﻮﺘﻟا ﱃإ ﺔﺟﺎﺤﻟا ءﺎﻐﻟإ ةروﴐ ﱃإ ﴤﻔﻳُ ﺎﻤﻣ ،ةرﱪﻤﻟا ﲑﻏ تﻼﺧﺪﻤُﻠﻟ ﺔﻠﻣﺎﺷ ﺔﻠﻜﻴﻫ ةدﺎﻋإ ﴤﺘﻘﺗ +ﱃإ فﺪﻬﺗ تاءاﺮﺟﻹا هﺬﻫ نأ ﱃإ رﺎﺸﻳُو .ةروﴬﻟﺎﺑ ﺔﻄﺒﺗﺮﻤﻟا ﲑﻏ ﻲﻣﺮﻬﻟا ﻞﺴﻠﺴﺘﻟا ﴏﺎﻨﻋ ﻊﻣ ﱄﻮﻛﻮﺗوﱪﻟا +ﺔﻴﻟآ ﲆﻋ ﻆﻔﺤﺘﻟا ﻊﻣ ،ﺔﻣاﺪﺘﺴﻤﻟا تﺎﻴﺿﺮﻔﻟاو ﺔﺳﻮﻤﻠﻤﻟا ﲑﻏ تاﲑﻐﺘﻤﻟا ﲔﺑ ﻲﺠﻴﺗاﱰﺳﻻا ﻞﻣﺎﻜﺘﻟا ﺰﻳﺰﻌﺗ +.عوﴩﻤﻟا ﻦﻣ ﺔﻘﺣﻼﻟا ﻞﺣاﺮﻤﻟا ﻲﻓ ﻞﻴﻌﻔﺘﻟا +ﲒﻔﺤﺘﻟا تﺎﻴﻟﻵ ﺔﻳﺮﻫﻮﺠﻟا ﺔﻴﺿﺮﻔﻟا نأ هدﺎﻔﻣ جﺎﺘﻨﺘﺳا ﱃإ ﻞﺻﻮﺘﻟا ﻢﺗ ،ﺔﻘﻓﺮﻤﻟا ﺔﻴﻧﺎﻴﺒﻟا تﺎﺼﺨﻠﻤﻟﺎﺑ ﺎًﻗﺎﺤﻟإ +ﲑﻏ ﺔﻴﺿاﱰﻓﻻا تﺎﺼﻨﻤﻟاو ﺔﻴﻓﺮﻌﻤﻟا ﺔﻟﻮﻴﺴﻟا تاﴍﺆﻣ ﲔﺑ ﺔﻴﻤّﻜﻟا تﻼﻋﺎﻔﺘﻠﻟ ﺔﻳرﺬﺟ ﺔﻌﺟاﺮﻣ ﺐﻠﻄﺘﺗ يروﺪﻟا +Close ﺪﻨﻋ ﺔﻇﻮﺤﻠﻣ ﺔﻴﺋﺎﺼﺣإ تﺎﻓاﺮﺤﻧا ﺮﻬﻇأ ﺪﻗ دﺎﻌﺑﻷا دﺪﻌﺘﻤﻟا جذﻮﻤﻨﻟا ﻖﻴﺒﻄﺗ نﺈﻓ ،سﺎﺳﻷا اﺬﻫ ﲆﻋو .ﺔﻠﻌَّﻔﻤُﻟا +قﺎﻴﺴﻟا اﺬﻫ ﻲﻓ ،يروﴬﻟا ﻦﻣو .ﺔﻴﺳﺎﺳﻷا ﺔﻴﻔﻴﻨﺼﺘﻟا تﺎﻴﻄﻌﻤﻟا لواﺪﺟ ﻲﻓ شﺎﻤﻜﻧﻻا ﻂﺳﻮﺘﻤﺑ ﻪﺘﻧرﺎﻘﻣ، +ﻊﻳزﻮﺘﺑ ةًﴍﺎﺒﻣ ﺮﺛﺄﺘﺗ ﱵﻟا ﺔﻴﻠﻴﻐﺸﺘﻟا ةءﺎﻔﻜﻟا تادﺪﺤﻣ ﻦﻋ ﺔﻠﻘﺘﺴﻤﻟا تاﲑﻐﺘﻤﻟا ﻞﺼﻓ ﺔﻴﻤﻫأ ﱃإ ةرﺎﺷﻹا +ﻪﻴﻠﻋ ﻖﻔﺘﻤُﻟا ﻲﻌﺟﺮﻤﻟا رﺎﻃﻹا ﲆﻋ ﺮﺛﺆﺗ ﺪﻗ ﱵﻟا دﺎﻌﺑﻷا ﺔﻓﺎﻛ ﻖﻴﺛﻮﺗ ةروﴐ ﻊﻣ ،سﺎﻴﻘﻠﻟ ﺔﻠﺑﺎﻘﻟا ﲑﻏ ﴏﺎﻨﻌﻟا +W: 22 cm .ﺔﻄﺑاﱰﻤﻟا ﲑﻏ تﺎﻴﺠﻬﻨﻤﻠﻟ لﺎﺜﺘﻣﻻا نﺎﻤﻀﻟ ﺎًﻘﺑﺎﺳ +H: 32 cm +CCCooonnntttaaacccttt IIInnnfffooo@@@sssaaappptttcccooodddrrriiivvviiinnnggg...cccooommm...sssaaa Saptco Driving School C.R N 4 .A 03 : J 0 D 2 M 97 C 15 3 0 70 ت 6 .س ةدﺎﻴﻘﻟا ﻢﻴﻠﻌﺘﻟ ﻮﻜﺘﺑﺎﺳ ﺔﻛﴍ +UUUsss 999222000000333222222222444 +Logo Size +W: 15.1 cm +Font Size +Close +Left: 15 pt +Right: 12 pt +SAPTCOﻮـــﻜﺘــﺑﺎﺳ +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +SDS GUIDELINES | 31 + +BRAND +STATIONERY +ENVELOP DL +ENVELOP DL Size +W: 23 cm +H: 11 cm +ﻮـــﻜﺘــﺑﺎﺳ +SAPTCO +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +Logo Size +Main +W: 10 cm +Saptco Driving School +Second +Info@saptcodriving.com.sa +920000000 +W: 1.5 cm +Font Size +12 pt +ﻮـــﻜﺘــﺑﺎﺳ +SAPTCO +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +Saptco Driving School +Info@saptcodriving.com.sa +920000000 +SDS GUIDELINES | 32 + +BRAND +STATIONERY +ID CARD +ﻮـــﻜﺘــﺑﺎﺳ +ID Card Size SAPTCO +W: 5.4 cm ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +H: 8.56 cm +Logo Size +W: 4 cm +Font Size +Name: 12 pt +Position: 11 pt +Abdullah Alahmed +Sales Specialist +SDS GUIDELINES | 33 + +BRAND +STATIONERY +BUSINESS CARD +Business Card Size +W: 8.5 cm +H: 5.5 cm +Logo Size +W: 0.8 cm +Font Size +ﺪﻤﺣﻷا اﻟﻠﻪﺪﺒﻋ +Abdullah Alahmed ﻮـــﻜﺘــﺑﺎﺳ +Name: 12 pt SAPTCO +Sales Specialist تﺎﻌﻴﺒﻣ ﻲﺋﺎﺼﺧأ +ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ +Position: 4.655 pt +Contact: 5.5582 pt +M. +966 511111111 T. 920032224 Ext. 1111 +E. Alahmedab@SaptcoDriving.com.sa W. SaptcoDriving.com.sa +SDS GUIDELINES | 34 + +BRAND +STATIONERY +STAMP +STAMP +The official corporate stamp is designed in a ﻌﺘﻟ ﻮﻜ +ﻴ ﻠ ﺘ ﺑ +balanced circular layout to ensure formal and ﻢ ﺎ +ﺳ +ا +legal authority. ﻟ +ﻘ ﺔ +It integrates the core elements of the identity: +ﻴ ﻛ +ﺎ +the primary logo at the center as a core visual ﴍ +د +element, surrounded by the company name in a ة +fluid circular alignment, along with the +Commercial Registration number to validate all +the school's official transactions S l +o +a 7003784860 :ت.س +o +p +h +t +c +c +o S +D g +rivi n +SDS GUIDELINES | 35 + +BRAND +APPAREL +UNIFORM +CAP +BRAND GUIDELINES SDS GUIDELINES | 36 + +BRAND +UNIFORM +APPAREL +UNIFORM +UNIFORM +The standardized uniform for employees, with +different colors depending in the employee’s job +tittle. +dark blue vest for customer service, grey for +Evaluator and green for Instructor. +SDS GUIDELINES | 37 + +BRAND +APPAREL +CAP +CAP +The standardized cap for employees came with +dark blue color. +SDS GUIDELINES | 38 + +SOCIAL MEDIA +CONTENT +INSTAGRAM +X & LINKEDIN +BRAND GUIDELINES SDS GUIDELINES | 39 + +SOCIAL MEDIA +CONTENT +INSTAGRAM +INSTAGRAM POSTS +Regular Post +1350 x 1080 +ﻚــﺘﻠﺣر ءﺪﺑا +Grid Post +3240 x 1350 +ﺔﻴﻤﻴﻠﻌﺘﻟا +نﻵا ﺰﺠﺣا +ilfoh +SAPTCODriving.com.sa +920032224 @SAPTCOSDS +SDS GUIDELINES | 40 + +SOCIAL MEDIA +CONTENT +X & LINKEDIN +X & LINKEDIN POSTS +Regular Post +1200x1200 +ﻚـــﺘﻠﺣر ءﺪﺑا +ﺔﻴﻤﻴﻠﻌﺘﻟا +نﻵا ﺰﺠﺣا +ilfoh +SAPTCODriving.com.sa +920032224 @SAPTCOSDS +SDS GUIDELINES | 41 + +BRAND +APPLICATION +LETTERHEAD +ID CARD +BUSINESS CARD +MUPI +APP +SDS GUIDELINES | 42 + +SDS GUIDELINES | 43 + +SDS GUIDELINES | 44 + +SDS GUIDELINES | 45 + +SDS GUIDELINES | 46 + +SDS GUIDELINES | 47 + +THANK +YOU +2026 SDS GUIDELINES | 48 +SAPTCO Driving School \ No newline at end of file