The objective of this strategic audit report is to analyse Majid Al Futtaim Properties LLC's (MAF) competitive

advantages and a range of business scenarios, strategic options, business strategy, objectives, strengths,
weaknesses, opportunities, and threats. Furthermore, this report places greater emphasis on the market sizes,
company sales, and market shares of (MAF) Group, an analysis of customer preferences, an examination of
ethics and corporate social responsibility, an outlook that offers recommendations, and the process of
implementing various strategies. Majid Al Futtaim, an Emirati conglomerate, has experienced substantial
expansion since its establishment in 1992. The organisation has achieved considerable prominence in the retail,
amusement, and shopping mall sectors throughout the Middle East, Africa, and Asia. They have positioned
themselves as a dominant entity in the global market by implementing astute growth strategies and a diversified
portfolio. Initially, an assortment of analytical techniques, including the competitive profile matrix (CPM), the
internal factor evaluation matrix (IFE), and the external factor evaluation (EFE), were utilised to identify MAF's
most significant opportunities, threats, vulnerabilities, and strengths during the input phase. Moreover,
significant findings emerged from both the internal and external analyses, with the external analysis revealing
the increasing influence of e-commerce and the consequences it has on physical retail establishments.
Additionally, the report underscored the impact of economic conditions in the MENA region on the company's
performance and emphasised the growing demand for immersive retail experiences and entertainment options
among customers, in addition to the efficacy of competitors in the retail and real estate industries. It is
noteworthy that upon conducting an examination of the internal resources of Majid Al Futtaim, it becomes
apparent that the organization's performance is contingent upon its competitive advantages. These advantages
comprise a varied portfolio that encompasses cinemas, shopping centres, hotels, and entertainment offerings, in
addition to a robust brand recognition and reputation in the MENA region. In addition, the organisation derives
advantages from a highly developed and streamlined supply chain and logistics network.
Progressing to the subsequent stage of the framework for strategy formulation, it is possible to identify
numerous potential strategies by utilising a variety of analytical tools, including the Strengths-Weaknesses
Opportunities-Threats (SWOT) Matrix and the Strategic Position and Action Evaluation (SPACE) Matrix.
Using the SPACE Matrix, Majid Al Futtaim is positioned in the aggressive quadrant, taking into consideration
all four dimensions (two internal and two external aspects). In addition, the utilisation of the Boston Consulting
Group (BCG) Matrix facilitated the categorization of MAF products based on their market share and market
growth rate, thereby furnishing the firm with valuable insights into the efficient management of its diversified
portfolio. Additionally, the InternalExternal (IE) Matrix assisted in determining which quadrant MAF resides in.
In addition, the Grand Matrix, which assesses both the competitive standing of MAF and the rate of market
expansion. Consistency among the five analytical instruments identified two viable strategic alternatives.
The appropriate course of action is determined by the Quantitative Strategic Planning Matrix (QSPM), which
utilises the outcomes of the two preceding phases. Majid Al Futtaim must implement the market development
strategy, as indicated by the results, and Page