Three years ago, it was difficult to find Saudis interested in taking the path of starting a new business. National Entrepreneurship Institute (Riyadah) acknowledged that and analyzed all the issues pertaining to planting a small seed of how to develop any business idea as per the statement of its CEO Dr. Sherif Elabdelwahab.

With the current reluctance of Saudis to look for a business idea as well as unwillingness to take risks with such paradigm, Riyadah shifted into face-to-face orientations on the advantages of an entrepreneurial undertaking over an ordinary job. With plans structured into weekly activities and annual key performance indicators (KPI), 10 million website viewers in 24 months were were achieved according to Google Analytics where it showed that the site had monthly peaks according to its activities.

Analyzing the results, the 10 million viewers were achieved after any event taking place in the different 25 male and 13 female branches. The 10 million viewers were not first time viewers, however viewer return was 23 percent which comprise 2.3 million return website surfers with multiple visits with 11.4 minutes on an average spent during each session. If such multimillion visits were achieved at a government agency or stock market website, it could be inferred into mandatory visits, which is not the case in Riyadah’s. It is the opposite where site viewers were not forced by anyone to surf the site. After analysis of the 10 million visits, it was discovered that the number of social activities Riyadah has participated in were more than the 500 activities held in those branches annually, leaving almost no activity passing-by without being involved in it. The main purpose of all those participation was to spread the notion of starting your own business and all the facilities the country has offered to Saudis.

In 2012, Riyadah started to work on establishing many administrative, financial, and quality projects pertaining to its operations which were running modestly but in the brink of being halted due to fragile and poor internal structure. Therefore, thousands of hours were spent in establishing KPIs, manuals, policies, regulations, and strategic plans with blueprints of how and what to accomplish.

In 2013, it was emphasized that Riyadah must participate in every university, college, school, and public social activity in every town and region where a branch will be located. Also, several quality assurance policies were set, for example the assessment of the beneficiaries (clients) of Riyadah’s services. Notwithstanding complaints, it was clearly and practically emphasized that any dissatisfaction of any client, accepted or rejected, cannot be tolerated and the target was 100% satisfaction level of clients.

Finally, it was clearly emphasized to use the positive and successful experiences locally to prove to public that Riyadah can create successful entrepreneurs.