Context

Amana, the reference shareholder of the Auto Hall Group, one of the leading multi-brand automotive distributors in Morocco, mandated Massir Invest to provide support for the operational deployment of the Auto Hall 2025 strategy, covering the period 2020–2025. This strategy, defined and validated in 2019, included an ambitious transformation plan covering the development of new activities and the redesign of the operational model.

Scope / Methodology

The mission, conducted continuously over a period of more than three years, covered the following areas:

• Advisory on structuring the governance framework for strategy implementation, including the design of the steering architecture (Strategic Steering Committee, Initiative Steering Committees, Transformation Office), the definition of roles and responsibilities of initiative leaders and project managers, and the establishment of reporting and progress monitoring mechanisms
• Regular participation in the Group’s governance bodies: Strategic Steering Committees, Initiative Steering Committees, Strategy Committee, Audit Committee, and Compensation Committee, as the shareholder’s representative
• Monitoring the progress of six strategic initiatives structured into more than 30 operational workstreams covering after-sales service, long-term leasing, used vehicles, digital transformation, credit and insurance, and the deployment of a new brand
• Critical analysis of the implementation trajectory and formulation of recommendations to the shareholder on decisions to be made: accelerating the launch, appointing the Chief Executive Officer, measuring the economic impacts of the strategy on the Group’s financial aggregates, evaluating performance by initiative
• Support on specific strategic operations: negotiating a distribution partnership with an international manufacturer, reviewing synergies with a Group subsidiary, redesigning the system for setting objectives and calculating executive bonuses

Results / Outputs / Deliverables

• More than 40 monthly activity reports submitted to the shareholder, documenting the progress of initiatives, analyses, and recommendations
• Recommendation notes on governance, PMO, and the launch of strategy implementation
• Structured monitoring of the progress of the 6 strategic initiatives and their constituent workstreams
• Contributions to the work of the Group’s governance bodies

Value for the Client

Throughout this mission, the shareholder had access to a continuous monitoring and advisory mechanism enabling it to fully exercise its role as a strategic shareholder in leading the Group’s transformation. The ongoing support contributed to structuring the implementation governance, maintaining the pace of initiative progress, and informing the shareholder’s decisions on steering, performance, and development issues.