Enduring legacy: Proud roots in an uncertain Land

Salhout, Sand Mohammad; Buchanan, F. Robert Article Enduring legacy: Proud roots in an uncertain Land Administrative Sciences Provided in Cooperation with: MDPI – Multidisciplinary Digital Publishing Institute, Basel Suggested Citation: Salhout, Sand Mohammad; Buchanan, F. Robert (2025) : Enduring legacy: Proud roots in an uncertain Land, Administrative Sciences, ISSN 2076-3387, MDPI, Basel, Vol. 15, Iss. 3, pp. 1-17, https://doi.org/10.3390/admsci15030084 This Version is available at: https://hdl.handle.net/10419/321228 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may be saved and copied for your personal and scholarly purposes. You are not to copy documents for public or commercial purposes, to exhibit the documents publicly, to make them publicly available on the internet, or to distribute or otherwise use the documents in public. If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Received: 21 December 2024 Revised: 22 February 2025 Accepted: 25 February 2025 Published: 28 February 2025 Citation: Salhout, S. M., & Buchanan, F. R. (2025). Enduring Legacy: Proud Roots in an Uncertain Land. Administrative Sciences,15(3), 84. https://doi.org/10.3390/ admsci15030084 Copyright: © 2025 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/ licenses/by/4.0/). Case Report Enduring Legacy: Proud Roots in an Uncertain Land Sand Mohammad Salhout 1,* and F. Robert Buchanan 2 1Administrative Sciences, Arab American University, Ramallah 240, Palestine 2Management Department, Indiana University of Pennsylvania, Indiana, PA 15705, USA; dr[email protected] *Correspondence: [email protected] Abstract: Siniora Food Industries of Palestine was facing a strategic dilemma. They had sold packaged meats for over 100 years in a challenging and risky environment. Siniora had carved a path of growth, expansion, and development, showcasing the power of endurance. Initially sold by local shopkeepers, the company’s products had gone from local to regional. Publicly traded on the Jordan exchange, Siniora had become a famous brand in Jordan, the Gulf region, UAE, and Saudi Arabia. They used export as well as wholly-owned subsidiary manufacturing facilities. Siniora management considers currently stalled profitability, possible strategies, and risk as the case opens. They dream of a bold move that could span the Asian continent and take the company to the next level. Of course, such a failure could be catastrophic. What are some strategies that would be suggested? Furthermore, can we devise a thorough action plan considering the geopolitical context? Keywords: emerging markets; strategic management; food industry; market entry; risk 1. Introduction Siniora Al-Quds faced a strategic management dilemma that could be completed on time. Sales increases in the multinational organization were on a slowing trend, but more concerning was that net profitability had been declining. Since its inception a hundred years ago, selling packaged meats through shopkeepers, the company has gone from local to regional. Now, Siniora management dreams of a bold move that could span the Asian continent and take the company to the next level. Of course, such a failure could be catastrophic. How did a company with such humble beginnings as a small family business from a troubled land become a publicly traded multinational powerhouse? 2. Company Background Siniora Al-Quds was founded in 1920; the family featured superior-quality delicatessen meat products and became the market leader in East Jerusalem. Their industry segment comprised processed meat, prepared meat, or packaged meat. This was to be differentiated from fresh meat products. Processed products have undergone various modes of preservation and packaging, such as curing, smoking, and canning. In addition to enhancing the flavor, these products are more accessible to ship than fresh meat, with an extended shelf life and reduced refrigeration requirements (Marketwide Research,2024). Siniora’s delicious deli meats and good sellers with storekeepers were popular at the table (see Figure 1). Adm. Sci. 2025,15, 84 https://doi.org/10.3390/admsci15030084 Adm. Sci. 2025,15, 84 2 of 17 Adm. Sci. 2025, 15, x FOR PEER REVIEW 2 of 18 a container from China to Korea costs about USD 1200. In 1992, a factory was established in Sahab, Jordan, under Siniora Food Industries. Exciting growth and expansion occurred for the Palestinian company as they saturated their home market and then went abroad. In 1996, the Arab Palestinian Investment Company (APIC) acquired Siniora’s two branches. Through APIC’s substantial investments, Siniora increased its production capacities, which allowed it to add new product lines (Asia News Monitor, 2018). Figure 1. Siniora products; source: https://store.siniorafood.com/.(accessed on 2 March 2024) Majdi Al-Sharif is the chief executive officer of the Siniora Group for Food Industries. He began his professional career in 1980 and has held numerous positions and responsibilities in multiple companies for 35 years. Before his work with APIC in 2005, Al-Sharif worked in Saudi Arabia with Procter & Gamble for over 20 years, where he held several positions including Manager and Executive Manager in operations and planning. In 2002, he moved to the UAE to establish a business center and become a factory manager in one of Procter & Gamble’s companies utilizing his vast experience and engineering background. In October 2005, Al-Sharif joined APIC as a CEO for Siniora Food Industries in Jordan and Palestine, the region’s leading company in processed meat manufacturing. He oversees the company’s general management and defines the annual and strategic goals. Al-Sharif is also the chairman of Al Masa Diamond Meat Processing Company in Dubai, a Siniora subsidiary, and a member of the Jordan Strategy Forum, the Jordan Europe Business Association, the Jordan Exporters Association, and the Jordanian Engineers Association. In 2009, Siniora Trading Company was assigned as a distribution company to expand into the Saudi Arabian market. Saudi Siniora established a facility in Riyadh with 3,500 square feet of storage space, in addition to a branch in Jeddah and one in Dammam. In 2011, the company acquired Unium, consolidating Siniora Food Industries as the dominant market leader within Jordan and Palestine for both canned meats and cold cuts, offering its Siniora and Unium brands to every household. It went public in 2012 and traded Figure 1. Siniora products; source: https://store.siniorafood.com/ (accessed on 2 March 2024). Using an export strategy, Siniora found shipping costs from East Jerusalem very high. For example, to send one container to nearby Gaza costs USD 2000, while shipping a container from China to Korea costs about USD 1200. In 1992, a factory was established in Sahab, Jordan, under Siniora Food Industries. Exciting growth and expansion occurred for the Palestinian company as they saturated their home market and then went abroad. In 1996, the Arab Palestinian Investment Company (APIC) acquired Siniora’s two branches. Through APIC’s substantial investments, Siniora increased its production capacities, which allowed it to add new product lines (Asia News Monitor,2018). Majdi Al-Sharif is the chief executive officer of the Siniora Group for Food Industries. He began his professional career in 1980 and has held numerous positions and responsibilities in multiple companies for 35 years. Before his work with APIC in 2005, Al-Sharif worked in Saudi Arabia with Procter & Gamble for over 20 years, where he held several positions including Manager and Executive Manager in operations and planning. In 2002, he moved to the UAE to establish a business center and become a factory manager in one of Procter & Gamble’s companies utilizing his vast experience and engineering background. In October 2005, Al-Sharif joined APIC as a CEO for Siniora Food Industries in Jordan and Palestine, the region’s leading company in processed meat manufacturing. He oversees the company’s general management and defines the annual and strategic goals. Al-Sharif is also the chairman of Al Masa Diamond Meat Processing Company in Dubai, a Siniora subsidiary, and a member of the Jordan Strategy Forum, the Jordan Europe Business Association, the Jordan Exporters Association, and the Jordanian Engineers Association. In 2009, Siniora Trading Company was assigned as a distribution company to expand into the Saudi Arabian market. Saudi Siniora established a facility in Riyadh with 3500 square feet of storage space, in addition to a branch in Jeddah and one in Dammam. In 2011, the company acquired Unium, consolidating Siniora Food Industries as the dominant market leader within Jordan and Palestine for both canned meats and cold cuts, offering its Siniora and Unium brands to every household. It went public in 2012 and traded on the Adm. Sci. 2025,15, 84 3 of 17 Amman Stock Exchange as SNRA. In 2014, Siniora Gulf General Trading was established as a distribution company targeting the UAE market (see Table 1). Table 1. Siniora subsidies; source: created by the Authors. Subsidy Type Number Location Type of Investment Year Factory 1 Palestine Local Factory 1920 (the original brand was then sold to APIC group in 1996) Factory 3 Jordan, Dubai, Turkey Acquisition Jordan in 2011 Dubai in 2015 Turkey in 2020 Trading Companies 2 UAE, Saudi Arabia Foreign Direct Investment 2016 in Dubai 2009 in Saudi Arabia Distributor 12 Australia, Oman, Yemen, Qatar, Bahrain, Kuwait, Iraq, Syria, Lebanon, Egypt, Libya, and Sudan. Licensed distributor In 2015, production lines were upgraded to include frozen foods, which complement the company’s large assortment of cold cuts and canned meat, including mortadella, roasted meats, luncheon meats, salami, sausages, canned meats, burgers, escallops, spiced filets, pastries, and kubbeh. They developed new vegan plant-based products under Badeel, a meat alternative. It is soy-free and gluten-free, and comes in four categories—burgers, minced, sausages, and nuggets. With those improvements, Siniora was produced from three state-of-the-art processing plants with the most advanced technologies: one in East Jerusalem, the second in King Abdullah II Industrial Estate in Jordan, and the third in the United Arab Emirates (Harvey, 2021). Siniora is facing competition in these markets, especially in Jordan (See Table 2). Table 2. Jordanian competition; source: https://www.mordorintelligence.com/industry-reports/ middle-east-edible-meat-market (accessed on 10 September 2024). Key Jordanian Competitors City Country Afia International Co. Amman Jordan Ibrahim Odeh & Partners Co. Amman Jordan Maayah International Enterprise Inc. Amman Jordan Then, in 2016, Siniora acquired the Dubai-based Diamond Meat Processing Company (Al-Masa), located in the UAE, which further increased the company’s reach in the GCC market. In 2021, Siniora Food Industries acquired a majority stake in Turkish peer Trakya ET, which owned the Polonez brand (GlobalData plc,2023). By this time, Siniora Food Industries was officially headquartered in Amman, Jordan (Siniora Food Industries Company—Saudi Arabia,2023). In 2023, Siniora moved beyond just warehousing in Saudi Arabia by signing a partnership agreement to establish its first factory in Jeddah with a USD 37 million investment, providing several hundred jobs (Mordor Intelligence,2023a). Siniora Company signed an agreement in 2024 with Saudi Arabia to establish a new factory to manufacture all types of processed and frozen meat. This investment is estimated at SAR 140 million (USD 37 million). The factory’s expected annual production volume will be 20 thousand tons upon completion, and the predicted export rate will reach 20% of its production capacity. Adm. Sci. 2025,15, 84 4 of 17 Siniora Palestine comes from a uniquely conflict-torn territory. Staff, facilities, and supply chain safety cannot be taken for granted. Selling products in volatile markets presents unique challenges and considerations. Conflict situations can be unpredictable, and one may need to adjust marketing strategies, operations, and products. Exporting products from such countries involves navigating complex challenges but can also present economic development and stabilization opportunities. Firstly, one has to assess the infrastructure and logistical challenges in conflict-affected areas. This includes transportation networks, ports, customs procedures, and warehousing facilities. Secondly, one has to evaluate sanctions and trade restrictions that may apply to the specific country. Additionally, one has to explore opportunities to leverage trade agreements or preferential trade arrangements that may facilitate market access. It is important to note that the political and territorial context in East Jerusalem, including the ongoing political conflict and the lack of meaningful sovereignty, impacts its ability to negotiate and implement trade agreements independently. As a result, trade relations are often subject to complex political dynamics and external constraints. In addition to its financial objectives, Siniora aims to achieve non-financial objectives by enhancing its image and contributing to society at large; accordingly, Siniora actively engages in Corporate Social Responsibility (CSR) initiatives. The company has implemented a comprehensive environmental policy focusing on reducing industrial pollutants, managing waste effectively, and minimizing energy and water consumption. Additionally, Siniora is a golden sponsor of the King Hussein Cancer Foundation, contributing to cancer care, research, and awareness in Jordan and the Middle East. The company also supports various charitable activities, including donations to children’s homes and youth education programs in Jordan 3. Industry Overview In general, the relationship between Palestine and the Arab world is characterized by historical solidarity, diplomatic engagement, and shared religious and cultural ties. While economic relations between Arabian countries (e.g., UAE, Oman, Saudi Arabia, etc.) and Palestine may not be as extensive as between some Western countries, there are opportunities for economic cooperation and investment, particularly in the food sector. However, exporting meat products from Palestine to, for example, Saudi Arabia involved navigating various logistical, regulatory, and cultural considerations, such as compliance with legal requirements, including Halal certification. In addition, one has to modify product packaging, labeling, and ingredients to align with local tastes. The Middle East Edible Meat Market was highly fragmented, with the five top companies controlling only 5.28%. The most dominant suppliers were BRF S.A., Siniora Food Industries Company, Sunbulah Group, Tanmiah Food Company, and The Savola Group (sorted alphabetically) (GlobalData plc,2023) (see Table 3). Table 3. Dominant players in the Middle East: source: https://www.mordorintelligence.com/ industry-reports/middle-east-edible-meat-market (accessed on 10 September 2024). Company City Country Al Ain Farms Al Ain United Arab Emirates (UAE) BRF S. A Dammam Saudi Arabia Siniora Food Industries Company Jerusalem, Amman, Dubai, Jeddah Palestine, Jordan, United Arab Emirates (UAE), Saudi Arabia Tanmiah Food Company Riyadh Saudi Arabia The Savola Group Jeddah Saudi Arabia Adm. Sci. 2025,15, 84 5 of 17 Other significant players included Al Ain Farms, Al Islami Foods, Americana Group, Golden Gate Meat Company, JBS SA, Najmat Taiba Foodstuff LLC, and Qatar Meat Production Company. The size of the Middle East market for edible meat was USD 30 billion in 2024. Saudi Arabia was the highest consumer of edible meat, with a share of 20.42%, by value, of the Middle Eastern edible meat market. The country was increasing its meat production facilities to gain self-sufficiency in meat production. For instance, Saudi Arabia planned to invest USD 5 billion to boost poultry production, as the Kingdom aimed to achieve a poultry meat self-sufficiency rate of 80% by 2025. Oman was the second-fastestgrowing edible meat market in the Middle East. It was expected to register a compound annual growth rate of 3.24% by value during the 2020s. Oman Investment Authority supported various edible meat projects in the country to increase its self-sufficiency and expand the market. These projects a reached meat self-sufficiency of 46% in 2021 from 37% recorded in the previous years (Palestinian Central Bureau of Statistics (PCBS),2020). 4. Competitive Performance Siniora’s subsidiary in Palestine, like any other profit-oriented company based in a conflict-torn country, was facing severe challenges, and this case demonstrates how it had succeeded in overcoming them. They held a unique position as a standout among the few prominent corporations operating in Palestine. The proportion of significant enterprises in the country with a workforce exceeding 20 individuals was a mere 2.9% (Palestine News & Information Agency,2023). Additionally, Palestine-based companies had a comparatively low presence in international markets. Only a few had overcome the multiple barriers placed upon them. Generally, they traded in some domestic export products such as olives or dates. With its 1786 employees, the company was a testament to its unique journey and success. Siniora’s production includes over 100 diversified products, including cold cuts, canned luncheons, and frozen meat (Siniora,2024), and its catalog contains more than 1220 SKUs (Canadean Reports,2024). They held the largest prepared meat market share in the Jordanian and Palestinian markets. They aimed to attain a dominant position in regional markets, particularly in the Gulf, as one of the region’s leading industrial companies in the food industry sector (PR Newswire,2021). Under the brand name SINIORA, the company operates through its distributors in Syria, Lebanon, Saudi Arabia, the United Arab Emirates, Kuwait, Qatar, Oman, Yemen, Bahrain, and Jordan. However, Siniora’s net income did not keep up with the strong revenue growth over the years (see Figure 2). Adm. Sci. 2025, 15, x FOR PEER REVIEW 6 of 18 Figure 2. Revenue and net income. 5. Financials By the year 2023, profits were trending downward. A high year was 2020, with financial statements showing that the Siniora group of companies achieved net after-tax profits of JD 7.1 million (USD 10 million), an increase of 16% compared to those in 2019. Their net profits were a solid 10% for the second year running. The upward trajectory in sales and profitability was an encouraging development. Total revenues in 2020 increased by 11% compared to the previous year, reaching JD 71 million (USD 100 million). The company’s assets amounted to JD 68.8 million (USD 97 million) on 31 December 2020, an increase of 3% compared to those in the previous year, while the net equity of Siniora’s shareholders amounted to JD 41 million (USD 57.7 million) on 31 December 2020, registering an increase of 12% over those in 2019 (GlobalData plc, 2023). Unfortunately, the net profitability started dropping in 2021. By 2022, sales had grown to JD 134 million, but net profitability was a relatively meager 5 million (Wall Street Journal, 2024). (see Exhibits 5, 6, and 7). Then, the situation became more concerning. In 2023, Siniora sales were JD 149 million (Yamakawa et al., 2008). Revenue had increased by 27% that year. However, market pressures made net income decline by 3.3% to JD 4.63 million. Operating margins were falling, and net profit margin was becoming paper-thin (see Figure 3 and Table 4.) Figure 2. Revenue and net income. Adm. Sci. 2025,15, 84 6 of 17 5. Financials By the year 2023, profits were trending downward. A high year was 2020, with financial statements showing that the Siniora group of companies achieved net after-tax profits of JD 7.1 million (USD 10 million), an increase of 16% compared to those in 2019. Their net profits were a solid 10% for the second year running. The upward trajectory in sales and profitability was an encouraging development. Total revenues in 2020 increased by 11% compared to the previous year, reaching JD 71 million (USD 100 million). The company’s assets amounted to JD 68.8 million (USD 97 million) on 31 December 2020, an increase of 3% compared to those in the previous year, while the net equity of Siniora’s shareholders amounted to JD 41 million (USD 57.7 million) on 31 December 2020, registering an increase of 12% over those in 2019 (GlobalData plc,2023). Unfortunately, the net profitability started dropping in 2021. By 2022, sales had grown to JD 134 million, but net profitability was a relatively meager 5 million (Wall Street Journal, 2024). (see Exhibits 5, 6, and 7). Then, the situation became more concerning. In 2023, Siniora sales were JD 149 million (Yamakawa et al.,2008). Revenue had increased by 27% that year. However, market pressures made net income decline by 3.3% to JD 4.63 million. Operating margins were falling, and net profit margin was becoming paper-thin (see Figure 3and Table 4.) Table 4. Siniora Financial ratios; source: Global Data 2023: https://proxy-iup.klnpa.org/login?url= https://www.proquest.com/reports/siniora-food-industries-plc-snra/docview/2822181730/se-2 (accessed on 1 October 2024). Key Ratios Unit/Currency Dec-2021 Mar-2022 Jun-2022 Sep-2022 Dec-2022 Interim EPS (Earnings per Share) JOD 0.06 0.08 0.06 0.04 0.01 Dividend per Share JOD 0.17 0.15 Book Value per Share JOD 1.25 1.32 1.35 1.37 1.4 Gross Margin % 26.08 31.67 27.07 27.49 25.31 Operating Margin % 8.19 10.18 7.16 7.75 6.48 Net Profit Margin % 6.01 7.29 3.71 3.45 0.43 Profit Markup % 35.28 46.34 37.12 37.92 33.89 PBIT Margin (Profit Before Interest & Tax) % 4.48 2.49 12.84 PBT Margin (Profit Before Tax) % 6.74 8.1 4.63 3.15 0.84 Operating Costs (% of Sales) % 91.81 89.82 92.84 92.25 93.52 Administration Costs (% of Sales) % 19.57 19.81 18.65 19.27 19.24 Interest Costs (% of Sales) % 3.28 3.14 2.18 Current Ratio Absolute 1.26 1.25 1.12 1.21 1.14 Quick Ratio Absolute 0.8 0.8 0.65 0.73 0.69 Debt to Equity Ratio % 1.23 1.32 1.6 1.61 1.47 Net Debt to Equity Absolute 1.14 1.2 1.52 1.48 1.4 Debt to Capital Ratio % 0.64 0.7 0.82 0.79 0.74 Interest Coverage Ratio Absolute 136.54 79.11 588.57 Adm. Sci. 2025,15, 84 7 of 17 Adm. Sci. 2025, 15, x FOR PEER REVIEW 7 of 18 Figure 3. Financial ratios—ratio charts, Siniora Food Industry, PLC; source: Global Data 2023: https://proxy-iup.klnpa.org/login?url=https://www.proquest.com/reports/siniora-food-industriesplc-snra/docview/2822181730/se-2.(accessed on 1 October 2024). Table 4. Siniora Financial ratios; source: Global Data 2023: https://proxyiup.klnpa.org/login?url=https://www.proquest.com/reports/siniora-food-industries-plcsnra/docview/2822181730/se-2.(accessed on 1 October 2024). Key Ratios Unit/Currency Dec2021 Mar2022 Jun2022 Sep2022 Dec2022 Interim EPS (Earnings per Share) JOD 0.06 0.08 0.06 0.04 0.01 Dividend per Share JOD 0.17 0.15 Book Value per Share JOD 1.25 1.32 1.35 1.37 1.4 Gross Margin % 26.08 31.67 27.07 27.49 25.31 Operating Margin % 8.19 10.18 7.16 7.75 6.48 Net Profit Margin % 6.01 7.29 3.71 3.45 0.43 Profit Markup % 35.28 46.34 37.12 37.92 33.89 Figure 3. Financial ratios—ratio charts, Siniora Food Industry, PLC; source: Global Data 2023: https://proxy-iup.klnpa.org/login?url=https://www.proquest.com/reports/siniora-food -industries-plc-snra/docview/2822181730/se-2 (accessed on 1 October 2024). Siniora continued with 29% of its shares (the majority ownership) in the hands of APIC, and on 10 March 2024, it sought additional debt-based financing, releasing loan bonds with a total nominal value of USD 80 million on a five-year maturity. As stated in the press release, this will enhance their working cash to facilitate strategic expansion. 6. Siniora Quality Commitment Siniora believes that its best asset is the quality product. The company employs highly qualified and experienced manpower in the food industry; it also owns a fully equipped quality control department and laboratory. The production lines have been provided with the latest technologies to comply with the best food safety criteria. The quality control department is dedicated to monitoring and following up on all the factory operations and to exerting the ultimate efforts to guarantee the best product delivery, while also ensuring the selected suppliers are perfectly committed to local and international standards. The company has also founded the research and development center, which increases scientific Adm. Sci. 2025,15, 84 8 of 17 research and constantly follows up on the scientific approach and securely implements it to develop the products and innovate even more varieties. Siniora Food Industries (Jordan and Palestine factories) prides itself on earning international quality certificates. Also, the factories regularly recycle water in addition to another environmentally friendly policy that was set up by the US Food and Drug Administration and the European Economic Community. Such prizes and awards include the following: - FSSC22000: A food safety management certification which enables manufacturers to focus their food safety efforts on scientific and technical advances, and to dedicate their audit resources on continuous improvement (Foundation FSSC,2024). - ISO 9001: This is the international standard that specifies requirements for a quality management system (QMS). Organizations use this standard to demonstrate the ability to consistently provide products and services that meet customer and regulatory requirements. - ISO 22000: This enables organizations to put in place a food safety management system that helps them improve their overall performance when it comes to food safety. - All this recognition falls within an integrated strategy that Siniora follows to apply the best international practices in the food and meat industry, including holding the Inclusive Management System to meet all customers’ needs with the best-trusted product chain. 7. Export Challenges in the Palestenain Context Compared to developed markets, companies in the Middle East often need more financial, managerial, and technological resources to operate and export successfully. Indeed, Middle Eastern economies differ from Western economies in many aspects. These include less stable and efficient markets owing to lower transparency, more information asymmetries, and higher risks and uncertainty (PalTrade Palestine Trade Center,2014). Yamakawa et al. (2008) stated that internationalization results from a dynamic interplay between organizations and institutions (Marano et al.,2016). Constraints affecting transaction costs and export competitiveness in Palestine include the regulatory environment, administrative procedures and documentation, infrastructure bottlenecks, certification fees, internet connectivity, and support services. Furthermore, the manufacturing sector faces obstacles to expansion, including substandard productive facilities, limited water and electricity supply, high shipping costs, and unstable political conditions. PalTrade Palestine Trade Center (2014) stated that the processed meat industry primarily depends on six specific categories of inputs: 1. Raw meat refers to beef, poultry, and fish bought from domestic sources and imports; 2. Additives refer to salt, spices, curing, and binding agents; 3. Utilities refer to the provision of water and electricity; 4. Packaging is necessary for maintaining product quality, extending shelf life, and facilitating marketing efforts; 5. A skilled workforce is required that is capable of product design, equipment operation and maintenance, quality assurance, packaging, marketing, and management; 6. Machinery is needed, including tools and equipment such as saws, slicers, grinders, scales, mixers, injectors, sausage stuffers, vacuum sealers, and transportation equipment ; Moreover, PalTrade Palestine Trade Center (2014) stated that the meat sector encounters significant obstacles, including the following: 1. Supply-side concerns which affect the ability to produce goods and services. These issues include difficulties finding people with the right skills and competencies, Adm. Sci. 2025,15, 84 15 of 17 Siniora Food Industries announced the donation of 100 tons of its products to Gaza. Written on aid packages in Arabic is the following: “In support of the resilience of our people in Gaza”. Following the 2023 earthquake in Syria, Siniora generously gave a consignment of food packages to assist the afflicted families. This contribution aimed to help the region’s humanitarian assistance efforts and provide much-needed relief to the impacted populations. Additionally, during the COVID-19 pandemic in 2020, the firm sent food packages to 230 households in Jerusalem. Siniora’s proven track record of CSR assured that they were fully prepared to be a good corporate citizen in any market they cared to enter. 13. Way Forward Siniora has had a history of actively seeking to expand its markets and products and serve its stakeholders. Mr. Al-Shraif is a successful leader. Is our recommendation that he seek new products and markets, attempt to maintain the status quo, or retreat toward the company’s origins? Does he need to be bold, creative, risky, or careful? If he thinks outside the box, new opportunities might come forth. What strategies might he pursue that fit their business model and brands? Author Contributions: S.M.S., the first author, was responsible for composing the case, gathering data from the company, securing the company’s approval, writing and editing the revisions, proofreading, writing, and producing the teaching notes. F.R.B., the second author, helped compose the financial section of the case, offered oversight, and obtained funding. All authors have read and agreed to the published version of the manuscript. Funding: This research received no external funding. Institutional Review Board Statement: Not applicable. The focus of this study on assessing publicly accessible corporate data and non-sensitive business information obtained with the explicit consent of the company’s management resulted in the waiver of ethical review and approval. The company approval was sent with the original manuscript). Informed Consent Statement: Not applicable. Data was obtained from Siniora Food Industries with the explicit approval of the company’s management, who granted access to the requisite information and documentation for case development. Consequently, this research did not include human subjects. Data Availability Statement: Confidentiality agreements with Siniora Food Industries permit the acquisition of data underpinning the results of this case study straight from the company. The References section of this document enumerates other data sources, including publicly accessible industry papers and market statistics. Conflicts of Interest: The authors declare no conflict of interest. References Asia News Monitor. (2018). United States: Siniora food industries distributes USD 7.3 million in profits to its shareholders. Available online: https://proxy-iup.klnpa.org/login?url=https://www.proquest.com/newspapers/united-states-siniora-food-industries -distributes/docview/2029036552/se-2 (accessed on 24 April 2018). Bari´c, A. (2017). Corporate social responsibility and stakeholders: Review of the last decade (2006–2015). Business Systems Research: International Journal of the Society for Advancing Innovation and Research in Economy,8(1), 133–146. [CrossRef] Belhadi, A., Kamble, S. 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