Our recipe for a great culture: Al-Sayer Franchising
Al-Sayer Franchising (ASF) is a fast-growing retail franchise business in Kuwait. As the organisation scaled, leadership recognised that culture and employee experience could no longer be left to chance — they needed to be intentional, consistent, and measurable.
In September 2025, ASF partnered with Brand Experiences to make that shift a reality, using our LEAP methodology (Listen, Engage, Act, Perform) alongside our mojo and Culture Health Index (CHI) tools.
Listening first
The engagement launched under the banner "Our recipe for a great culture" — a name that deliberately nodded to ASF's F&B heritage and immediately resonated across the business. Branded communications, videos, and town halls set the tone from day one: this wasn't a survey to be filed away, but the start of visible action.
That action began with a deep culture audit spanning 150+ employees in focus groups, 8 leadership interviews, and over 1,000 survey recipients across three research methods. Triangulating these sources surfaced honest, sometimes uncomfortable insights — including gaps between internal communication, recognition, employee voice, and growth opportunities.
Co-creating purpose
From there, a cross-business project group worked through structured workshops to define a new shared purpose — "Bringing people together through heartfelt hospitality and experiences worth savouring" — and five guiding values: Do the Right Thing, Put People First, Make It Happen, Elevate the Energy, and Bring the Warmth.
Bringing it to life
Mojo was rolled out to uncover what genuinely motivates ASF's people, starting with head office in September 2025, extending to store leadership by January 2026, and reaching full frontline coverage by Spring 2026. Every mojo map is followed by a manager conversation and a concrete action plan: turning insight into everyday behaviour change.
To make the shift stick, Brand Experiences also built the ASF Culture Playbook: a practical guide combining the story behind the work, the new purpose and values, and clear guidance across the eight dimensions of culture that ASF now tracks and improves continuously: from psychological safety and recognition to growth, wellbeing, and employee voice.
The results
- +29 eNPS — a strong baseline with clear room to grow
- 76% mojo score — organisation-wide motivational health
- 185K KWD estimated annual productivity upside from just a 1% improvement in org-wide mojo
- 8 culture dimensions now benchmarked and continuously improved via CHI
ASF's journey shows what's possible when culture work moves beyond aspiration into measurement and action — a recipe Brand Experiences is proud to have helped write.
You can download the full case study here.
Mojo matters because it gets to what drives each person at ASF. When you know what motivates people, and you nurture it, you get more ownership, more energy, and better work — without forcing it.
Brand Experiences and mojo help teams open up and connect. If we learn what motivates us, and we help each other act on it, we become more productive, more engaged, and happier at work.