Five decades of building the Kingdom — in one corporate voice.
Al Faisaliah Group has been building Saudi businesses since 1970 — dairy, electronics, healthcare, pharmaceuticals and food service. But it is the operating companies that are known; the Group behind them is far less visible than its record deserves. MAZ NEXA proposes two joined-up workstreams: a corporate brand strategy and identity system that settles how the Group presents itself, and an always-on bilingual content engine that keeps that story present every week.
Engagement at a glance
From a group known by its companies to a group known in its own right.
The gap is not activity. It is a voice that is clear, consistent and continuously present.
Where things stand today
- The operating brands are well known — the Group behind them is not credited.
- In public search, the “Al Faisaliah” name is dominated by landmarks the Group does not own.
- Corporate presence is concentrated in effectively one channel.
- No single identity system the teams can apply daily across subsidiaries.
- Milestones and investments happen — but are not told.
After this engagement
- One corporate narrative that ties the whole portfolio under the AFG umbrella.
- A documented identity system any team can apply without asking.
- A dependable weekly presence on the channels AFG's audiences actually use.
- Arabic-first content at global standard — not an afterthought translation.
- A live dashboard and a monthly report that show what worked and why.
Four sections — from understanding to commercials.
What it costs, and when it lands.
A quick read — the full detail lives in the Roadmap and Commercial tabs.
Month-one commitment is SAR 75,900 incl. VAT (branding + first month). The 12-month and rolling options are set out in the Commercial tab.
Full commercial & chartsA Saudi holding group founded in 1970, grown into six operating companies.
Founded by HRH Prince Abdullah Al Faisal and headquartered in Riyadh, the Group employs roughly 6,000 people. It holds leading positions in food & beverage, electronics & systems, healthcare and food service — built on long-tenure partnerships with major global firms.
Six companies, four sectors, one narrative they are missing.
Fresh dairy & juices
One of the world's largest integrated dairy producers and a regional leader in fresh dairy and juices — in partnership with Danone.
Multi-brand restaurants
A leading multi-brand casual and fast-casual restaurant operator in the Kingdom.
Exclusive Sony partner
The exclusive partner for Sony and a premier distributor of a broad portfolio of electronics and home appliances.
Integrated healthcare solutions
A leading integrated healthcare solutions provider — medical consumables, equipment and turnkey projects.
Branded generics
A regional firm specialising in the development, manufacturing and marketing of branded generics.
Cancer treatment centres
An operator of specialised oncology outpatient facilities.
Strategic and capital investments, plus a venture arm.
These holdings are a genuine part of the Group's story — and today they are among the least-told chapters of it.
Strategic & capital investments
- First Mills Company — flour milling
- AlMajdiah Residence — residential development
- Accenture joint venture — digital transformation services
- Jamjoom Pharma — pharmaceuticals
- SMASCO — workforce solutions
- Maharah — HR services
Venture capital
- Nuwa Capital — early-stage MENA startups
- Direct startup investments
- Amplify Growth Partners — venture debt
Why this matters to the brief
This is not a consumer brief. The operating companies already speak to consumers — dairy, electronics, restaurants. The Group speaks to a different audience entirely: global partners, regulators, investors, talent and media. The brand and the content therefore have to be institutional in character — authority, trust and proof — not consumer promotion.
Six audiences the Group speaks to — each looking for something different.
Sony, Danone, Accenture and others. They look for evidence of governance, professionalism and continuity before deepening a partnership.
They read AFG as a portfolio: allocation discipline, track record, and the logic behind the venture positions.
They look for the Vision 2030 contribution: local content, Saudisation, food security and healthcare capability.
Roughly 6,000 employees — and competitive hiring needs a visible employer brand, not just a careers page.
Belonging to one group requires one internal narrative and one identity everyone can actually see.
They need a single authoritative source of facts, positions and visual assets when covering the Group.
Three findings from a review of the Group's public footprint.
We ran a quick review of what actually surfaces when you search “Al Faisaliah” and browse the Group's channels. The three findings below shaped this proposal — and each is verifiable today.
The name is not owned in public space
Search “Al Faisaliah” and the results are dominated by the Al Faisaliah complex in Riyadh — the tower, the hotel and the mall. Those assets are operated by Al Khozama Investment Company, an entirely separate entity. The Group competes for its own name against a landmark it does not own.
Corporate presence rests on one channel
LinkedIn is effectively the Group's only active corporate channel, with an audience already built. There is no meaningful active corporate presence on Instagram or X. That leaves reach dependent on a single platform and its algorithm.
The companies are known, the Group is uncredited
The operating companies — dairy, electronics, healthcare, restaurants — each have strong market presence individually. But the link back to the holding group is effectively invisible to the public. The result: five decades of legacy that does not compound into a single brand.
Sources: Al Faisaliah Group official site (alfaisaliah.com); the Group's LinkedIn company page; public sources on the Al Faisaliah complex and Al Khozama Investment Company. Follower figures as observed in August 2026; baselines are formally fixed during the week-one audit.
To make “Al Faisaliah” mean the Group first.
AFG cannot reclaim a landmark it does not own — but it can build a corporate presence clear enough, loud enough and consistent enough that someone searching for Al Faisaliah finds the group that built the companies, not only the building.
Define what the Group stands for
A clear position, personality and promise that reflects AFG's scale, legacy and role in the Saudi economy.
Build a scalable identity system
One system the teams can apply daily across documents, decks, digital channels and partner visibility.
Widen presence beyond one channel
Deepen LinkedIn as the authority channel, and open visual channels that carry the legacy, the culture and the people.
Turn milestones into a running story
Investments, partnerships and the Vision 2030 contribution told regularly, instead of passing unrecorded.
Two workstreams that work together — one builds the foundation, one keeps it alive.
Included in this engagement
- A discovery workshop and full corporate brand strategy
- A complete bilingual visual identity system
- Corporate and promotional collateral and templates
- A documented brand guidelines book for the teams
- 23 creatives a month: 15 static, 5 animated, 3 reels
- Caption writing and hashtags in Arabic and English
- Publishing and scheduling across the approved platforms
- Daily community management under a dedicated account manager
- A monthly performance report plus a live dashboard
Outside scope (quoted separately if needed)
- Paid media budget and paid campaign management
- On-location photography and video shoot days
- Website build or redesign
- Influencer marketing and paid media relations
- Individual subsidiary brand work
- Translation beyond the agreed deliverables
- Design revisions beyond the two included rounds
Corporate brand strategy & identity — four phases across two months.
We start with meaning before form: what the Group stands for, who it speaks to and in what voice — then build the visual system that carries it, the collateral that applies it, and the guidelines that keep it alive after the engagement ends.
Research & Strategy
A discovery workshop with Group leadership to define positioning, personality and how AFG connects with its audiences — across a portfolio that runs from dairy to healthcare.
Strategy deliverables
- Vision, mission & core values
- Brand personality & tone of voice (Arabic and English)
- Brand message & promise
- Target audience & competitive analysis
- Strategic positioning framework
- Brand architecture: how the Group relates to its subsidiaries
How we get there
- An immersion workshop with leadership and key stakeholders
- A review of everything the Group currently has in market
- Benchmarking against comparable Saudi and regional groups
- A positioning validation session before any design begins
Visual Identity System
A system designed for daily use across a large group — not a beauty board. Every element ships with Arabic and English treatments of equal quality.
Logo system & usage
Approved versions, clear space, minimum sizes, prohibited uses, and co-branding locks with subsidiaries and partners.
Colour system
A primary colour, supporting scales and functional colours, with defined print and screen values and accessible contrast ratios.
Typography
A harmonised Arabic/English type pairing, with a size scale, weights and alignment rules that work in both directions.
Iconography & patterns
A style-consistent icon set and graphic pattern elements derived from the identity, used as a recognition layer.
Photography direction
Corporate image standards — people, sites and facilities — reflecting the Group's scale and credibility.
Layout & grid system
A unified grid, margins and composition rules so every document, deck and post reads as one family.
Collateral & Templates
A system only becomes real when it is applied. We deliver the ready-to-use templates the teams need every day.
Corporate
- Letterhead and correspondence templates
- Business cards (dual-language, both faces)
- A full corporate presentation template
- Report and document templates
- Email signature and newsletter template
Promotional & applied
- Social media templates (post, story, cover)
- Promotional templates for events and exhibitions
- Packaging and product mockups where applicable
- Signage for offices and reception
- Identity elements for internal employee materials
Brand Guidelines
The final deliverable: a bilingual brand guidelines book
A single document that brings together the strategy, the visual system, the application rules and the asset library — so any team inside the Group or any external supplier can produce correct work without coming back to us. Delivered as an interactive PDF plus an editable asset package (logos, fonts, templates, icons, patterns).
- Two revision rounds are included on each design deliverable, within the agreed scope and timeline.
- All deliverables are bilingual — Arabic and English — at equal quality in both.
- Commercial font licences, if required, are purchased in the Group's name and billed at cost.
An always-on social engine — not a campaign that ends.
A fixed, predictable monthly commitment: strategy, production, publishing, community management and measurement. This is what ships every month without exception.
Six standing commitments.
Content strategy
A monthly content calendar aligned to the Group's identity, setting out what publishes and when, so communication stays consistent across platforms — approved before production starts.
Content production
- 15 static creatives — custom posts that follow the Group's identity and deliver clear, visually strong messages.
- 5 animated creatives — motion visuals that lift engagement through dynamic storytelling.
- 3 short reels — high-impact short video built to capture attention and increase visibility.
Captions & hashtags
Concise, precise copy for every post, with considered Arabic hashtags to widen reach and visibility. Written natively in both languages — not machine-translated.
Publishing & scheduling
Publishing across the selected platforms in line with the approved calendar, at the times analysis shows work best for the Group's audience.
Community management
Daily interaction — replies to comments, messages and DMs — inside approved response policies that protect the Group's tone. A dedicated account manager owns daily operations and escalation.
Reporting & dashboard
A comprehensive monthly report covering key metrics, hashtag effectiveness, audience engagement, follower growth and recommendations — alongside a live dashboard that updates automatically and is available to the Group at any time.
Eight steps from immersion to continuous refinement.
These are not one-off opening steps — the last four cycle monthly for the life of the engagement.
Immersion session
Gathering information and insight from key people inside the Group to understand the business and its objectives before any strategy is written.
Competitor analysis
Identifying and analysing comparable groups on social to understand their strengths and weaknesses, and to spot both quick wins and longer-term opportunities.
Persona profiling
Building profiles for each of the Group's six audiences, which then drive platform, content and message choices.
Tone of voice
A clear, consistent voice for the Group, with measured variation by platform and situation — that is what gives the communication its own flavour.
Social media audit
A full audit of the existing channels: baselines, audience quality, content gaps and the assets worth building on.
Content strategy
Content pillars, publishing cadence, platform roles and the month's calendar — documented and approved.
Measure & analyse
Performance reviewed against the agreed KPIs — not against numbers picked after the fact.
Continuously refine
What works gets scaled, what does not gets replaced — monthly, on the evidence.
A clear approval workflow — no surprises.
Handling sensitive matters
For a group of this size, not every inbound message is a marketing matter. We work to an agreed escalation matrix: general enquiries are handled directly by the community team, while anything touching media, regulators, investors, employees or reputational risk is escalated immediately to the Group's nominated contact and is never answered without direction.
Six pillars that carry the Group's narrative.
Each of the 23 monthly assets belongs to one pillar. The shares below are the proposed starting point, recalibrated monthly against actual performance.
Legacy & heritage
Five decades of building businesses in the Kingdom — the stories, moments and decisions that shaped the Group.
~15%Portfolio & partnerships
The operating companies and long-tenure global partnerships — crediting each success back to the Group behind it.
~25%Vision 2030 contribution
Food security, local content, Saudisation and healthcare capability — the Group's role in the Kingdom's priorities.
~15%People & culture
Roughly 6,000 employees. Employer brand, team stories and career moments — the primary recruitment engine.
~20%Leadership voice
Leadership positions on sector, investment and economic questions — what builds authority on LinkedIn in particular.
~15%Milestones & results
New investments, expansions, achievements and recognition — the news that proves momentum.
~10%Each platform has a defined job — not the same post everywhere.
| Platform | Priority | Role for AFG | Primary audience | Content emphasis |
|---|---|---|---|---|
| Primary | The corporate authority channel — the Group's largest asset today and the natural anchor. | Partners, investors, regulators, talent | Leadership voice, partnerships, milestones, employer brand | |
| X | Primary | Announcements and presence in the Saudi public conversation, in real time. | Media, government, public opinion | News, milestones, national-moment participation |
| Build | The visual channel for legacy, people and culture — the clearest gap in the current footprint. | Talent, general public, employees | Reels, team stories, behind the scenes, heritage | |
| YouTube | Supporting | The permanent home for long-form content, leadership interviews and corporate films. | Media, partners, researchers | Long-form cuts of reel content, interviews, films |
| TikTok / Snapchat | Optional | Activated only if recruitment and employer brand become a stated objective — reviewed after month three. | Younger talent | Culture and careers content |
The final platform set is fixed during the week-one audit. The agreed scope covers management of the approved platforms within the stated monthly production volume — not an unlimited number of channels.
How the 23 assets distribute across pillars and formats.
This is a typical month. It is recalibrated in the monthly performance review, with priority given to the pillars delivering the best engagement quality.
| Pillar | Static | Animated | Reels | Total | Lead platforms |
|---|---|---|---|---|---|
| Portfolio & partnerships | 4 | 1 | 1 | 6 | LinkedIn, X |
| People & culture | 3 | 1 | 1 | 5 | Instagram, LinkedIn |
| Legacy & heritage | 2 | 1 | 0 | 3 | Instagram, LinkedIn |
| Vision 2030 contribution | 2 | 1 | 1 | 4 | LinkedIn, X |
| Leadership voice | 2 | 1 | 0 | 3 | |
| Milestones & results | 2 | 0 | 0 | 2 | X, LinkedIn |
| Monthly total | 15 | 5 | 3 | 23 | All bilingual AR/EN |
138 creative assets
90 static, 30 animated and 18 reels — all in Arabic and English.
276 creative assets
180 static, 60 animated and 36 reels — a genuine corporate content library.
Report + live dashboard
A monthly performance report as PDF or slides, plus a live dashboard the Group can open at any time.
Five dimensions of measurement — not a single number.
For a holding group, follower count is not the measure that matters. What matters is who follows, whether the content reaches partners, regulators and talent, and whether the Group is present in the conversations that concern it.
What we measure, where we start, and what we aim for.
| Metric | Baseline (Aug 2026) | 6-month target (indicative) | Why it matters |
|---|---|---|---|
| LinkedIn — the authority channel | |||
| Followers | ~29,900 | +20–30% | The largest existing asset — growth here returns fastest. |
| Average engagement per post | Fixed at week-one audit | 2× | Measures whether the content earns professional attention. |
| Leadership content performance | No regular activity | 2/month, above-average performance | Leadership voice is what builds institutional authority. |
| Visual channels — Instagram & X | |||
| Active corporate presence | None meaningful | Established, on a fixed cadence | A single channel today leaves reach dependent on one platform. |
| Audience growth | Effectively from zero | A genuine founding audience | A small, relevant audience beats a large, indifferent one. |
| Across all channels | |||
| Engagement quality (saves & shares) | Fixed at audit | Rising month on month | Sharing is the clearest proof the content has value. |
| Community response time | Not currently measured | Within 4 working hours | Responsiveness is part of the Group's reputation, not just its marketing. |
| Share of voice | Measured at audit | Improved against comparable groups | Relative position matters more than absolute numbers. |
The targets above are indicative, estimated from the public footprint observed in August 2026. Final baselines and committed targets are fixed in the week-one audit report once administrator access is granted, and are approved by the Group before being used to assess performance.
Three layers of visibility.
Live dashboard
A dashboard that updates automatically with content performance and KPIs, open to the Group at any time — no waiting for month end.
Monthly report
A comprehensive report (PDF or slides) covering key metrics, hashtag effectiveness, audience engagement, follower growth and strategic recommendations for the month ahead.
Monthly review session
A live session with the account manager to review performance and set direction for the following month — a report that gets discussed, not just sent.
Six months — the identity is built while publishing starts, not after it.
We do not wait for the identity to be finished before publishing. Content starts in month one under interim guidelines, then moves onto the final system as soon as it is approved in month two.
Exactly what lands, and when.
| When | Milestone | Deliverable | Owner |
|---|---|---|---|
| Week 1 | Immersion workshop | Workshop record & input summary | Joint |
| Week 2 | Channel audit | Audit report with fixed baselines | MAZ NEXA |
| Week 3 | Month-1 calendar | Approved calendar, publishing begins | MAZ NEXA |
| Week 4 | Strategy sign-off | Full brand strategy document | AFG approval |
| Week 5 | Identity direction | Proposed visual direction for sign-off | AFG approval |
| Week 6 | Full identity system | Logo, colour, type, icons, patterns | MAZ NEXA |
| Week 7 | Collateral & templates | Corporate & promotional template pack | MAZ NEXA |
| Week 8 | Brand guidelines handover | Bilingual PDF book + editable asset package | Final handover |
| Monthly, from M1 | Content cycle | 23 assets + copy + publishing + community | MAZ NEXA |
| Monthly, from M1 | Performance report | Monthly report + live dashboard access | MAZ NEXA |
| Month 6 | Term review | Full performance review & renewal plan | Joint |
The timeline above assumes these inputs.
We state them explicitly because approval delay is the single biggest cause of slippage in engagements of this kind.
Inputs & access
- One nominated contact at the Group with authority to approve.
- Leadership participation in the immersion workshop (half a day).
- Administrator access to the existing social accounts.
- Existing brand assets, materials and available photography.
- Disclosure policy — what may and may not be published about the portfolio.
Agreed response times
- Monthly calendar approval within 3 working days of receipt.
- Design feedback consolidated into one round within 2 working days.
- Community response within 4 working hours for general enquiries.
- Sensitive escalation reported to the Group within 1 working hour.
- A monthly performance review attended by both sides.
Two line items: a monthly fee and a one-time brand build.
The pricing rests on two clear items. The total depends on the agreed term, and all three scenarios are set out in full below.
Three options — the total in each case.
| Option | Brand build | Social management | Subtotal excl. VAT | VAT 15% | Total incl. VAT |
|---|---|---|---|---|---|
| Month one opening commitment |
45,000 | 21,000 × 1 | 66,000 | 9,900 | 75,900 |
| 6-month engagement recommended |
45,000 | 21,000 × 6 | 171,000 | 25,650 | 196,650 |
| 12-month engagement full year |
45,000 | 21,000 × 12 | 297,000 | 44,550 | 341,550 |
| After the brand build | — | rolling monthly | 21,000/mo | 3,150 | 24,150/mo |
All amounts in Saudi Riyals. VAT at 15% applied per ZATCA regulations. The brand build is charged once regardless of the term chosen — extending the term adds only the monthly fee.
Where the investment goes.
6-month engagement split
Term comparison
Cost per creative asset falls as the term lengthens: the brand build is paid once, while production continues at 23 assets a month.
Payment terms and stated assumptions.
Payment terms
- Monthly services (social media management): settled monthly, based on project continuity and that month's deliverables.
- One-time services (workshops, strategy development, branding, collateral design): settled 100% upfront before the service begins.
- All prices are exclusive of VAT; 15% is added on invoice.
- This offer is valid for 30 days from 04 August 2026.
Compliance & deliverables
- All deliverables are provided in bilingual format (Arabic & English).
- Fully compliant with ZATCA VAT (15%).
- Compliant with the Personal Data Protection Law (PDPL) and Saudi commercial law.
- Includes up to 2 design revision rounds within the agreed scope and timeline.
- Ownership of all final assets transfers to Al Faisaliah Group on full settlement.
What is not carried in these prices.
- Paid media budget is not included. This offer covers organic content and channel management. Any ad spend and its management are quoted separately on request.
- On-location shoot days are not included. Creatives are produced from available assets, design and motion. Photography or video shoot days are quoted separately as required.
- Scope covers the holding group. Brand or content work dedicated to an individual subsidiary sits outside this scope and is priced separately.
- Font and stock-image licences, if required, are purchased in the Group's name and billed at cost with no margin.
- A regular approval rhythm is assumed, per the response times set out in the Roadmap tab; repeated approval delay may affect delivery dates.
MAZ NEXA — a joint venture between the international agency NEXA and Saudi-based MAZ Holding.
Headquartered in Riyadh with two decades of experience across local, regional and international markets. We work as a consultative partner rather than an execution vendor, combining international expertise with a deep understanding of local culture.
Your partner across nine integrated services.
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Further cases available on request: Jahez (high-volume creative production), Shell Helix (551M paid impressions), Tabadul by ADX, Magnate Assets, Thirty Sleeps, and Pure Minds Academy (full identity build).
Who works on the Al Faisaliah Group account.
How we begin.
Review this proposal and confirm the preferred term — opening month, six months or twelve months.
Nominate one contact at the Group with authority to approve calendars and designs.
Schedule the immersion workshop — half a day with leadership, the starting point of week one.
Grant administrator access to the existing accounts so we can fix baselines in the audit report.
Issue the PO or contract — week one begins within five working days of signature.
MAZ NEXA Digital Advertising & Marketing Company · Al Imam Saud Ibn Abdul Aziz Branch Rd, Almasiaf, Riyadh 12465, Saudi Arabia · support@maznexa.sa · www.maznexa.sa — Prepared for Al Faisaliah Group on 04 August 2026 and valid for 30 days. All prices in Saudi Riyals, exclusive of VAT unless stated otherwise.