Bahri moves the Kingdom's trade.
Its digital channels should move its pipeline.
Bahri already has the audience: the largest LinkedIn following of any Saudi logistics company. What it lacks is the plumbing that turns that audience into enquiries it can count. Our plan fixes measurement and destinations in the first 30 days, then runs 18 campaigns and an always on lead engine across three entities, in Arabic and English.
Four RFP objectives, four answers
Reputation that converts
Strengthen Bahri's brand presence and link engagement to qualified opportunities.
OneBahri carries the reputation; every campaign ends on an offer page that can be measured.
One governed role per channel
A coherent role for each corporate and business unit channel, in Arabic and English.
A governance framework in week 3: one role per account, approval matrix, native AR and EN writing.
Journeys that capture demand
Better website journeys through SEO, UX and CRO, and business unit lead generation.
Tracking live by day 21, HubSpot lead journeys on the existing templates, a Bahri Line page first.
An operating model Bahri owns
Transparent reporting, continuous optimisation, full knowledge transfer at exit.
Live dashboard from day 30, four workshops a year, every account and asset owned by Bahri.
Today, in 30 minutes
- 3 minWho we are
- 5 minWhat we found on Bahri's channels
- 8 minOur approach and scope
- 5 minThe team on the account
- 6 minHow we measure results
- 3 minThe first 30 days
Then 30 minutes for the evaluation team's questions.
Where each evaluation criterion is answered
A Saudi agency with the depth of a global group
MAZ NEXA is a joint venture between NEXA, the international growth agency, and Saudi based MAZ Holding. Headquartered in Riyadh, built for bilingual programmes at enterprise scale.
Case library, chosen for Bahri
Closest to Bahri's problem first: national transport, energy, complex B2B, search driven lead generation. Open any card for scope and relevance.
Riyadh Air
Scope. Launch communications framework, PR calendar, narrative, digital content, executive and crisis communications.
Why it matters for Bahri. A Saudi national transport brand launched to a global audience: the reputation job Bahri asks OneBahri to do.
Scope. Saudi localisation, social media management and performance marketing, including an original Saudi track.
Why it matters for Bahri. Integrated audio, video, social and programmatic under one direction for an energy brand. Reference available.
Scope. Website development, SEO and the redesign of the bilingual BCN mission critical app.
Why it matters for Bahri. Complex B2B operations explained clearly in two languages, under enterprise governance. Reference available.
Scope. SEO and lead generation strategy, content, technical SEO, monthly competitor reporting.
Why it matters for Bahri. Relationship driven B2B firm turned search into a lead source: the Bahri Logistics and Bahri Line problem.
Jada Fund of Funds
Scope. SuperReturn Saudi Arabia 2026: media plan, C-suite media training, social from pre to post event.
Why it matters for Bahri. Investor and stakeholder voice for a PIF linked entity, the audience Bahri reaches on results days.
Scope. Website redesign with lead capture and inquiry forms, plus campaigns to drive qualified leads.
Why it matters for Bahri. A large Saudi group site rebuilt around enquiries, the same job as the Bahri quote journey.
Three references Bahri may contact
| Reference client | Sector | Scope delivered by MAZ NEXA |
|---|---|---|
| Shell (Al Jomaih Shell) | Energy and lubricants, large B2B | Social media management, Saudi brand localisation, performance marketing |
| Specialized by stc | Telecom, large B2B | Website development, SEO, BCN mission critical app redesign |
| Nolte | Premium kitchens, retail | Full service: strategy, bilingual content, community, paid media, website, SEO, reporting |
Each reference approved its listing. Contact details were supplied in the technical submission.
The group behind the account
PR, media relations and storytelling: the media network behind results days and announcements.
Influencer marketing: creator vetting and international creator access.
HubSpot and CRM specialists. Bahri runs HubSpot.
Our own group's logistics arm: we market to shippers from inside the industry.
Recognition
The audience exists. The plumbing does not.
We read bahri.sa in both languages, 860 sitemap URLs, every profile of the three entities, nine Google listings and the public ad libraries on 5 October 2026. Day 10 of mobilisation validates it against Bahri's own analytics and ad accounts.
LinkedIn followers against regional peers
Read 5 October 2026. Only AD Ports and the global carriers (Maersk 2.60M, DP World 2.77M) are larger.
Tracking audit: what fires on bahri.sa today
| Tag or system | Status on bahri.sa | What it means |
|---|---|---|
| Google Analytics | Retired | Only Universal Analytics, which stopped processing in 2023 to 2024 |
| GA4 and Tag Manager | Missing | No measurement ID and no container on any marketing page |
| Google Ads and LinkedIn Insight | Missing | No conversion bidding, no retargeting pools |
| Meta, X, Snap, TikTok pixels | Missing | No audiences building on any social platform |
| Consent banner | Missing | No consent platform or consent mode, a PDPL exposure |
| Marketing automation | Missing | Forms post to the CMS only, nothing reaches HubSpot |
| Conversion pages | Ready | Quote and contact thank you pages exist in English and Arabic |
Channel audit, three entities
| Entity, platform | Followers | What we saw |
|---|---|---|
| OneBahri, LinkedIn | 351,908 | About 124 reactions a post: 0.035% of followers |
| OneBahri, X | 75.8K | Pinned video at 1M views, organic posts 1K to 1.7K |
| OneBahri, Instagram | 23.3K | Silent 25 Sep to 5 Oct while X and LinkedIn posted |
| OneBahri, YouTube | 1.99K | 55K to 184K views a film, few subscribers kept |
| OneBahri, Facebook | 35 | Footer opens a private profile; the real page is unlinked |
| OneBahri, TikTok | n/a | @onebahri is held by a third party |
| Bahri Logistics, LinkedIn | 32,181 | Website field points to a login portal |
| Bahri Line, LinkedIn | 8,931 | No website listed; the Bahri Line page on bahri.sa returns 404 |
SWOT
Strengths
The national carrier, 107 owned vessels, PIF and Aramco as shareholders. Record 2025 results. The largest Saudi logistics audience on LinkedIn. Brand films that already travel.
Weaknesses
No working analytics, tags or consent. Bahri Line has no page. One generic quote form with no CRM behind it. Broken Facebook link and unclaimed listings.
Opportunities
Bonded zone, ship agency and LNG RoCon as offers to sell. Breakbulk Middle East, 2 to 3 Feb 2027. LinkedIn Lead Gen Forms and high intent search. Saudi seafarers as creators.
Threats
SAL, Almajdouie and global forwarders buying the same searches. A competitor advertising on Google Maps for Bahri searches in Dammam. Third parties holding Bahri handles and bahrilogistics.com.
Fix first, then spend
- MeasurementGTM, GA4, consent banner, HubSpot tracking, LinkedIn, Google Ads and Meta tags, conversions on the quote and contact thank you pages.
- DestinationsA bilingual Bahri Line page and offer pages for the bonded zone and ship agency, on the existing CMS and HubSpot templates.
- Brand hygieneFix the Facebook footer link, claim the TikTok handle and the Google listings, each on Bahri's written approval.
- CaptureLane specific HubSpot forms, LinkedIn Lead Gen Forms synced to HubSpot, WhatsApp, scoring and same day handoff to sales.
Outcome: every campaign after day 30 can show what it produced, from impression to opportunity.
Every line of section 2.2, and how we deliver it
Read with Bahri's clarifications of 29 October: quantities are totals across the three business units, the one hour response applies in service hours, the website scope is the existing CMS without redesign, and Bahri runs HubSpot.
| Workstream | What the RFP asks | Our commitment | Detail |
|---|---|---|---|
| Strategy, governance and reporting | Digital audit, strategy, annual plan, channel governance framework, dashboards, AI enabled experimentation, minimum 4 workshops a year | Validated audit day 10, strategy and governance week 3, annual plan day 25. One AI experiment a quarter. Four workshops: months 2, 5, 8, 11 | Approach, Timeline |
| Content and creative | About 15 statics or carousels, 6 GIFs, 4 AI video clips, 3 short videos a month, totals across the three units. TikTok and Snapchat as their own line. Carry forward | Baseline split by entity and rebalanced monthly. Every asset written natively in AR and EN, counted once. Unused allocation tracked and carried forward in the monthly report | Approach: Content |
| On demand video | Videos outside the baseline, priced per video | Format, duration, platform and language confirmed in each brief. Rush turnaround available | Approach: Content |
| Community management | Publishing and hygiene on all channels, 1 hour response, FAQ library, listening, Google Maps, monitoring of former employee comments with a recommended approach and tools | Sunday to Thursday 8:00 to 17:00, 1 hour response. On-call manager out of hours. Hootsuite Enterprise, Lucidya, HubSpot. Former employee protocol defined | Approach: Community |
| Campaigns and paid media | About 18 integrated and tactical campaigns a year, planning, buying, optimisation, creator activations | 6 integrated, 12 tactical, plus an always on lead engine. Campaign report within 10 business days. Creators licensed by Mawthooq | Approach: Campaigns |
| Website, SEO and conversion | Content, UX and conversion through the existing CMS, about 15 routine updates a month, technical, on-page and content SEO | Umbraco updates logged. 20 point technical audit, monthly on-page and content SEO, CRO tests on offer pages. No redesign, development stays with Bahri IT | Approach: Leads and SEO |
| Lead generation and automation | Automated journeys on the existing landing page templates, pixel and channel tracking, email, nurture and automation | HubSpot forms and Lead Gen Forms, five nurture programmes, scoring and same day routing. Bahri owns the CRM side | Approach: Leads and SEO |
Deliverables, RFP section 2.3
- Weekly digital snapshotEvery Sunday
- Monthly performance reportWithin 5 working days of month end
- Quarterly business reviewMonths 3, 6, 9, 12 with the steering committee
- Annual digital review and planMonth 12
- Campaign reportWithin 10 business days of each campaign
- Published bilingual contentPer the monthly baseline and calendar
- Compliance evidencePDPL, SDAIA, NCA ECC: access logs, QC log, version history
- Transition in plan and validated baselineDay 10 of mobilisation
- Knowledge transfer and data handoverAt contract exit, with every account and audience
Quality and compliance, RFP section 2.5
- Four eye QCMaker, then a language checker (AR and EN, no literal translation), then a facts and brand checker (figures against Bahri sources, accessibility), then Bahri approval.
- PDPL and SDAIAConsent records, data processing agreement, minimisation, deletion on request, in-Kingdom residency where Bahri policy requires it.
- NCA ECCNamed access only, MFA on every account, quarterly access review, removal within 24 hours of a staff change.
- OwnershipEvery account, tag, audience, dataset and asset belongs to Bahri. MAZ NEXA works with partner access.
- InsuranceProfessional indemnity, errors and omissions, and cyber liability at levels confirmed by Bahri Risk and Legal.
Fix first, then spend
One OneBahri master brand with Bahri Logistics and Bahri Line as endorsed commercial voices. Measurement and destinations in the first 30 days, then 18 campaigns and an always on lead engine that sales can see.
Bahri moves the Kingdom's trade. Its digital channels should move its pipeline.
Ship to shelf in one Saudi group: ocean, port agency, bonded storage and forwarding under one owner.
Confidence. The national carrier, 107 vessels strong, already runs the route the buyer is worried about.
Strategy and governance deliverables
| Deliverable | When | What Bahri receives |
|---|---|---|
| Digital audit, validated | Day 10 | This audit confirmed against Bahri's own analytics and ad accounts |
| Digital strategy | Week 3 | Objectives, audiences, channel roles and KPIs per entity |
| Channel governance framework | Week 3 | One role per account, posting rights, approval matrix, naming rules |
| Annual plan | Day 25 | Campaign slate, content pillars, media plan for the first approved campaigns |
One platform, one treatment
| Platform | Role and treatment |
|---|---|
| The B2B decision channel: results, lanes, capacity, document posts, executive thought leadership | |
| X | Fast and bilingual: results day, announcements, national moments, threads |
| Fleet and people storytelling, Reels first | |
| TikTok | Its own creative line: life at sea, seafarer creators, native trends, never a resized Reel |
| Snapchat | Its own creative line: Saudi audience, national days, careers, vertical stories |
| YouTube | Brand films, explainers, Shorts cut natively |
Brand architecture
Account creation or closure only on Bahri's written approval. Platform presence follows each channel's role and performance.
Monthly production baseline
| Asset a month | Total | OneBahri | Bahri Logistics | Bahri Line |
|---|---|---|---|---|
| Static or carousel designs | 15 | 8 | 4 | 3 |
| Animated GIFs | 6 | 3 | 2 | 1 |
| AI generated video clips | 4 | 2 | 1 | 1 |
| Short form videos | 3 | 2 | 1 | 0 |
Totals across the three business units, per the 29 October clarification. Split is a starting point, rebalanced monthly with Bahri marketing. Each asset is counted once regardless of language version.
How content is made
- Native, not translatedArabic and English written separately by bilingual copywriters.
- Platform nativeTikTok and Snapchat as their own line. X and LinkedIn each with their own treatment.
- Carry forwardUnused allocation rolls into the next month within the contract year, tracked in the report.
- On demand videoOutside the baseline, briefed per request: format, duration, platform, language.
A creative line in Bahri's own voice
We move more than cargo. We carry new opportunities, build connections between markets, and strengthen the Kingdom's place in global trade.
ننقل أكثر من الشحنات؛ نحمل معها فرصًا جديدة، ونبني روابط تصل الأسواق ببعضها، ونسهم في تعزيز حضور المملكة ضمن منظومة التجارة العالمية.Written natively in each language, from the creative approach in our technical submission.
Response standards
| Type | Response | Owner |
|---|---|---|
| DMs and comments | Within 1 hour in service hours | Community manager |
| Commercial enquiry | Within 1 hour, routed to Bahri Logistics or Bahri Line sales in HubSpot | Community manager |
| Complaint | Acknowledged within 1 hour, resolved through the agreed Bahri owner | Community manager, Bahri |
| Sensitive or legal | Escalated at once. Never answered publicly without Bahri approval | Account director |
| Crisis | Escalated at once, paid activity paused, holding line only on Bahri approval | Account director |
| Out of hours | Routine: next service day. Urgent: on-call protocol | On-call manager |
Out of hours and escalation
- Service hoursLive moderation and responses within 1 hour.
- Out of hoursLucidya keyword and volume alerts and Hootsuite inbox alerts go to the on-call manager.
- Urgent or sensitiveThe on-call manager calls Bahri's designated contact at once. Nothing is posted without approval.
- RoutineAn approved bilingual auto-reply acknowledges, answered at the start of the next service day.
Escalation path: community manager, on-call manager, account director, Bahri designated contact.
Tools
Publishing, approvals and one unified inbox across LinkedIn, X, Instagram, YouTube, Snapchat, Facebook, TikTok, WhatsApp and Google Maps.
Arabic and English social listening, sentiment and reputation alerts.
Commercial enquiries routed to Bahri sales with the source attached.
Former employee and third party comments
- DetectLucidya watchlists on Bahri names, executives and entity terms in both languages.
- ClassifyOpinion, factual claim, or potentially defamatory or confidential.
- EscalateFactual and legal categories go to Bahri Communications, HR and Legal the same day. No public engagement without approval.
- ReportA monthly reputation log with volume, themes and actions taken.
Six integrated campaigns
Twelve tactical windows
From pre-approved templates and a reserve budget, so a moment reaches the right audience inside 48 hours. Urgent boosts within 4 hours.
Media follows the buyer
Share of paid media by platform group. Bahri approves spend per campaign; the shares rescale to any budget.
Budget by campaign type
- Lead generation43%
- Corporate reputation30.8%
- Tactical moments14%
- Talent and pride12.2%
Four buyers, one paid audience plan
| Audience | How we reach them |
|---|---|
| Project cargo buyers | Logistics and procurement titles at EPC, OEM, energy and giga projects, plus project cargo search |
| Importers and re-exporters | Supply chain titles at FMCG, auto and retail importers in the Western Region, plus bonded search |
| Ship owners and operators | Operations and chartering titles calling Saudi ports, GCC, Asia, Europe |
| Investors and stakeholders | Investment, banking, government and media titles in Riyadh, Dubai, London |
Account lists from Bahri sales. Employees, customers and converted leads excluded. Frequency capped at 3 a week on reputation.
Creator activations, four tiers
Maritime and logistics analysts on LinkedIn and X. Bahri Line and Bahri Logistics campaigns, Breakbulk ME.
Saudi economy creators who explain results, Vision 2030 and trade in plain Arabic.
Bahri's own officers and cadets as creators, with consent and training. Careers and Day of the Seafarer.
National creators on Snapchat and TikTok for Founding Day and National Day only.
Every paid creator holds a GCAM Mawthooq licence, is vetted for a PIF and Aramco linked brand, approved by Bahri before contact, and disclosed as advertising in both languages.
The lead journey, first click to opportunity
- AttractPaid, search and creator content drive to an offer page
- CaptureLane specific form or LinkedIn Lead Gen Form, consent recorded
- EnrichCompany, country, cargo type and volume added
- ScoreFit and intent scored, MQL at the agreed threshold
- RouteMQL to the right Bahri Logistics or Bahri Line owner the same day
- NurtureNot ready leads enter the matching programme
- QualifySales accepts or rejects, reason captured in HubSpot
- Close the loopOpportunities fed back to optimise media
Tracking installed in the first three weeks
| Layer | What we install |
|---|---|
| Google Tag Manager | One container on bahri.sa, EN and AR, versioned with an audit trail |
| GA4 and key events | Entity content groups; quote and contact thank you pages as key events |
| Ad platform tags | LinkedIn Insight, Google Ads enhanced conversions, Meta, X, Snap, TikTok, fired only with consent |
| Consent Mode v2 | A bilingual consent banner aligned to PDPL |
| UTM and CRM fields | One UTM convention, written into the HubSpot record with the lead source |
Deployed with Bahri IT where required. Server side conversions in phase two, subject to NCA ECC review.
Five nurture programmes
| Programme | Audience | Sequence | Goal |
|---|---|---|---|
| Bonded zone | Importers, re-exporters | 5 emails over 4 weeks | Quote, site tour |
| Project cargo | EPC and OEM logistics | 4 emails: lanes, lift, case, schedule | Meeting booked |
| Ship agency | Owners, charterers | 3 emails: port guide, team, tariff | Agency appointment |
| Quote follow up | Every quote requester | Same day, day 3, day 10 | Quote accepted |
| Corporate newsletter | Investors, partners, media | Monthly | Opens, site visits |
Each with one audience, one goal and a stop rule. PDPL consent and unsubscribe built in.
SEO and conversion, through the existing CMS
- Technical20 point audit in month 1: speed (2.4 to 3.6s server response today), canonical, hreflang EN and AR, structured data, sitemap frozen since June 2023.
- On-pageTitles, descriptions and single H1s on every template. The homepage title today is only "Bahri".
- ContentOffer pages and guides for bonded warehousing, project cargo, RoRo and ship agency, in both languages.
- AI searchQuarterly check of how ChatGPT, Gemini and Perplexity answer Bahri's buyer questions, fixed through content and schema.
Twelve named people, dedicated to Bahri
All twelve are MAZ NEXA employees, based in our Riyadh office and on site at Bahri for every steering committee, workshop and monthly review. No subcontracted SMEs in the core team. No change of named personnel without the steering committee's consent.
Governance structure
Who does the work
Governance cadence
| Forum | Cadence | Who | Output |
|---|---|---|---|
| Status call | Weekly | Account Manager, Bahri digital team | Calendar, approvals, open actions |
| Monthly review | Monthly | Strategy Director, Bahri marketing | Performance, spend, lead quality, next month |
| Steering committee | Quarterly, months 3, 6, 9, 12 | General Manager, Bahri sponsor | QBR, milestones, decisions on change |
| Workshops | Months 2, 5, 8, 11 | Specialists, Bahri teams | Knowledge transfer, minimum 4 a year |
Behind the core team
Led by Alaa Haj, Creative Team Leader, 8+ years in design, motion and branding. Photographers, editors and animators for peaks.
15+ performance marketers across Google, Meta, LinkedIn and TikTok for scale and cover.
Bold Influence for media relations, NEXA Cognition for HubSpot, MG Empower for creators: called in by brief, never replacing named people.
From impression to opportunity, on one screen Bahri owns
Every RFP objective gets KPIs, a source and a cadence. Baselines come from the audit validated on day 10; targets are set on that baseline and approved by the steering committee before the first campaign goes live.
KPI tree, one branch per RFP objective
| Engaged reach among target titles | LinkedIn and X analytics | Monthly |
| Share of voice against 5 regional peers | Lucidya | Monthly |
| Sentiment, AR and EN | Lucidya | Weekly |
| LinkedIn engagement per post | Baseline 0.035% of followers | Monthly |
| Posts on calendar and QC logged | Hootsuite, QC log | Weekly |
| Responses inside 1 hour | Hootsuite inbox SLA | Weekly |
| AR and EN parity per channel | Content log | Monthly |
| Hygiene issues open | Audit tracker | Monthly |
| Quote and contact key events | GA4 | Weekly |
| MQLs, SALs and opportunities by entity | HubSpot | Weekly |
| Cost per MQL by platform and campaign | Ad platforms plus HubSpot | Monthly |
| Organic sessions and top 10 keywords | GA4, Search Console | Monthly |
| Reports delivered on time | Report log | Monthly |
| Campaign reports inside 10 business days | Report log | Per campaign |
| Workshops delivered | 4 a year | Quarterly |
| Accounts and assets in Bahri ownership | Access register | Quarterly |
The funnel we report every week
Read by entity and by campaign. Sales accept or reject each lead in HubSpot with a reason, and opportunities feed back into bidding.
The live dashboard
- Spend and pacingby entity, platform and campaign
- Deliveryimpressions, reach, frequency, CPM, CPC, CTR
- Funnelsessions, MQLs, SALs, opportunities, cost per MQL
- Campaign viewone per campaign in the slate
- Creatorsreach, views and cost per result per creator
- Communityvolume, response time, sentiment
Pulls from LinkedIn, Google Ads, Meta, X, Snapchat, TikTok, GA4 and HubSpot. Owned by Bahri, administered by MAZ NEXA.
Service levels we report against
| Service level | Standard | Evidence Bahri sees |
|---|---|---|
| Tactical campaign setup | Within 3 working days of approval | Campaign log with timestamps |
| Urgent boost or news moment | Within 4 hours | Boost log |
| Community response | Within 1 hour in service hours | Hootsuite SLA report |
| MQL handover to sales | Same working day | HubSpot timestamp |
| Weekly snapshot | Every Sunday | Snapshot email |
| Monthly report | Within 5 working days of month end | Report and review meeting |
| Campaign report | Within 10 business days of close | Report and review call |
| Tag and data changes | Logged and approved | GTM version history |
The weekly creative diagnostic
| Signal | What it tells us | What we change |
|---|---|---|
| Low hook rate, high CTR | The opening frame is wrong, not the offer | New first 2 seconds |
| High hook rate, low CTR | The body after the hook is failing | New message or proof |
| High CTR, low form completion | The landing page is the problem | Page test, shorter form |
| Low CTR, high completion | The audience is too narrow | Widen targeting |
One variable at a time. Three to five hooks per integrated campaign. Results decide, not opinion. Creative rotated every four weeks or on a 25% CTR drop.
Thirty days to live, then twelve months of delivery
Mobilisation completes inside the 30 days the RFP sets, as confirmed to Bahri on 5 November. Day 1 is contract signature.
Mobilisation, days 1 to 30
The contract year
Shown on the calendar as submitted. On award the year rolls to the signature month; dated moments such as Founding Day, Breakbulk ME, Day of the Seafarer and National Day stay on their dates.
Risks and how we handle them
| Risk | Mitigation already in place | Owner |
|---|---|---|
| Tracking not live at launch | Launch gated on tags; measurement runs days 5 to 21 | Tracking lead |
| IT approval for tags takes longer | Change request pack handed to Bahri IT in week 1, NCA ECC review built in | Bahri IT, MAZ NEXA |
| News timing set by markets or partners | Templates and reserve budget, live within 4 hours | Media lead |
| Creative fatigue on narrow B2B audiences | Four week rotation, 25% CTR drop trigger | Media lead |
| Creator reputational issue | Vetting, Bahri approval gate, morals clause | Account director |
| Budget differs from plan | Plan built as shares, rescales without rework | Account director |
| Personal data handling | PDPL consent, DPA, access logs, MFA | Account director |
Next steps
- Clarification sessionBudget envelope, HubSpot access, 2025 campaign history.
- Access in week 1Ad accounts, GA4, Umbraco, Google listings, social admin.
- Measurement liveDay 21: GTM, GA4, consent, pixels, CRM fields.
- First campaigns liveDay 30, on the approved plan.
A retainer, a unit rate and pass-through, as Appendix A asks
Restated exactly from our commercial proposal of 12 October 2026. Media spend is approved by Bahri per campaign and is not in these fees.
Pricing list, Appendix A
| # | Appendix A line | Unit | Qty | Unit price | Net SAR | VAT 15% | Gross SAR |
|---|---|---|---|---|---|---|---|
| 1 | Content & Creative Production Bilingual content calendar, copywriting and the monthly baseline: 15 static or carousel designs, 6 animated GIFs, 4 AI-generated video clips, 3 short-form videos. Native treatment for LinkedIn, X, TikTok and Snapchat. | Monthly | 12 | 22,000 | 264,000 | 39,600 | 303,600 |
| 2 | Strategy, Governance, Community & Website Strategy and annual plan, audit and channel governance, publishing, community management with 1 hour response, listening, FAQ library, Google Maps, about 15 website updates a month, SEO, UX and CRO, lead generation and automation, 4 workshops. | Monthly | 12 | 35,000 | 420,000 | 63,000 | 483,000 |
| 3 | Campaigns & Paid Media Planning, execution and optimisation of about 18 campaigns a year: strategy, media planning and buying, targeting, budget allocation and creator coordination. Excludes media spend. | Campaign | 18 | 15,000 | 270,000 | 40,500 | 310,500 |
| 4 | Reporting & Technology Weekly snapshots, monthly reports, QBRs, annual review, live dashboards, campaign reports, QA, compliance monitoring and knowledge transfer. | Monthly | 12 | 6,000 | 72,000 | 10,800 | 82,800 |
| 5 | Reimbursable and pass-through Management fee on approved media spend, creator fees, travel and other approved third-party costs. Every cost needs Bahri's prior approval. | Service | APR | 10% | of approved cost | ||
| 6 | On demand video Ad hoc and rush videos outside the monthly baseline, quoted per brief on format, duration, platform and language. | Per video | APR | Per brief | |||
| Total fixed and campaign fees | 1,026,000 | 153,900 | 1,179,900 |
Where the fee goes
Item 3 is 18 campaigns at SAR 15,000 each, invoiced only as campaigns run.
Terms
- Term12 months, with the option to extend.
- InvoicingMonthly against the month's delivered services, with that month's performance report. Campaign fees invoiced as campaigns are executed and approved.
- Third-party costsMedia, creator fees and travel invoiced separately, at cost plus the 10% management fee, only on Bahri's prior written approval.
- Change requestsRaised in writing, with the effect on scope, time and fee within 3 working days, approved by the steering committee before work starts.
- DependenciesDelivery dates assume timely approvals and access to platforms, accounts and materials.