Case study: ZMZM Society for Voluntary Healthcare
Transforming Saudi Arabia’s third sector
ZMZM Society has been a trusted name in the Kingdom for two decades, providing integrated sustainable healthcare to people in need.
In 2016, the ZMZM Society For Voluntary Healthcare faced funding challenges due to stricter regulations on donations and institutional inefficiencies, which reduced healthcare access for beneficiaries. Vision 2030's emphasis on enhancing the non-profit sector through reforms and financial sustainability initiatives offered a potential route to stability, prompting ZMZM to adapt to ensure its future sustainability.
Project objective
To transform the charity by defining a higher purpose and aligning its philosophy with an actionable, measurable strategy.
Strategic goal
To strengthen ZMZM’s position as a trusted provider of sustainable healthcare by institutionalising its identity—transforming the charity to boost donor confidence and enable ZMZM to meet the growing needs of all beneficiaries.
Transformation began with a readiness assessment to identify the best path for creating a stronger, unified organisation capable of addressing modern healthcare challenges.
While ZMZM's mission to improve lives remained unchanged due to the evolving brandscape, a more inclusive and progressive approach was needed. Through research and stakeholder engagement, we brainstormed ideas and developed a distinctive, impact-driven repositioning strategy.
Firstwater utilised our Brand Value Creation (BVC) methodology to transform ZMZM Society by aligning its higher purpose with a measurable strategy.
We assisted ZMZM in redefining its identity and optimising its structure. Additionally, we provided support in transition planning, procurement, agency training, and sustainability advisory services.
Working closely with leadership, we defined and implemented a carefully considered, future-focused strategy. Captured by a simple and compelling Purpose and Promise, Together For Life, ZMZM’s commitment to improving the quality of life for all, now and far into the future, was activated. With people at the heart of all healthcare programmes and initiatives, a timely and systematic initiative within the change programme has been developing and introducing multi-sensory brand identity and architecture. The late Chairman of the Board, Professor Dr Adnan Al Bar (RIP), at an organisation-wide town hall revealed this exciting new direction. By carefully considering the future, nurturing cultural shifts through brand engagement, management, and governance has created a more prepared organisation for an era of uncertainty.
“ZMZM’s commitment to improving the quality of life for all, now and in the future, has been embedded in our day-to-day activities and operations.”
Brand impact measurement
Social Return-On-Investment (SROI)
Donor retention
70%
Volunteer SAR contribution
11.4M
SROI
28%
(2.3 SAR social return for every 1 SAR donated)
Volunteer hours logged
191K
Beneficiaries
1.7M
Volunteer opportunities created
32K
Credits
Creative partners: Moloobhoy & Brown