Shahid
How we unified the region’s largest streaming platform to fortify its positioning amid an influx of regional and international competition.
When brand is used to focus ambition and eliminate growing pains
When brand is used to focus ambition and eliminate growing pains
By 2022, Shahid had outgrown its origins. What began as a catch-up TV service had evolved into a platform with global ambitions, a growing slate of Shahid Originals, and regional dominance. But its brand hadn’t kept up; fragmented architecture, mixed messaging, and unclear positioning were holding it back from its next chapter.
By 2022, Shahid had outgrown its origins. What began as a catch-up TV service had evolved into a platform with global ambitions, a growing slate of Shahid Originals, and regional dominance. But its brand hadn’t kept up; fragmented architecture, mixed messaging, and unclear positioning were holding it back from its next chapter.
By 2022, Shahid had outgrown its origins. What began as a catch-up TV service had evolved into a platform with global ambitions, a growing slate of Shahid Originals, and regional dominance. But its brand hadn’t kept up; fragmented architecture, mixed messaging, and unclear positioning were holding it back from its next chapter.
Brand Strategy
Brand Strategy
Brand Strategy
Design System
Design System
Design System
THE MARKET SHIFT
THE MARKET SHIFT
Choice overload in streaming
Shahid had evolved into the region’s largest streaming platform by moving from its original free platform to offering subscriptions under Shahid VIP. It had become a household name, home to one of the strongest Arabic content libraries in MENA and a growing base of loyal viewers, powered by MBC Group.
Simultaneously, streaming had exploded across the region, with platforms like Netflix, Disney+, OSN+, and Amazon Prime all competing for attention. The region’s consumers were no longer passive viewers. They became chronic switchers, constantly searching for relevance, value, and experience.
But success brought new complexity, as Shahid’s fragmented brand architecture, split between the free (AVOD) platform and the subscription-based Shahid VIP (SVOD), created consumer confusion. And in a category where clarity builds loyalty, fragmentation was holding the brand back.
Shahid had evolved into the region’s largest streaming platform by moving from its original free platform to offering subscriptions under Shahid VIP. It had become a household name, home to one of the strongest Arabic content libraries in MENA and a growing base of loyal viewers, powered by MBC Group.
Simultaneously, streaming had exploded across the region, with platforms like Netflix, Disney+, OSN+, and Amazon Prime all competing for attention. The region’s consumers were no longer passive viewers. They became chronic switchers, constantly searching for relevance, value, and experience.
But success brought new complexity, as Shahid’s fragmented brand architecture, split between the free (AVOD) platform and the subscription-based Shahid VIP (SVOD), created consumer confusion. And in a category where clarity builds loyalty, fragmentation was holding the brand back.
THE PROCESS
THE PROCESS
Discovery & brand clarity
We set out to understand the root cause of the problem and establish a brand system and structure that allowed Shahid and MBC to build on the brand equity they had cultivated over decades.
Freedom facilitated in-depth dialogues and leadership workshops with over 20 internal stakeholders across Shahid and parent company MBC to identify core brand challenges and uncover opportunities and long-term aspirations for the platform from multiple business perspectives.
Brand Audits & Customer Insights
Leadership Workshops Across Shahid & MBC
Industry Benchmarking & Brand Health Tracking
As a result, we defined the key strategic directions that would guide the brand architecture strategy and expression, refine the platform’s positioning, and define the communication framework for the updated offering and customer experience.
We set out to understand the root cause of the problem and establish a brand system and structure that allowed Shahid and MBC to build on the brand equity they had cultivated over decades.
Freedom facilitated in-depth dialogues and leadership workshops with over 20 internal stakeholders across Shahid and parent company MBC to identify core brand challenges and uncover opportunities and long-term aspirations for the platform from multiple business perspectives.
Brand Audits & Customer Insights
Leadership Workshops Across Shahid & MBC
Industry Benchmarking & Brand Health Tracking
As a result, we defined the key strategic directions that would guide the brand architecture strategy and expression, refine the platform’s positioning, and define the communication framework for the updated offering and customer experience.
BRAND STRATEGY & IDENTITY
BRAND STRATEGY & IDENTITY
One brand, multiple offerings
Shahid VIP, is still Shahid.
From a product perspective, although Shahid and Shahid VIP offer different features and experiences, they share significant overlap. Research showed that respondents often used the two terms interchangeably when discussing the platform.
This gave us a clear direction to unify the Shahid brand to avoid cannibalisation in media and communications.
We redefined the system to clearly communicate subscriptions, packages, and add-ons across the customer journey. By building a framework around the customer experience, we unified the experience under a single brand.
To bring this to life, formulas were developed to visually solve the “how am I watching?” challenge, addressing both the context and content of viewing: how they want to watch and what they want to watch. The result is a brand system rooted in culture, designed for growth, and flexible enough to scale up or down when content takes the lead.
Shahid VIP, is still Shahid.
From a product perspective, although Shahid and Shahid VIP offer different features and experiences, they share significant overlap. Research showed that respondents often used the two terms interchangeably when discussing the platform.
This gave us a clear direction to unify the Shahid brand to avoid cannibalisation in media and communications.
We redefined the system to clearly communicate subscriptions, packages, and add-ons across the customer journey. By building a framework around the customer experience, we unified the experience under a single brand.
To bring this to life, formulas were developed to visually solve the “how am I watching?” challenge, addressing both the context and content of viewing: how they want to watch and what they want to watch. The result is a brand system rooted in culture, designed for growth, and flexible enough to scale up or down when content takes the lead.
THE OUTCOME
A brand rooted in regional culture
From a content perspective, the access and exclusivity of Shahid’s premium Arabic content was key in reshaping its positioning. With deep-rooted origins and identity in pan-Arab culture, Shahid’s role transcended production and distribution. It became a platform for authentic, contemporary storytelling, reflecting the region back to itself.
Bringing premium local content to the forefront helped fuel the relaunch of its AVOD model, which placed 85 percent of its content in front of the paywall while maintaining strong subscriber growth. The result was a clearer value proposition for users: ad-supported access to a rich library, or a premium, ad-free experience through Shahid VIP.
That content strategy — powered by Shahid Originals and Arabic-first storytelling — became a key differentiator against global competitors. By investing in both accessibility and quality, Shahid unlocked new audiences and diversified its revenue across advertising and subscription streams.
From a content perspective, the access and exclusivity of Shahid’s premium Arabic content was key in reshaping its positioning. With deep-rooted origins and identity in pan-Arab culture, Shahid’s role transcended production and distribution. It became a platform for authentic, contemporary storytelling, reflecting the region back to itself.
Bringing premium local content to the forefront helped fuel the relaunch of its AVOD model, which placed 85 percent of its content in front of the paywall while maintaining strong subscriber growth. The result was a clearer value proposition for users: ad-supported access to a rich library, or a premium, ad-free experience through Shahid VIP.
That content strategy — powered by Shahid Originals and Arabic-first storytelling — became a key differentiator against global competitors. By investing in both accessibility and quality, Shahid unlocked new audiences and diversified its revenue across advertising and subscription streams.
A streaming platform built for the region
By unifying Shahid’s brand, we ensured it could scale seamlessly, maintain strong brand recognition, and remain the go-to platform for Arabic entertainment sustainably.
By unifying Shahid’s brand, we ensured it could scale seamlessly, sustain strong recall, and remain the go-to destination for Arabic entertainment. The brand transformation also laid the foundation for stronger performance, both in audience growth and commercial return, putting the platform on a clear path to long-term profitability.
By unifying Shahid’s brand, we ensured it could scale seamlessly, maintain strong brand recognition, and remain the go-to platform for Arabic entertainment sustainably.
By unifying Shahid’s brand, we ensured it could scale seamlessly, sustain strong recall, and remain the go-to destination for Arabic entertainment. The brand transformation also laid the foundation for stronger performance, both in audience growth and commercial return, putting the platform on a clear path to long-term profitability.
