Purpose: This study aims to investigate the marketing strategies that can be applied by BMT Nasuha in marketing their savings products during the covid-19 pandemic. Research Methodology: This study uses descriptive qualitative research with a case study approach which is carried out by using observation, interviews, literature studies, and documentation techniques. Results: The results of the study show that the promotions are carried out by BMT Nasuha through social media, such as Instagram, Facebook, and Website. Before the covid-19 pandemic, BMT Nasuha did its marketing activities through recitation or training. The results of the SWOT analysis of BMT Nasuha show the position of quadrant 1, so that BMT Nasuha can take advantage of its internal strengths, namely developing a stable software system to support BMT operations and increase its human resources in achieving increased business growth. Conclusion: BMT Nasuha should pursue a growth-oriented strategy that exploits internal strengths to capture external opportunities, strengthening liquidity, outreach, and service quality. Limitations: In this study, it was difficult to give a SWOT questionnaire directly to several research subjects because they had other jobs besides their jobs in BMT Nasuha. So, it could only be entrusted to one of the staff. Contribution: It is hoped that this research can provide benefits to BMTs throughout Indonesia regarding marketing their savings products, especially for BMTs which are still relatively small.

Purpose: This study aims to provide strategic solutions for Rumah Zakat over the next ten years using a scenario planning approach. It focuses on identifying driving forces, critical uncertainties, and possible future scenarios in the zakat industry, and formulating adaptive strategies. Research Methodology: A qualitative descriptive design was employed, with data collected through in-depth interviews involving internal and external stakeholders, supported by secondary data. PESTEL and Porter’s Five Forces analyses identified 29 driving forces, which were assessed using an impact/uncertainty matrix and developed into a 2×2 scenario matrix, producing four potential future situations. Results: Four scenarios were generated: Jumping Frog, Accelerate to Excellence, The Struggle, and Business as Usual as a reference description of the conditions that need to be considered when dealing with uncertain conditions in the future, so that the institution can determine its strategic direction more optimally. Institutions need to consider the implications and options strategies in each scenario to strengthen the ability of today's institutions to deal with various conditions that will arise in the future. Conclusion: Scenario planning enables Rumah Zakat to anticipate and prepare for various future conditions, reducing risks from environmental uncertainties. Implementing common strategies such as collaborating with government zakat institutions, leveraging CSR funds, fostering talent, digitizing processes, and innovating business models will enhance institutional resilience and competitiveness.. Limitations: The study is limited to a single case, a qualitative data scope, and a small number of expert informants, making generalization cautious. Contribution: This research contributes to strategic management in Islamic philanthropy by demonstrating the practical application of scenario planning for adaptive and sustainable long-term strategy formulation.