2014 Winners & Shortlists

The Brief

Following the January 25 Revolution, people aspired to be good and do good. Two years later, this came to a halt. Coca-Cola, an icon for happiness, helms the ship of cultural leadership wanted to remind Egyptians that we were still capable of doing good. The challenge facing Coca-Cola was attempting to convince a nation to buy back into the idea of doing good, despite all the negativity, frustration and lack of hope prevailing. How could they avoid being seen as just another advertiser wanting to inject false optimism and happiness when life on the ground was quite far from that? We opted to turn a campaign into a movement.

Describe how the promotion developed from concept to implementation

A conventional campaign was not enough. We needed to create a genuine movement, ensuring that all our claims were supported by evidence. This was achieved by devising a three phase plan, including TV ad, a song, mall activation, new packaging, websiodes and radio shows and this non conventional on ground activation. Coca-Cola went out to universitites and gathered a group of Crazy Masters to refurbish the universties' campuses. Each Crazy Master was handed a bucket of paint to get the job done. Moreso, unused spaces were transformed into football stadiums.

Describe the success of the promotion with both client and consumer including some quantifiable results

This was one of our most successful campaignsm garnering soaring high success. We gave out 13000 free cans, 2350 volunteers joined in. We planted 3500 trees and gave away 1000 balloons. We built a football field, volley ball and a library. We painted countless kilometers of sidewalk and spearheaded a campaign to clean up universities.

Explain why the method of promotion was most relevant to the product or service

A few months following the revolution, Egyptians resorted back to their seemingly forgotten habits; they opt to go on living for themselves and turning a blind eye towards the country's overall welfare. They were no longer a united front working for a greater good, but rather selfish individuals, who cared about preserving their own interests. Kindness, once again, was shoved back to the hidden shelf, and any person showing any act of kindness was deemed crazy. As an icon for happiness and the culture leadership, we needed to remind people of the importance of being kind to others, even if it meant you are crazy.