Get them to stop. Give them something worth doing.
We start with the behaviour the campaign needs, then build the format, the people and the ground operation around it. The tent comes last.
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What needs people to do?
Trusted with the briefs that matter.
These are consumer activations Red Giant produced. The photographs are the whole claim — no reach, footfall, samples, leads or sales figures have been added to any of them.
Pick a name. We’ll show you what happened.
A brand activation with a costumed character on a floor game beside a branded sampling table — the mechanic, the people and the reason to take part, built around what the campaign needed people to do.
This is Red Giant.
Not mockups. People actually stopped.
A crowd is not the same thing as engagement.
Ten thousand people passing may be worth less than a smaller audience with a reason to care. Site selection is a targeting decision before it is a footfall decision, and the activation still has to make the right person’s next action obvious — whether that is trying, asking, signing up, buying, sharing or simply remembering.
Don’t start with the tent. Start with the behaviour.
What needs people to do?
Where should this happen — and is there a more specific planner?+
What we would bias towardA programme direction, not a fixed catalogue. We propose specific formats once we know the team, the venue and the day.
Three things decide whether it lands.
An activation needs three simple things working at walking pace: a reason to notice, a reason to stop and a reason to participate. Nobody standing in an aisle is going to read a paragraph, and the same discipline applies to what the team actually says. There is no universal opening line — it depends on the product, the moment, the consumer and what is being offered. “Excuse me, can I have a minute?” asks for a favour before giving a reason.
The hook has to have a job+
A demonstration, a challenge, a game, a taste, a content moment, a piece of utility, a conversation, a reward or something personalised — any of them can work. None of them works because it is fun on its own.
“Take a picture here” is not automatically an experience. The hook should serve the behaviour the campaign needs, or it is decoration with a queue.
A consumer tries the product, likes it, and then cannot find it. If purchase matters, the last three metres matter. The next step has to be designed rather than assumed — and measured only where the campaign design genuinely captures it. A photograph of a crowd is evidence of execution, not an engagement metric. A promoter standing beside a shopper does not prove a sale, and a sample leaving the counter does not prove a trial.
What we would actually report+
Against the action you wanted, using what the campaign genuinely captures: locations activated, operating hours, staff deployed, stock issued and used, verified interactions, trials where actually observed, leads and registrations with consent, sales where reconciled through a real sales process, issues, photographs and what the field actually learned.
Agreeing the measures before the campaign is what makes the numbers mean anything afterwards. We do not claim a live dashboard, a CRM integration or geo-verification.
A branded T-shirt does not make somebody brand-ready. The team needs to understand what they are representing, what they are asking people to do and what happens when the conversation goes off-script. And deployment is not management — somebody has to check quality, solve site problems, confirm attendance, escalate what they cannot fix, verify the evidence and close the day properly. Recruitment is against the campaign: audience fit, language, product complexity, whether selling is involved and the brand’s tone — never against protected characteristics.
One idea. Twenty locations. Twenty chances for it to drift.+
Scale should not make the campaign feel like a different idea in every location. The same brand standard, the same script, the same mechanic, the same reporting definitions and the same stock logic travel with the campaign — carried by a master brief, common training, a campaign toolkit, team leaders and structured reporting.
We will not promise perfect consistency across every site on every day. We will say what holds it together, and who is accountable when it slips.
Everything underneath the activation+
Twelve categories — audience and location, the hook, activation staff, supervision, product and stock, branding and the travelling kit, data capture, reporting, multi-location consistency, campaign learning, contingency, and the specialist routes that go deeper than this page does. The full system, open when you want it.
Audience & location
Where a site needs retailer, mall, county, campus, property-owner or event-organiser permission, we coordinate it — but approvals rest with those authorities, and we don’t promise outcomes we don’t control.
A consumer tries the product. Likes it. Then can’t find it.
If purchase matters, the activation has to know where purchase happens next — store direction, stock availability, the retailer relationship, an offer, or a promoter who can close. Interest with no route to purchase is a cost, not a campaign.
The hook & the experience
An activation needs three simple things working at walking pace: a reason to notice, a reason to stop and a reason to participate. Nobody standing in an aisle is going to read a paragraph.
The same discipline applies to what the team actually says. There is no universal opening line — it depends on the product, the moment, the consumer and what’s being offered. “Excuse me, can I have a minute?” asks for a favour before giving a reason.
A game earns its place when it attracts, teaches, qualifies, rewards, collects data or creates content. If it does none of those, it’s a queue of people who wanted a prize.
A QR code is not a strategy.
The action behind it is what matters — a landing page, registration, a coupon, a store locator, product information. Where competition or promotion rules apply, mechanics run inside your legal framework; we coordinate, we don’t advise on the law.
A photo moment works when it connects to the brand, the product, the idea or the participation — not when it’s a set of wings and a neon sign that could belong to anyone.
And a consumer being photographed is not the same as usable content. Consent and your own policies decide what can actually be published.
Not every activation is awareness-led. Where the campaign sells, it needs product availability, pricing, an approved offer, a payment method, sales stock, staff who can close and a receipt trail.
Direct selling arrangements depend on your commercial and compliance setup — we build around what you’re able to do, and any sales figure has to come from a verified sales process rather than a promoter’s estimate.
Activation staff
The team needs to understand what they are representing, what they are asking people to do and what happens when the conversation goes off-script.
Recruitment is against the campaign: audience fit, language, product complexity, whether selling is involved and the brand’s tone — never against protected characteristics.
Breaks, food, water, safe transport home, weather protection, sensible working hours and appropriate uniform. Multi-day campaigns also need attendance management, training refresh, uniform condition, supervisor rotation and a plan for replacements.
A campaign built on exhausted staff shows it in the field by day three.
Supervision
Somebody has to check quality, solve site problems, confirm attendance, escalate what they can’t fix, verify the evidence and close the day properly.
A campaign may need more than one kind of person: brand ambassadors, sales staff, product specialists, team leaders, supervisors, an MC, a driver, a technician, a data collector, a merchandiser. Expecting one person to do all of it is how quality drops by day three.
Problems should reach someone who can act. The exact structure depends on the campaign, so we agree it upfront rather than promising a universal hierarchy.
WhatsApp is genuinely useful in the field — fast, universal, everyone already has it. The problem is when it’s the only place campaign information lives.
These are working documents and processes, not a software platform — we describe them as what they are.
Product & stock
The experience fails if samples run out at midday, the wrong SKU arrives, the product is warm when it should be cold, or sales stock isn’t there.
Where accurate tracking is in place we record what was issued, used, remaining and damaged. What we won’t do is treat a sample leaving the counter as proof of consumer trial.
Branding & the travelling kit
Where suitable, verified Red Giant-owned reusable structures and event assets can form part of the working base — counters, display systems, branding structures, equipment cases and event infrastructure — then be customised around the campaign.
For multi-site campaigns this matters more than for one-offs: rebuilding the same kit for every location is a cost that rarely improves the interaction. We won’t redeploy anything damaged, unsafe or wrong for the brand.
Data & lead capture
First question: do we actually need information from consumers? Sometimes the answer is no. Where it’s yes — contact details, a lead, registration, a survey, a competition entry or an appointment — the design should capture the minimum useful.
Consent, purpose, an approved privacy notice and a client-approved destination all sit within your framework and your legal team’s guidance. We build the process; we don’t provide legal advice.
Where leads matter, qualification matters: interest, product, timing, need and next action — using your own criteria, because not every lead is equal.
Reporting
Only the fields the campaign design actually supports. Evidence typically means site photos at opening, during activity and at close, plus stock and data records — a working process, not a live dashboard or a GPS tracking system.
Marketing: show me what people did — engagement, trial, consumer questions, brand experience, content, learning.
Sales: show me what happened next — leads, appointments, retailer referrals, sales where verified, next action.
Procurement: show me what was deployed — people, days, sites, assets, deliverables and commercial reconciliation where applicable.
What consumers actually ask. The objection that comes up at every site. The part of the product people misunderstand. Which sites perform and which don’t. Which language works. How the offer lands.
This is qualitative and we report it as qualitative — useful intelligence, not statistically representative research.
Because campaign results belong to the client, and because a photograph proves execution rather than outcome. Where a campaign measured something real and the client is happy for it to be shared, we’ll show it properly — with the method attached.
Until then these are what they look like: evidence that the work happened, at real sites, with real people stopping.
Multi-location consistency
Consistency needs a system: a master brief, the same training, a campaign toolkit, setup references, graphic specifications, uniforms, team leaders and supervisor checks.
But consistency doesn’t mean pretending every location is identical. Language, footfall, layout, weather, the retail partner, product availability, local context and operating hours all differ. Keep the campaign intact; solve the site.
Campaign learning
If something clearly isn’t working, the script, the site mix, the staff mix, the opening line, consumer flow, stock allocation, timing or a creative element can be adjusted — with your approval, and without losing the campaign’s consistency.
Contingency
The campaign adjusts. The objective stays visible.
Weather deserves its own thought in the field: rain, heat, wind, dust and mud affect the product, the equipment, the consumer’s willingness to stop and the team’s ability to work.
Formats & specialist routes
A sample distributed is not a product tried.
Choose this when trial is the objective rather than a by-product of being there.
The shelf is already part of the customer journey.
Choose this when the decision you want to change happens within a few metres of the purchase — which also means the retailer, not us, sets what is possible.
A mall concourse is not an unlimited event venue. Footfall is high but so are the constraints — and the shoppers there arrived with their own plans. Mall work is not a separate service: it sits here, or with retail when purchase is the point.
A roadshow is not just a truck.
Choose this when the audience will not come to you and the campaign has to travel — which turns it into a system of routes, permissions, crews and stock rather than a creative idea.
Students know immediately when a brand is trying too hard.
Choose this when the audience is students and the institution’s permission, the academic calendar and a value exchange worth their time decide whether anything happens at all.
Somebody’s home is not a venue.
Community and estate campaigns need local coordination and resident permissions. Door-to-door needs territory planning, routes, scripts, supervision, staff safety and careful handling of anything collected — and once it repeats across territories week after week, it is a field programme rather than an activation.
A trade audience is not a consumer audience.
Choose this when the people in front of you have a commercial decision to make — margin, stocking, order terms, training — and interest can never be reported as an order.
Sometimes the activation isn’t something people watch. It’s the world they step into.
Choose this when the environment itself has to carry the idea rather than decorate it. For sponsorship, a logo beside a property is not activation — the question is what rights you actually hold and how people can experience them.
Explore Experiential Installations & Pop-Ups → · Exhibiting at a show instead? →
Get an instant brand activation estimate.
Campaigns price on people, days and locations — not on activation type. Answer a few quick questions to see a very tentative planning cost, built from published Kenyan hire, print, transport, photography and accommodation rates plus a clearly labelled staff benchmark. One-time costs are charged once, never per day. Location and venue fees stay to be confirmed and are excluded from the total.
Tell us the number and we will show you what we would protect, what we could simplify, and what still needs a conversation.
Not a formal quotation. Ask for a formal quote →
The part we could say ourselves, but it’s better coming from clients.
“They blend creativity and precision flawlessly. Our event was an unforgettable masterpiece, thanks to their innovative touch.”
Philip Barasa
“Their attention to detail and creativity in every aspect, from décor to audiovisuals, was flawless. What sets them apart is their ability to truly understand your vision.”
Anne Kibunya
“From start to finish, they flawlessly manage every detail. Highly recommend them for any event management needs.”
Collins Nyachoti
These are public Google reviews of Red Giant as a company. They are reproduced word for word and are not attributed to any specific activation campaign on this page.
Send the campaign. Add the Kenya ground team.
The core idea, brand standards, claims and the measurement framework stay yours and stay fixed. Language, sites, routes, staffing, production and the operating plan get solved here — and where local reality forces a change to something you consider fixed, we raise it rather than quietly making it.
Campaign deck, brand guide, scripts, artwork, site criteria and the reporting template. We would rather work from your framework than invent a parallel one.
One named lead, timezone-aware updates, structured field reporting and escalation that reaches a person. You should not have to be in the WhatsApp group.
We coordinate site, retailer, mall, county, campus and organiser permissions — but the approvals rest with those authorities and we do not promise outcomes we do not control. We claim no customs, import or regulatory authority. If materials are coming from outside Kenya, flag it early so the plan accounts for it.
Before the brief.
Brand activation is marketing that asks people to do something rather than just see something — try the product, taste it, ask a question, register, buy or visit a store. It happens where the audience already is: retail, malls, streets, campuses, events or on a roadshow route. The defining feature is a live interaction between a real person and the brand, which is why the quality of that interaction matters more than the size of the structure.
It depends almost entirely on people, days and locations. A one-day mall activation with four staff sits in a completely different territory to twenty sites running for a month. The estimator above builds a tentative range from published Kenyan hire, print, transport, photography and accommodation rates, shows every line and its basis, charges one-time costs once rather than per day, and marks anything set by a third party — location and venue fees among them — as to be confirmed. Comparing a daily brand ambassador rate between agencies tells you very little on its own.
Ideally the whole chain: campaign strategy and format, experience design, production and branding, site identification and coordination, staff recruitment and training, logistics, product and stock handling, field supervision, data capture where required, content, and reporting afterwards. The value isn’t only the field team — it’s one accountable lead so twenty sites behave like one campaign.
Yes — multi-site campaigns are a core part of the work, in Nairobi and beyond. The honest answer on scale is that it depends on your dates, sites and duration, so we’ll confirm what’s operationally realistic for your specific campaign rather than claim blanket national coverage. Consistency across sites comes from a master brief, common training, a campaign toolkit, team leaders, supervision and structured reporting. Running it as a continuing programme instead of a campaign is Field Marketing; moving it town to town is Roadshows.
Against the action you wanted, using what the campaign genuinely captures: locations activated, operating hours, staff deployed, stock issued and used, verified interactions, trials where actually observed, leads and registrations, sales where reconciled through a real sales process, plus qualitative field learning. We won’t present a sample leaving the counter as a trial, or a promoter’s estimate as a sale. Agreeing the measures before the campaign is what makes them meaningful.
Yes to both. Send the campaign toolkit, brand guide, scripts and measurement framework and we treat them as the source of truth — protecting the core idea while adapting language, sites, routes, staffing and production to Kenyan reality. Global and regional agencies also use us purely for Kenya execution, keeping their own client relationship intact.
We already have the campaign so far.
Who should we send the formal next step to? If you already have a campaign brief, deck, rollout plan, site list or brand toolkit, send that instead.
Tell us about it.
No finished plan required.
No finished plan required
Got it. Your scope is with us — a Red Giant lead will come back to you on it.
Send the messy version. hey@redgiant.co.ke →
Whatever exists already — a deck, a floor plan, a spec, a date, or half the idea. Send what you have.
Build the scope first.
The estimator carries straight into this form. Start there →
- 1We receive your scope exactly as you built it.
- 2Red Giant reviews the commercial and operational requirements.
- 3We come back to confirm anything missing.
- 4You receive a formal quotation against that scope.
Tell us what people need to do.
Send the brief, or just the behaviour, the locations and the window. We will come back with a shape for the campaign and a real number.