The field team is out of sight. The work shouldn’t be.
We build and run field programmes around a clear role, a defined routine, real territories, supervision that shows up and reporting you can act on — so you can see what is happening without becoming the field manager.
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What needs to happen in the field?
Trusted with the briefs that matter.
These are Red Giant field teams working. The captions state client, activity and environment and nothing else — no coverage figures, no staff counts, no visit numbers, no leads, no sales has been attached to any photograph.
Pick a name. We’ll show you what happened.
Field activity for an electric mobility brand in Nairobi, with a Red Giant team working in public environments and engaging the public directly. Red Giant planned and ran the activity, including the team on the ground, the briefing behind it and the engagement the photographs show.
This is Red Giant.
Red Giant teams, working.
If you cannot define a good field day, you cannot manage one.
Every field programme needs a unit of execution — one visit, one shift, one outlet — defined precisely enough that two different people on two different days would agree whether it was done properly. Without it, supervision has nothing to check against and reporting has nothing to count.
Show the definition to somebody who was not in the planning meeting. If they cannot tell you what a good day looks like, the programme will drift.
What does a good field day actually look like?
Something else — or 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 the field holds.
Most field problems that look like people problems are role-definition problems. Somebody was hired to represent the brand and then judged against a target nobody had written down. Six questions answered before recruitment remove most of it: what must this person accomplish in a day, what do they have to know to do it, what may they decide alone, what must they escalate instead, what evidence do they capture and in what form, and who checks their work, how often, in person. Role, then profile, then training, then deployment — in that order.
A territory is a workload, not just a boundary+
Two territories of equal size can carry completely different customer density, travel, task volume and route complexity. Coverage is a decision, not a boast — the useful question is which locations change the commercial outcome, and whether they can genuinely be reached at the frequency the objective requires.
Frequency is the variable most briefs leave until last and most budgets discover too late. It changes the staffing model, route design, supervision load, reporting rhythm, cost and how quickly the programme can learn anything. Routes and visit plans are structured around the agreed target list and the field workload — we do not claim algorithmic route optimisation, and we do not colour in counties. We do not claim standing teams in named counties, permanent regional offices, nationwide coverage or a fixed field headcount waiting to be deployed.
A field report should answer six things honestly: where work was scheduled and who was assigned to it, what was actually completed against that plan including what was not, what verifies it, the factual output recorded, what prevented execution, and what needs to happen next and who is deciding it. A report with no next action is an archive. And a photograph proves presence, not performance — which is why evidence and results are kept in separate columns, deliberately, including when the evidence is strong and the results are thin.
What we do not have, and will not imply we have+
No GPS tracking. No geofencing. No biometric attendance. No facial recognition. No live client dashboard. No proprietary field application. No AI.
We have none of those, and an agency selling them is often selling the appearance of control rather than control. What Red Giant operates is a working process: named supervisors accountable for defined groups of people and locations, evidence captured at agreed points and reviewed rather than merely collected, structured reports at an agreed rhythm, and escalation that reaches a person. If a live platform is a hard requirement for your organisation, say so early — it is a legitimate requirement and we would rather tell you than sell around it.
Everything works while somebody senior is standing there. The whole discipline is what happens in the hours when nobody is — and that is a structure, a rhythm and a set of checks. Team leaders and supervisors carrying a defined group of people and locations so every person has somebody who knows their day. Check-ins at agreed points, not just when something breaks, predictable enough that silence is itself a signal. Supervisors physically visiting locations during the programme, because reviewing submissions is not the same as seeing the work.
Adding people does not automatically create scale+
Scale is repeatability. Doubling the team without a repeatable unit of execution just doubles the variance, and the report gets harder to trust rather than more impressive.
What gets harder as a programme grows: recruitment volume and quality at the same time, training consistency when briefings multiply, deployment and call times across territories, supervision ratio, transport, communication that reaches everybody and is understood the same way, reporting that stays comparable, and escalation paths that still work when four of them are running at once. Field programmes also run long enough for absenteeism and resignations — replacement is part of the plan, and we will not put a guaranteed timeline on it.
Everything underneath the field+
Fifteen categories — activation versus programme, the unit of execution, role and objective, territories and the target list, the ten-step operating system, what management should be able to see, evidence and its limits, the reporting hierarchy, sales vocabulary, issue escalation, what the field sees, scale, where a budget leaks, supervision and measurement, and the boundaries of this service. The full system, open when you want it.
Activation or programme — which are you buying?
A moment you can stand next to
A launch day, a sampling weekend, a roadshow stop, a mall activation. It can be managed like an event, because a senior person can physically be there for most of it.
- Bounded in time
- Supervision by presence
- One brief, one setup
- Reported once, at the end
A rhythm nobody can stand next to
Outlet visits, coverage, recurring education, channel support, distributed activity over weeks or months. Nobody senior can be in every location, so control has to be designed rather than exercised.
- Continuous, across people and days
- Supervision by structure
- A routine, repeated and checked
- Reported continuously, and acted on
Which one are you actually buying?
It matters more than the headcount. An activation scaled up by adding weeks does not become a programme — it becomes an activation that drifts. A programme needs consistency, supervision, evidence, escalation and a loop that changes next week based on what happened this week. If what you need is a single strong moment, that is an activation. If you need something to keep being true, that is this page.
The unit of execution
It is not the same shape for every programme
A representative visiting outlets, a team supporting a launch and a crew running a repeated activation are three different routines, and forcing one template onto all three is how programmes produce compliant reports about the wrong things. The definition is written per programme, agreed with you, and then it becomes the thing everybody is trained and measured against.
The test
Show the definition to somebody who was not in the planning meeting. If they cannot tell you what a good day looks like, the programme will drift — not because the people are weak, but because nobody told them precisely enough what winning looks like at four in the afternoon in the ninth outlet.
Role & objective
What must this person accomplish in a day? What do they have to know to do it? What may they decide on their own? What must they escalate instead? What evidence do they capture, and in what form? And who checks their work, how often, in person?
Role, then profile, then training, then deployment. Recruiting generic promoters and hoping the brief finds them is the standard failure, and it is expensive because it fails quietly — everybody turns up, the reports arrive, and nothing moves.
Field representatives, promoters, product specialists where the category needs them, team leaders, and supervisors who carry a group of locations. Recruited against the specific programme rather than pulled from a standing bench, because there is no standing bench and we are not going to pretend otherwise.
Call times, breaks, meals, safe transport, sensible hours and getting home. Not a footnote — a tired team in week three is a brand quality problem that shows up as declining interaction quality long before anybody calls it that.
Territories & the target list
What we will not put on a map
We do not claim standing teams in named counties, permanent regional offices, nationwide coverage or a fixed field headcount waiting to be deployed. Teams are recruited and built against the programme, in the places the programme needs. Where a location is genuinely difficult to serve at the frequency you want, the honest answer is to say so during planning rather than to colour in another county.
The operating system, step by step
What has to happen, where, how often, and what one good visit looks like. Territory and route built from your outlet universe or ours-if-you-have-none, then people assigned against it — not the other way round.
The objective, the product, the approved claims, the routine, what evidence to capture, what to escalate and how to behave. Consistency starts before anybody reaches an outlet, and it is retrained during the programme rather than delivered once.
Call times, coverage against the plan, the routine performed at each location, materials and stock where they are within scope. Deviation gets recorded as deviation rather than smoothed over.
Evidence reviewed rather than filed. Supervisors checking work in person, not just collecting submissions. Anything that blocks execution goes up a defined path the same day rather than appearing in a monthly summary.
Activity, output, quality and issues, per location and per period, in a format agreed before the programme starts. These are structured reports, not a live client dashboard — we do not own field software and we will not imply that we do.
Recurring blockers, route inefficiency, training gaps, objections nobody anticipated. Aggregated carefully, interpreted cautiously, and turned into a change you approve — or explicitly parked. This is the step that separates a programme from a payroll.
What management should be able to see
Deployment
Where was work scheduled, and who was assigned to it. The baseline everything else is measured against.
Execution
What was actually completed, per location and per day, against that plan. Including what was not.
Evidence
What verifies it. Photographs at open, during and close, stock and data records, supervisor confirmation.
Output
The factual results recorded — interactions, demonstrations, materials placed, samples distributed, leads captured, units sold where a valid mechanism records them.
Issues
What prevented execution. Outlet closed, access refused, stock missing, brief wrong, weather, transport. Recorded as fact, not smoothed away.
Action
What needs to happen next, and who is deciding it. A report with no next action is an archive.
Evidence, and what it does not prove
Real, and limited
- A person was there
- The setup was branded and standing
- The outlet or location, at that moment
- An activity was taking place
- The condition of things when it was taken
However good the picture is
- How many people were reached
- Whether the interaction was any good
- That a lead was genuinely qualified
- That a sale happened, or was caused by this
- That anybody's behaviour changed
Which is why evidence and results are reported in separate columns
Evidence answers “did the thing happen as agreed”. Results answer “did it produce anything”. A programme that confuses the two produces beautiful photo decks and no decisions. We keep them apart deliberately, including when the evidence is strong and the results are thin — especially then.
The reporting hierarchy
Activity
What happened. Visits, shifts, activations, demonstrations, conversations. Countable, verifiable, and evidence that the programme ran — not that it worked.
Output
What factual output resulted. Outlets completed, materials installed, samples distributed, leads captured, units sold where a valid mechanism records them. Still not an outcome.
Quality
Did it meet the agreed standard? Judged against the unit of execution defined at the start, through supervisor checks and evidence review. The rung most programmes skip, and the one that predicts everything else.
Learning
Recurring patterns and barriers. Aggregated across locations and periods, labelled as field observation rather than research.
Outcome
Only where a valid mechanism supports the conclusion. Without one this rung stays empty, and we will say the programme delivered activity, output and quality — which is a real answer, not a failure.
Visits do not become reach. Conversations do not become leads. Leads do not become sales. Sales during a programme do not become sales caused by it. Each of those substitutions makes a slide look better and a decision worse, and once a client has seen the inflated number, the honest one looks like underperformance forever.
Sales, and the six things called one
Where a representative records a transaction through a sales mechanism you have approved — your order system, your distributor’s process, a till, a documented code — that is a verified transaction and it gets reported as one. The mechanism is yours; we operate inside it.
We will not label sales occurring near a field team as caused by the field team, and we will not promise sales uplift. We are also not an outsourced sales force with our own targets and commission structures — if that is what you need, it is a different commercial model and worth saying early.
Product availability, pricing, customer eligibility, credit terms, distributor support, competitor activity and seasonality all move the number, and none of them are field execution. A programme judged solely on a sales figure it only partly influences will be judged wrongly in both directions.
Decide before the programme, not after: a code that only the field team issues, a transaction the system can tag, order data shared per territory, or matched comparison between covered and uncovered areas. Any of those turn a claim into evidence. None of them can be retrofitted.
Issue escalation
What good escalation actually means
Not a longer chain — a shorter clock. The person on the ground knows what counts as an escalation rather than a judgement call, there is somebody reachable who can decide,, and anything needing your call reaches you with enough context to answer in one message. Issues that reach you in a monthly summary are not escalations, they are history.
And it gets reported even when it is resolved
A day lost to a closed outlet is a data point about your outlet list, not an embarrassment to hide. Programmes improve because the friction is visible.
What the field sees that head office cannot
Field data is not market research
What the team records is real, useful and not representative. The sample is wherever the programme happened to go, the conditions are uncontrolled and the questions are not standardised. It is field observation, we label it as field observation, and where you need findings you can defend statistically that is formal research and should be scoped as such rather than extracted from an operations report.
Scale
Not every programme needs a pilot. A familiar routine in familiar territory usually does not. A new routine, a new territory or a new role almost always does.
What gets harder as the programme grows
Recruitment volume and quality at the same time. Training consistency when briefings multiply. Deployment and call times across territories. Supervision ratio. Transport. Communication that reaches everybody and is understood the same way. Materials and stock where those sit inside scope. Reporting that stays comparable. Quality control. And escalation paths that still work when there are four of them running at once.
What we handle, and what we do not
We handle programme design, recruitment against the role, training, deployment, supervision, execution, evidence, escalation and reporting. Where materials or product sit inside the agreed scope, we handle those too, with the same stock discipline used across our activation work. We do not run merchandising as a standing discipline, we do not operate as an outsourced sales force with our own targets, and we do not own warehousing. Anything outside the scope gets named as outside the scope.
Where a field budget leaks
The principle worth arguing for
A good field programme is not about putting more people everywhere. It is about deciding where the work genuinely changes the outcome, how often it has to happen there, what each person must accomplish, what supervision that routine needs, and what can honestly be measured afterwards. Answer those five and the headcount calculates itself — usually lower than the opening assumption, and better supervised.
Supervision, measurement & multi-location
Through structure rather than software: team leaders and supervisors carrying a defined group of people and locations, check-ins at agreed points, supervisors physically visiting locations during the programme, evidence reviewed rather than merely collected, and coaching when quality slips. We do not use GPS tracking, geofencing, biometric attendance or a proprietary field app, and we will not claim otherwise.
In four separate layers plus one conditional. Activity: what happened — visits, shifts, demonstrations, conversations. Output: what factual output resulted — outlets completed, materials installed, samples distributed, leads captured, units sold where a valid mechanism records them. Quality: did it meet the standard defined at the start. Learning: recurring patterns and barriers, labelled as field observation. And outcome, only where a valid mechanism supports the conclusion — otherwise that layer stays empty rather than being filled with an inference.
Yes, and the honest framing is that spread costs more than headcount does. Multiple regions change supervision ratio, travel, communication, training consistency and reporting comparability — all before anybody counts people. What we will not do is publish a coverage map implying standing teams everywhere. Teams are built where the programme needs them, and where a location is hard to serve at your desired frequency we say so during planning.
No. We do not own field software, a client dashboard, GPS tracking, geofencing or biometric attendance, and we are not going to imply we do. What we operate is a working process: named supervisors accountable for defined groups of locations, evidence captured at agreed points, structured reports at an agreed rhythm, and escalation that reaches a person the same day. If a live platform is a hard requirement for your organisation, say so early — it is a legitimate requirement and we would rather tell you than sell around it.
The boundaries of this service
An activation is a moment: a launch day, a sampling weekend, a mall activation. It can be managed like an event because somebody senior can be there. Field marketing is a rhythm: the same defined activity happening repeatedly across people, locations and time, where nobody can be everywhere. Adding weeks to an activation does not make it a programme — it makes it an activation that drifts.
Retail activation owns the shopper interaction and the purchase environment — what needs to change in the last few metres before a decision. Field marketing owns the repeated programme across outlets over time. A three-day launch experience in selected stores is a retail activation; a team visiting outlets to a defined routine over a programme period is field marketing. They overlap constantly and are commissioned differently.
Field sales is field marketing with a transaction attached. The distinction matters because it changes the vocabulary: assigned target, attempted visit, qualified opportunity, order, verified transaction and attributable incremental sale are six different things. Where a programme carries a sales number, we record transactions through a mechanism you approve and report them as verified. We are not an outsourced sales force with our own targets and commission structures — that is a different commercial model.
A field programme can interface with merchandising requirements you supply, and a field team will record what it sees on shelf. Merchandising as a standing discipline — permanent shelf maintenance, planogram compliance, continuous coverage — is a separate scope and not something we position ourselves as. We would rather point you to a specialist than sell you a version of it.
No. Hiring people is one component. This page is about the programme around them — the routine, the territory, the supervision structure, the evidence, the escalation path and the reporting. If what you actually need is staffing for a defined moment rather than a managed operating rhythm, say so and we will scope it as that, which is a narrower and cheaper piece of work. Staffing a defined campaign? Explore promotional staffing →
Often the most productive version of this work. The usual diagnosis is not weak people — it is an undefined unit of execution, supervision that reviews submissions instead of seeing work, and reporting that records activity without ever testing quality. We can supervise and run the operating layer around your existing team rather than replacing anybody.
Get an instant field marketing estimate.
Field programmes price on people, field days and duration — not on the job title. Answer a few quick questions to see a very tentative planning cost, built from published Kenyan hire, print, connectivity and accommodation rates plus a clearly labelled staff benchmark. Field days are derived from the days-a-week figure shown in the panel, not from an assumed month. Startup costs are charged once, never per week.
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 field programme on this page.
A field team you do not have to build from another country.
You keep the objective, the standards, the approved messaging and the measurement framework. We solve recruitment, training, territory and route design, deployment, supervision, evidence, escalation and reporting — and we tell you where a plan written elsewhere will not survive a Kenyan operating week.
Reporting at an agreed rhythm covering deployment, execution, evidence, output, issues and next actions, with photography from the field. Structured reports rather than a live dashboard — we do not own field software and will not imply we do. Plus a named person who answers when something breaks.
There is no standing national field force sitting on a bench waiting to be deployed, here or anywhere — an agency claiming one is describing something that would be idle most of the year. Teams are recruited and built against the programme, in the places the programme needs. We claim no employment, labour-law or regulatory authority, and no permanent presence in a county because one project once ran there.
Territory shapes that look neat on a map and do not survive a route. Frequency written for a denser market. Outlet lists that have not been checked. Materials still in approval. Travel time nobody costed. None of it is a reason to skip the market — all of it is a reason to plan it here.
Before the brief.
Field marketing is planned marketing or commercial activity carried out by people in physical markets, outlets or territories, usually across repeated visits or an extended programme rather than a single event. The defining feature is repetition: an activation is a moment somebody senior can stand next to, while a field programme is a rhythm nobody can stand next to, so control has to be designed rather than exercised.
It changes with team size, the number of field days a week, programme duration, territory, supervision, transport and additional requirements such as training, devices, data or accommodation. There is no honest rate card and we do not publish one. The estimator above builds a tentative range from published Kenyan hire, print, connectivity and accommodation rates plus a clearly labelled staff benchmark, derives field days from the schedule rather than assuming a 30-day month, charges startup costs once rather than per week, and marks anything without a defensible basis as to be confirmed. Travel and supervision are the two lines most often missing from a first field budget.
Programme design, recruitment against the role, training, deployment, supervision, execution, evidence, escalation and reporting — plus materials or product where those sit inside the agreed scope. Supplying people is the smallest part of it. What Red Giant does not do is run merchandising as a standing discipline, operate as an outsourced sales force with its own targets and commission structures, or own warehousing. Anything outside the scope gets named as outside the scope.
There is no universal ratio, and we will not invent one. Headcount depends on the field task, territory density, visit frequency, travel time and how much work one person can realistically complete in a day — which varies enough by category and geography that publishing a visits-per-day figure would be guesswork. Define the work first, then size the team. Answer what has to happen in the field, where, how often and what counts as done, and the headcount usually calculates itself — often lower than the opening assumption, and better supervised.
Through structure rather than software. Supervision should reflect how many teams are active, how spread out they are, what needs checking and how quickly issues need to escalate — so team leaders and supervisors carry a defined group of people and locations, check in at agreed points, physically visit locations during the programme, and review evidence rather than merely collect it. We do not use GPS tracking, geofencing, biometric attendance or a proprietary field app, and we will not claim otherwise.
Yes. You keep the objective, the standards, the approved messaging and the measurement framework; recruitment, training, territory and route design, deployment, supervision, evidence, escalation and reporting happen here. You see it through structured reporting at an agreed rhythm and a named person who answers when something breaks — not through a dashboard we do not own. If you already have people in market and execution is drifting, that is a control problem rather than a staffing one, and the operating layer can be run around your existing team.
We already have the field programme so far.
Who should we send the formal next step to? If you already have a field brief, role description, outlet or route list, KPI definitions, reporting template or an RFP, send that instead — the target list changes more of the plan than anything else you can give us.
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.
What needs to happen in the field tomorrow?
The objective, the geography and the timing are enough to start. What happens next: we receive the field scope and whatever territory information exists, review the role, the workload, the deployment and the commercial requirements, confirm the supervision, transport, staffing and third-party assumptions that are not ours to set, and come back with the formal commercial next step.