I AM FREDDY by Bap & Conde for Cespa & Coruna City Council's Environment Department


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Industry Consultants
Media Promo & PR, Case study
Market Spain
Agency Bap & Conde
Released September 2010

Credits & Description

Category: Public Sector
Creative Director General: Miguel Conde (BAP&Conde)
Creative Director General: JV Gonzalez (BAP&Conde)
Creative Supervisor: Oscar Villar (BAP&Conde)
Creative Team: Maria Juanatey (BAP&Conde)
Creative Team: Iria Otero (BAP&Conde)
Creative Team: Micky Lobato (BAP&Conde)
Account Director: Ana Belén Vázquez (BAP&Conde)
Media placement: Press Releases - Directors Of A Local Media: Press, Radio, Blogs, Etc. - 1 September 2010
Media placement: Personalized Letters - Mayor, Galicia's President, Spain's President, Etc. - 1 September 2010
Media placement: Social Media - Facebook - 1 September 2010
Media placement: Internet - Blog - 1 September 2010
Media placement: Press - La Voz De Galicia, El Ideal Gallego, La Opinion De A Coruña, Xornal De Galicia - 3 September 2010
Media placement: Radio - Cadena SER, Cadena COPE, Radio Voz, Onda Cero, Radio Galega - 3 September 2010
Media placement: Street, Ambient ... - Main Streets And Buildings Of A Coruña - 5 September 2010
Media placement: Guerrilla Marketing - Main Historical Monuments And Squares Of A Coruña - 6 September 2010
Media placement: Internet - Resolution Microsite - 6 September 2010

Summary of the Campaign
The problem: the presence of anti-social behaviour in the city of Coruña. Traditional messages aimed at rasing people's awareness were not working.

The challenge: being able to talk about civic responsibility without resorting to moralising speeches.

The idea: "When something is yours, you look after it".

The strategy: we created a character - Freddy - who took over the city and its streets, using and abusing them (teaser phase), until he accepted that you have to take care of it (reveal phase), making sure the citizens understand that the city doesn't belong to them, it belongs to everyone.

The result:
We did it: for a month, the talk was about behaving in a civil manner, the local citizens got back the feeling of owning the city’s public property, and the feeling of needing to look after the city had spread.
Surprisingly, Freddy became a media celebrity. The media followed up the project, which led to publicity results of a 900% return on the investment made. But most importantly, the campaign did what it was meant to do. More than 80% remembered it for fostering the sense of civic pride among local inhabitants.
And Freddy made an important impact on the people of Coruña.

The Situation
"Environment" is the office of the council that receives the most complaints of citizens: bottles, dog droppings, noise, graffiti, vandalism, etc.
The city council is making a great effort in cleaning the city (new containers, machinery, etc) but if people do not respect their city and cooperate in keeping it clean, there will be a significant expense for everyone.

Municipal maintenance services of Coruña detected the presence of anti-social behaviour: dirt on the streets, vandalism, parked cars, etc. The traditional moralistic messages did not work - so a different action was necessary to draw the attention of the citizens.

The Goal
The main pbjective was to ensure that citizens care about their city and improve their perception about municipal management in terms of cleaning and maintenance services: the council wanted to convey the message that this is a "work team".
We wanted to talk about civic responsability without having to turn to moralising speeches that we knew were not effective.

The general targets were all citizens of all ages. However, after an investigation by the council itself, we found that young people were those who had worse behaviour, aged between 14 and 25 years: they were our core target.

The Strategy
The campaign was developed in two phases: teaser and resolution.

1. TEASER: create a character, Freddy, who proclaimed himself the owner of the city. We decided to turn historical areas into "real" wikipedia profiles and we sent documents to the media, and personal letters to various government authorities.
When everyone knew who Freddy was, he began to use and abuse the city that was done with the streets, monuments, and squares. Soon people understood that to enjoy their city they had to look after it.
Freddy was leaving every day in every corner posts of "notice" to his "neighbours".

PHASE AWAKE: new message in the media reveals that "The city is not Freddy's, it belongs to everyone", and that "when something’s yours, you look after it".

The total duration of the campaign was one month (September 2010).


1. Freddy takes over the city.
DAY 1 and 2: There is a shipment of "title deeds" to local media and prominent personalities of the various members of the government.
DAY 3, 4 and 5: first media coverage, press and radio (insertions and spontaneous interviews).

2. Freddy ABUSES the city.
DAY 6, 7, 8:
Guerrilla marketing in the major monuments of the city: an exclusive sofa and an obelisk appear on the city seafront.
3. Freddy CARES about your city phase:
Posts on bins, lampposts, banks, parks... "warning" citizens that they have to keep the city clean.

4. A Coruña belongs to everyone:
New pieces of radio, street and press with the final message: "You have to tell Freddy? Coruña is not yours, it belongs to everyone, look after it" (signed by advertisers).

Documented Results
Although currently we are still conducting studies on the impact and visibility of the campaign and return on investment rates, facts show that:
(Source: IMAM Reseach)

- 900% return on the investment: imminent media coverage in general and specialist throughout the course of the campaign.
- More than 120,000 visits on YouTube ("the most watched on YouTube today" for several consecutive days).
- More than 3,000 fans on Facebook.
- Over 60% of spontaneous recall.
- 80% recognise the goal of the campaign.
- 55% recalled seeing the campaign.
- 76% recalled the campaign in a positive way, highlighting in particular its "originality" (first response), their "ability to get attention" (second response), its "effectiveness" (third response) and "funny character" (fourth response).