| Title | THE GET GOING CHALLENGE |
| Brand | TOYOTA MOTOR CORPORATION |
| Product / Service | TOYOTA MOTOR CORPORATION |
| Category | A02. Non-Fiction: series or film |
| Entrant | GEEK PICTURES Tokyo, JAPAN |
| Entrant Company | GEEK PICTURES Tokyo, JAPAN |
| Contributing Company | DENTSU Tokyo, JAPAN |
| Contributing Company 2 | DENTSU IX Tokyo, JAPAN |
| Contributing Company 3 | MOUNT Tokyo, JAPAN |
| Production Company | GEEK PICTURES Tokyo, JAPAN |
| Production Company 2 | GEEK PICTURES SHANGHAI Shanghai, CHINA |
| Name | Company | Position |
|---|---|---|
| Hiroyuki Ito | Dentsu Inc. | Exetive creative director |
| Soichi Ono | Dentsu Inc. | Creative director |
| Masashi Shitaohbora / Sho Sasaki | Dentsu Inc. | Planner / Copywriter |
| Hideki Kawamura | Dentsu Inc. | Deputy Director |
| Yasuki Nabeshima / Takashi Yamaguchi | Dentsu Inc. | Account supervisor |
| Yosuke Kusaka / Yoshiko SawadaTucker / Sadaharu Saiki | Dentsu Inc. | Chief Account Executive |
| Tsuyoshi Kanekiyo | Dentsu Inc. | Creative producer |
| Tomonobu Yamazumi / Ripo Akiyama | Dentsu Razorfish Inc. | Producer |
| Yuko Miyazaki / Takayuki Shionome | Dentsu Razorfish Inc. | Assistant producer |
| Saeko Okada / Chinatsu Matsumoto | Dentsu Razorfish Inc. | Planner |
| Jeong-ho Im | mount inc. | Creative director / Art director |
| Takeshiro Umetsu | mount inc. | Technical director / Development |
| Hideki Yoshimatsu | mount inc. | Designer |
| Ko Yoshida | mount inc. | Producer |
| Tadashi Koiwahara | HUSMA™ | HTML coding |
| Kosui Yamashina / John A. Yamamoto | GEEK PICTURES INC. | Producer |
| Bruce Yang | GEEK PICTURES INC. | Line producer |
| Yuka Asaarashi / Tatsuya Kuwano | GEEK PICTURES INC. | Production manager |
| Teruki Murakami | GEEK PICTURES SHANGHAI | Producer |
The campaign rolled out in over 90 countries in which the situation for branded entertainment and the image of Toyota cars and the Toyota brand varied across. What was in common was the presence of young people determined to challenge themselves to make their dreams come true. With them as the main players, we focused on their sincere pursuit, giving birth to contents we believed people could identify with, no matter the region from which the content originated.
The Brief held, “The goal was to connect with young people in emerging nations and enhance interest in the TOYOTA brand." To do this, we created a concept that went beyond the boundaries of mere advertising, by setting challenges that could be turning points in people's lives, and having TOYOTA there to push through, together. We established an online platform for applicants to post their dreams. From 200,000 youths in 98 countries, we followed our nine chosen challengers, engaging them in sincere personal dialogue over 997 days. We documented and uploaded to the website one moment after another, as they met top world talent, experienced unknown places, struggled with troubles, and thereby grew as people.
It was not only about being moved after watching clips from the nine challengers. Anyone who posted their dreams to the site could refresh their own personal resolve. Seeing others dream posts provided stimulation for self-reflection. In this sense, it was a campaign that made the entire audience into main characters.
200,000 people posted on the site. Documentary clips received over 20,000,000 views. The site itself received over 40,000,000 actions. Many young people faced turning points in their lives, struggled, and grew, resulting in a ripple of positive response that started a movement which exceeded expectations.
We made a documentary style project with young people from up and coming countries as the main characters. Toyota cars don’t appear even once. Toyota embraced young people’s heartfelt dreams and came face to face with each individual as they worked towards making them happen. It was a decision on Toyota’s part that returned to the intrinsic value of automobiles as tools that accompany the driver to the end, while the goal and route are completely up to the driver. It shows the company’s stance towards future users by engaging them in a way that can’t be done with usual corporate image strategy.