To create a new type of a vending machine, which was the main goal of the project, we had to achieve it by merging three other technologies: Facebook JS API, Product Engineering and Hardware development, to make the machine connected directly into the Internet.

To use the Facebook API we had to create a touchscreen application to make the users interact with the machine. As the result of this interaction the machine had the items needed for the personalization of the sampling.

On the engineering and product design level we had to create the whole machine, which of course is an adaptation of a regular vending machine, and the inside functionality - like the common cycle of Product Choice, Stack, Deliver - but with the augment of a printer inside it to make the personalization possible.

We also needed hardware specialists for two reasons: Firstly to implement a working printer inside the machine and secondly to make a machine connect to the Internet without any operational system like MS Windows or Mac OS.

As result we achieved a new kind of product - a vending machine designed to be able to personalize and connect with other online platforms such as Instagram ,Twitter and Foursquare.

With minimum adjustments we created a new brand new product and campaign method for the Agency.

There were queue to get to the machine and requests on the brand's social networks for the machine to go to other cities.

More than 50.000 products were customized. The project that would otherwise be limited to the BTL methods and only 1 shopping center, turned into an annual platform, with our machine on a nationwide agenda.

The machine's influence is so huge on commercial centers that they want to pay for its presence - as it attracts customers - rather than charge for the machine's occupation space.

The action got bigger than the product. Since the brand has only 3% of the market share, many people for the first time had direct contact with the product and not only through communication stimulation.

The spontaneous media generated exceeded 60 times the investment on the machine's development.