Case study · Hajj Nasr · F&B · Lebanon
Two months to grow a branch.
Hajj Nasr has been wrapping sandwiches since 1975. One of its younger branches had everything but a marketing engine: a loved product, a good corner, and fundamentals nobody had the time to run. We asked for two months and a modest budget to build that engine and show what the basics can do.
The starting point
A good branch, waiting for its neighbourhood.
The product was right and the corner was right. What the branch did not have yet was the machinery that brings a neighbourhood through the door week after week: a properly built campaign, offers people can act on today, a feed with a voice. We were sure enough of that to ask for two months.
The shape of the sprint, drawn from the story. Illustrative, not audited figures.
Two months
The basics, done properly.
Nothing exotic. No big budget. The fundamentals of bringing a neighbourhood through a door, executed with care, during a war.
Ads Manager, the correct way
A Meta campaign built with proper structure and local targeting around the branch, with offers people could act on the same day. This alone moved the numbers.
Creative that sounds like Hajj Nasr
Copy with a wink, product shot like it deserves, the brand’s voice in every frame. Fifty years of character, made current.
Customer experience
What happens after the ad: the counter, the wait, the wrap, the follow-through. Growth that doesn’t leak.
Inside the team
Sales, quarterly targets, the technical setup. We sat on the client’s side of the table, not across from it.
The feed
Fifty years old. Never looked younger.
Day to day, the account became the brand’s voice: the sandwiches, the jokes, the people who make it, the neighbourhood.
Some of what ran
Scroll sideways · Reels play in place
How we work
At Good Timbers it was never only about the creative. We got into the sales, the technical setup, the customer experience, the quarterly targets. We became part of the Hajj Nasr team, for real.
Two years later
The branch grew, and kept growing.
Sales climbed inside the two months, on a modest budget, in the hardest year Lebanese F&B has had. That was two years ago. The branch has grown since, under the leadership of Mr. Noel Nasr, and Hajj Nasr keeps opening doors. We are glad to have contributed a little to a brand like that.
And when the next branch opened, the opening was ours to run.
“One can find a creative team, one can find a technically proficient one, but to find a team who cares about your business more than you do… it’s rare. Good Timbers should be called Great Timbers, or even Miraculous Timbers.”
Noel NasrCEO, Hajj Nasr
Chapter two · A new branch
Then they opened another, and asked us to launch it.
Trust earned in two months turns into the next brief. For the opening, we asked the city one question, then answered it item by item: have you tried the eggs and cream? The sausage? The chicken? An LED billboard series across the city, alongside creators who already ate there.
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