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NCB Consumer Finance: Winning consumers with emotions rather than promotions
Naren Chandra and Suleman Abdullah, Case Studies on Warc, PG Integrated, October 2013
This case study describes how NCB, a commercial bank in Saudi Arabia, avoided getting stuck in a competitive price war by appealing to consumers with an emotional campaign.
This case study describes how NCB, a commercial bank in Saudi Arabia, avoided getting stuck in a competitive price war by appealing to consumers with an emotional campaign. It targeted young and ambitious Saudis who have become smart bargain hunters and appealed to them with the proposition that NCB would fulfil their dreams. TV was used for the launch thematic ads, supported by a strong focus on digital media and consistent use of print and outdoor. The campaign generated the highest levels of unaided awareness in the category and grew both sales leads and conversions. After this campaign, two competitors followed the same approach by launching thematic campaigns for their consumer finance portfolio.
American Express: Talking Tags
Direct Marketing Association - US, Bronze, DMA International ECHO Awards, 2013
This case study describes how American Express, the credit card company, marketed supplementary cards to existing customers of other credit products in Australia through direct mail.
This case study describes how American Express, the credit card company, marketed supplementary cards to existing customers of other credit products in Australia through direct mail. In a challenging market - due to strong competition and difficult economic circumstances prompting people to reduce their debt - the company used direct mail to encourage cardholders to give family members a supplementary card. Previous campaigns had found that cardholders liked membership rewards and that supplementary cards were popular at Christmas. A gift tag was attached to the direct mail, and when the company website was visited and this tag held in front of a webcam, it told the person how 'naughty or nice' they had been. To continue the Christmas theme, users could then browse different characters and voices and print out corresponding tags to send to friends. This campaign had an acquisition rate 50% better than previous campaigns, with a reduced cost per acquisition.
Direct Marketing Association - US, Gold, DMA International ECHO Awards, 2013
This case study describes a campaign in Norway for DNB, the financial services company, that launched a new savings product.
This case study describes a campaign in Norway for DNB, the financial services company, that launched a new savings product. Using the message 'Some people strike lucky. For the rest of us it makes sense to save', the campaign involved a hunt for buried treasure in Norway. A television ad featured a treasure chest being stolen by thieves, with radio, television, social media and online channels used to encourage everyone to search for it. Consumers who took part received further marketing communications and were directed towards the company's website. DNB increased the number of savings sign ups by 500% year-on-year, with 30% of these set up online by the customer.
Bank of Montreal: Ticket to Paradise Facebook Contest
Direct Marketing Association - US, Bronze, DMA International ECHO Awards, 2013
This case study describes a campaign by Bank of Montreal (BMO) in Canada which sought to increase the impact of an existing air miles product, by using social media.
This case study describes a campaign by Bank of Montreal (BMO) in Canada which sought to increase the impact of an existing air miles product, by using social media. A travel themed Facebook competition offer was employed, promoted through paid online ads and proprietary marketing channels. The campaign aimed to increase the number of brand 'likes' on Facebook, increase content registrations and engage existing and prospective cardholders with the benefits of the product.
ABN AMRO: Queen's Day cash box
Direct Marketing Association - US, Silver, DMA International ECHO Awards, 2013
This case study describes how ABN AMRO, the bank, promoted its youth account in the Netherlands by focusing on a single day.
This case study describes how ABN AMRO, the bank, promoted its youth account in the Netherlands by focusing on a single day. The bank sought to persuade parents that younger children (aged 6-12) should be able to manage a bank account, and that this forms a valuable part of their financial education. Queen's Day is a national holiday featuring widespread flea markets; this day was chosen as parents and children commonly cooperate over money. The campaign started two weeks before the event with in-store advertising and was developed through a website, direct mail, and online and print ads. Build-your-own cash boxes were distributed to children with ABN Amro branding and information about the youth account. 200% more accounts were opened compared to the same period in a previous year and on Queen's Day itself, there was a 300% increase in opened accounts.
Westpac: Still Flatting?
The Communication Agencies Association of New Zealand, Silver, New Zealand Effie Awards, 2013
This case study explains how Westpac, the bank, distinguished its brand from the competition in order to increase its share of the New Zealand mortgage market.
This case study explains how Westpac, the bank, distinguished its brand from the competition in order to increase its share of the New Zealand mortgage market. Other bank advertising presented idealistic images of people buying homes, so Westpac used a campaign which presented the difficulties of a first-time-buyer couple and how the company could help them. This campaign ran across television and other channels and was established over 6-8 months. Digital channels were also utilised through exclusive partnerships with certain real estate websites.
Mach by Hong Leong: Creating a brand for a younger market
Nisha Roy, Warc Prize for Asian Strategy, Entrant, 2013
This case study describes the creation of Mach Bank, a sub brand of Hong Leung Bank of Malaysia designed to appeal to adults aged 20-29.
This case study describes the creation of Mach Bank, a sub brand of Hong Leung Bank of Malaysia designed to appeal to adults aged 20-29. Malaysia had a young population - 58% were below 30 - who saw money as a means to short term pleasure. But Hong Leung's advertising had hitherto portrayed personal finance as involving saving, security and delayed gratification: appealing to older generations, but alienating to the country's largest demographic. Mach Bank addressed this by marketing banking as a faster route to the purchase of expensive luxuries, such as electric guitars or cars. The campaign featured TV, press and online ads. Eight months after launch Mach Bank had a loan base of $3.6 million, a $1 million savings base and 84% of its customers were from the target segment.
Making Axis Bank relevant to a new and emerging India
Rajiv Singh, Warc Prize for Asian Strategy, Entrant, 2013
This case study describes how Axis Bank sought to increase brand recall and consideration amongst India's youth through repositioning the brand.
This case study describes how Axis Bank sought to increase brand recall and consideration amongst India's youth through repositioning the brand. Axis Bank was India's third largest private sector bank, with a strong and growing business. However, brand recall and consideration lagged behind the size of the business, particularly amongst younger consumer. Axis feared that the bank would become increasingly irrelevant as those younger consumers formed a greater proportion of the market. Younger consumers were targeted with stories of common life milestones. A number of new products were also launched to appeal to sub-segments of the target group. The campaign began with a video released on social media and was followed up with digital advertising, a campaign website and a YouTube page. Offline strategy included outdoor advertising and television. The campaign led to an increase in spontaneous brand recall, greater brand relevance to younger age groups, and a stronger social media presence for the brand.
Union Bank of India: Celebrating the unsung heroes behind India's champions
Toru Jhaveri, Sanchari Chakrabarty and Aditya Kanthy, Warc Prize for Asian Strategy, Entrant, 2013
This case study describes a campaign by Union Bank of India to stand out from its fellow state bank competitors, which made up 75% of India's finance industry, and capture the business of younger Indians, whose values were changing compared to previous generations.
This case study describes a campaign by Union Bank of India to stand out from its fellow state bank competitors, which made up 75% of India's finance industry, and capture the business of younger Indians, whose values were changing compared to previous generations. The two values that Union Bank felt would appeal to all Indians were familial aspiration and fascination with the country's celebrities. The bank brought these together with its campaign strapline: 'Your dreams are not yours alone'. It featured a roster of high profile Indians, including cricketer Sachin Tandulker. In the ads, which were primarily broadcast through TV, a supportive family member or mentor of a celebrity appeared and gave a voice over, suggesting that success came only with shared effort. Two months into the campaign, new account openings had increased 40%, deposits by 9.5% and online transactions by 29%.
Kotak Mahindra Bank: Subbu 6% campaign
Karthi Marshan, Khushnum Ichhaporia and D. Ramakrishnan, Warc Prize for Asian Strategy, Entrant, 2013
This case study details a campaign by Kotak Mahindra Bank of India to explain to customers the benefits of its new savings account, which increased interest rates from 4% to 6%.
This case study details a campaign by Kotak Mahindra Bank of India to explain to customers the benefits of its new savings account, which increased interest rates from 4% to 6%. The campaign's quantifiable objectives included increasing acquisition of new bank customers by 20%, and to increase brand awareness by 20%. Advertising, which included display, outdoor, online and TV, featured a character called 'Subbu', who was designed to appear wise and approachable in statistics and money matters. Subbu's main message was that a 2% increase from a 4% rate meant 50% more interest for customers. The bank saw a 20% increase in its acquisition of savings accounts, a 50% increase in average volumes of savings and a 10% increase in unaided brand awareness.
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