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Libro Financial Group
Institute of Communication Agencies, Bronze, Canadian Advertising Success Stories, 2012
Libro Financial Group is a Canadian credit union serving southwestern Ontario. Among young adults, Libro was not seen as a place for day to day banking services.
Libro Financial Group is a Canadian credit union serving southwestern Ontario. Among young adults, Libro was not seen as a place for day to day banking services. Accordingly from 2006 to 2009, the firm's membership decreased from 13.4% to 12.6%. The creative objective of this campaign was to show how improved financial well-being would result from a relationship with Libro through a series of mini-documentaries about everday people who happened to be Libro owners. The campaign primarily used TV to tell these stories. In the first full year of the "Be Libro" campaign, the firm's growth was at least double the objective, while preference and overall awareness all grew significantly.
TruMark Financial Credit Union: Your Trust Matters
Direct Marketing Association - US, Silver, ECHO Awards, 2011
Trumark, a credit union in Philadelphia, USA, wanted to grow by informing eligible consumers that they had the choice of joining.
Trumark, a credit union in Philadelphia, USA, wanted to grow by informing eligible consumers that they had the choice of joining. It chose to launch a television campaign that built on consumers' frustration over big bank bailouts. Various ads featured voiceovers of a common and humble story of how the viewer went to lengths to keep the family comfortable and happy. Accompanying images, however, showed extraordinarily luxurious surroundings and exuded wealth. Each ad ended expressing that it was a shame this wasn't the viewer's life—it was the life of their big bank's CEO. The ads brought 5,000 new accounts for the biggest quarter in TruMark's 60-year history.
Mutual Funds (Emerging Industry Overview)
Gale Emerging Industry Overviews, 2011
This paper provides an overview of the mutual funds industry, primarily in the United States. The paper gives a snapshot summary of the emerging industry in the US, with additional sections on its development, organisation and structure, current conditions and leading companies.
This paper provides an overview of the mutual funds industry, primarily in the United States. The paper gives a snapshot summary of the emerging industry in the US, with additional sections on its development, organisation and structure, current conditions and leading companies. It concludes with a brief section about the industry in other countries ('America and the world') as well as a list of further information sources and reading.
CAJASTUR - School Campaign 2008 - CAJASTUR ¡OF COURSE!
Integrated Marketing Communications Council Europe, Bronze (Cause or Charity/Non-profit Marketing), IMC European Awards 2009
Spanish bank Cajastur was looking to keep its position as the leading bank of Asturias through engaging with the public and reaching potential future customers through schools.
Spanish bank Cajastur was looking to keep its position as the leading bank of Asturias through engaging with the public and reaching potential future customers through schools. The "Cajastur Of Course" campaign involved a road show travelling around participating schools which aimed to teach children about values, road safety and the environment through branded activities appropriate to each age group. The final activity in each class encouraged a class commitment to a change their habits, with the road show revisiting later to assess whether this had been kept, with classes that had being entered in a draw to win an end of term trip. At the end of the campaign, nearly 5,900 school children had participated.
EBS: Investment Account
Institute of Advertising Practitioners in Ireland, Bronze, AdFx Awards, 2008
EBS, a mutual building society in the Irish Republic, wanted to attract an in-flow of investments into a new 12-month, fixed rate savings account for sums over €25,000.
EBS, a mutual building society in the Irish Republic, wanted to attract an in-flow of investments into a new 12-month, fixed rate savings account for sums over €25,000. The communication strategy played to EBS's inherent positioning strengths: its ability to connect with all sections of society and work to the benefit of its members by providing mortgages, savings products and real advice in an educational sense. In order to reach a large audience quickly, a two-tier media strategy using TV and press was employed. The creative idea - 'The smart answer for your savings' - featured educational cues, such as a blackboard, to underpin EBS's reputation of authority and trust. The campaign exceeded its target by 220%.
Piedmont Federal Savings and Loan Association: It's Your Mortgage. Keep It Here. campaign
, Encyclopedia of Major Marketing Campaigns, Volume 2, 2007, pp. 1341-1344
In 2003 Piedmont Federal Savings and Loan Association was composed of 10 branches, making it the third-largest financial institution in North Carolina.
In 2003 Piedmont Federal Savings and Loan Association was composed of 10 branches, making it the third-largest financial institution in North Carolina. Piedmont Federal operated as a "portfolio lender," meaning it lent only its money and kept all mortgages in-house. This time-tested method of financing provided greater security for homebuyers but usually resulted in higher interest rates. In order to unbind their capital, Piedmont Federal's competition usually sold mortgages to third-party institutions. Though the interest rates were cheaper, the competition's customers were usually unaware of who actually carried their mortgages. Between 2000 and 2002, 29 percent of Piedmont Federal's customers left for banks, credit unions, and mortgage brokers offering lower interest rates. To restore Piedmont Federal's customer base and accentuate its safer method of financing, the bank released a campaign titled "It's Your Mortgage. Keep It Here."Based in Winston-Salem, which was also home to Piedmont Federal's headquarters, the advertising firm the Woodbine Agency launched the "It's Your Mortgage. Keep It Here." campaign in January 2003. Costing less than $500,000, the campaign used television and radio spots as well as print, direct-mail, and online ads. The advertisements never mentioned interest rates, something Piedmont Federal's competition focused on, but instead touted Piedmont Federal's safer mortgaging. One of the print ads featured the copy "Separation anxiety shouldn't apply to your mortgage." Hoping that realtors would recommend Piedmont Federal as a preferred lender to homebuyers, the bank's loan officers distributed house-hunting kits to local realtors. After running for 18 months, the campaign ended in June 2004."It's Your Mortgage. Keep It Here." claimed a Silver EFFIE Award in 2005 for the Financial Services/Products category. It also helped Piedmont Federal rebuild its customer base. The bank originated 21 percent more mortgages during the campaign than during the 18 months prior. According to Market Perspectives, a marketing research and consulting firm, 49 percent of those surveyed in the Winston-Salem area said that they were "more likely to use Piedmont Financial Services because of advertising."
Britannia - Keeping Britannia great: a small share of voice needs a big idea
Alan Read and Polly Evelegh, Institute of Practitioners in Advertising, Silver Medal, IPA Effectiveness Awards 2002
This silver-winning paper demonstrates that it’s what you do with what you’ve got that matters. With just 0.32% advertising share of voice, Britannia Building Society met ambitious marketing objectives,following the launch of a new campaign.
This silver-winning paper demonstrates that it’s what you do with what you’ve got that matters. With just 0.32% advertising share of voice, Britannia Building Society met ambitious marketing objectives,following the launch of a new campaign. Saliency increased from 17% to 29%; consideration leapt from just 4% to 20%, whilst mortgage advances increased 68% year-on-year, versus market growth of 17.8%. This was achieved by the campaign adopting a big idea that was used on every ‘piece’ of communications. Effective share of voice increased because each piece of communication reinforced the other.
The Branch is Dead, Long Live the Internet
Ann Whalley and Rosemary Hadden, Market Research Society, Annual Conference, 2002
Research played a major role in developing Abbey National’s Convenience Retailing strategy in 1999, at a time when share prices in the industry were falling.
Research played a major role in developing Abbey National’s Convenience Retailing strategy in 1999, at a time when share prices in the industry were falling. The strategy included the introduction of Costa coffee shops into some of its branches, with the aim of providing a more enriching experience for its consumers. Local branches remain popular, with around 60% of consumers preferring to conduct their financial affairs in this way, ahead of telephone and internet banking.
Richmond Savings Image Campaign
Kerrie Couttie, Institute of Communication Agencies, Canadian Advertising Success Stories, 1997
In 1991, Richmond Savings developed an aggressive 10 year plan calling for membership and asset base to more than double by 2001 and for the company's unaided awareness to reach 25% against the existing benchmark of 5%.
In 1991, Richmond Savings developed an aggressive 10 year plan calling for membership and asset base to more than double by 2001 and for the company's unaided awareness to reach 25% against the existing benchmark of 5%. The decision was made to focus on dissatisfied bank customers using the rallying cry: 'We're not a bank. We're better.' The advertising has concentrated on humor with the launch of the fictional Humungous Bank which has resulted in $300,000 worth of editorial coverage. In 1997, membership has risen by 54%, assets under administration have doubled and unaided awareness has risen to 16%.
Cheltenham & Gloucester: 'We're here to make you richer'
Hamish Pringle and Simon Law, Institute of Practitioners in Advertising, IPA Effectiveness Awards, 1996
Paper in two parts. Part 1 describes the TV corporate image campaign for Cheltenham & Gloucester, to improve perceptions of size and distinctiveness; Part 2 a TV campaign in 1995 to drive sales of mortgages and gain market share in this sector.
Paper in two parts. Part 1 describes the TV corporate image campaign for Cheltenham & Gloucester, to improve perceptions of size and distinctiveness; Part 2 a TV campaign in 1995 to drive sales of mortgages and gain market share in this sector. Part 1: rationale described; TGI cluster analysis used to identify consumer segments and related to core / non-core regions; hypothesis confirmed that C&G lacked awareness and consumer standing was inhibiting growth among the `risk-averse'; qualitative research supported hypotheses about key points, leading to corporate advertising strategy (described). TV advertising in 6 regions. Results: increased awareness, advertised versus non-advertised regions (FRS); attitudes shifts ditto (HPI); qualitative research confirms communication of key points. Part 2: need to overcome sluggish housing market, promoting new `no strings' policy; TV as well as traditional press. Copy/weight combinations tested in various regions, 1994. `Cash Gift' promotion advertised on TV 1995. Mortgage share of new business rose to 6.15% from 5.31%. Evidence that both corporate awareness and sales coincided with advertising periods, also telephone enquiries. Increased consideration of C&G for mortgages in 1995 (HPI). Advertising periods estimated to have produced £638.5 million of new business (calculation given). Factors discounted: increased distribution via Lloyds Bank; relative strength of the product offer (`Cash Gift'); increased share of voice; increased product press advertising; PR. Supporting evidence: telephone enquiries, proportion of re-mortgages against new mortgages, proportion of direct against indirect business.
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