National Australia Bank/ NAB Case study BREAK UP by Clemenger BBDO Melbourne


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Industry Banking & Financial Services
Media Case study
Market Australia
Agency Clemenger BBDO Melbourne
Director Gary De The Glue Society
Released November 2011

Credits & Description

Category: Titanium and Integrated
Date of First Appearance: Feb 14 2011
Chairman: James McGrath (Clemenger BBDO Melbourne)
Executive Creative Director: Ant Keogh (Clemenger BBDO Melbourne)
Creatives: Juliain Schreiber , Tom Martin (Clemenger BBDO Melbourne)
Creatives: Rohan Lancaster, Darren Pitt (Clemenger BBDO Melbourne)
Executive Agency Producer: Sonia Von Bibra (Clemenger BBDO Melbourne)
Print Agency Producer: Sharon Adams (Clemenger BBDO Melbourne)
Account Management Team: Simon Lamplough,Tim McColl Jones, Kelly Richardson, Kate McCarthy, Tanya Garma (Clemenger BBDO Melbourne)
Planning & insights Director: Paul Rees Jones (Clemenger BBDO Melbourne)
Director: The Glue Society
DOP/Cinematographer: Danny Ruhlmann plus 63 x field DP's
Executive Producer: Michael Ritchie
Head of Projects, Line Producer: Josh Mullens, Ian Iveson
Production Company: Will O'Rourke
Sound Engineer/Design: Paul Le Couteur (Flagstaff) Paul Taylor/Lukas Farry - (Sound Reservoir) (Flagstaff, Sound Reservoir)
Post Production Company: The Editors/ Frame Set & Match
Music Production Company: Karl Richter (Level Two Music)
Flame Artist: Heather Galvin & Phil Stuart-Jones
Casting: Peta Einberg casting
Digital Production: Eaon Pritchard - Director Digital Innovation Sasha Cunningham - Executive Intera (Clemenger BBDO Melbourne)
Promotion: Paul Campbell (Traffik)
Media placement: Twitter - Online - 14/2/2011
Media placement: Full Page Newspare Ad - Newspaper - 15/2/2011
Media placement: Online Films - Online - 15/2/2011
Media placement: Live Stunts - Outdoor/Online - 15/2/2011
Media placement: Blog - Online - 15/2/2011
Media placement: Publicity - Television/Radio/Online - 15/2/2011

Describe the campaign/entry
Australians have always believed their 4 biggest banks, Commonwealth, Westpac, ANZ and National Australia Bank (NAB) work together fixing fees and eliminating competition. The reality however is the opposite.
One of the four, NAB has in fact invested 2 years making dramatic changes abolishing fees and lowering interest rates, all to be considered fairer and more competitive by customers. But the changes had little impact because the perception of collusion between banks prevented people noticing. NAB needed to somehow make people see the bank they had become. We realised NAB could embrace this perception of being ‘together’ and actually use it to make people see how they had changed. How? By letting them witness NAB break up with the other banks. One powerful public moment, that would capture the media and the nation’s attention. A moment that would make people finally discover NAB was different from the other banks.

Describe how the campaign/entry was launched across each channel in the order of implementation
To alter people’s perceptions, every moment of the break up had to help people believe NAB had changed. It couldn’t be advertising, but instead had to communicate through a channel people already readily believed: the news. Each individual element not only working as a news grab, but when combined, creating a much larger statement. First, the bank posted a tweet about ‘hurting feelings’ everyone spread thinking it was a mistake. Next, a very personal break up letter to the other banks appeared in every major Australian newspaper. 60 films of NAB bankers breaking up with the other banks nationwide launched online. NAB ambushed the other banks with live break up messages on the streets and in the sky; all filmed for more online content. When the media story about NAB’s actions exploded, people were drawn online to a 'break up blog' that let them finally discover all of NAB’s changes.

Give some idea of how successful this campaign/entry was with both client and consumer
In a single day the public’s perception of NAB was absolutely transformed. By simultaneously using multiple channels to create one huge single defining moment of change, the changes the bank had made were given an immediate credibility no traditional ad campaign could possibly deliver. People now see the bank as not only different, more fair and competitive, but also much more relatable and human. The break up itself generated $5 million of earned PR media in a single day. It was the most discussed topic on Twitter in the country. Positive online posts about NAB have increased 320%. There’s been a 79% increase week on week in NAB home loan enquiries. A 50% increase week on week in NAB credit card applications and finally, a 20% increase week on week new transaction accounts being opened.