BREAK UP by Clemenger BBDO Melbourne for National Australia Bank/ NAB

BREAK UP

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Industry Banking & Financial Services
Media Direct marketing
Market Australia
Agency Clemenger BBDO Melbourne
Director Gary De The Glue Society
Released February 2011

Awards

Intercontinental Advertising Cup, 2012
Best of Media - The Grand Cup
Best of Products & Services BEST OF FINANCIAL Cup Winner
Best of Media Best of Campaign Cup Winner

Credits & Description

Category: Financial Products & Services
Advertiser: NATIONAL AUSTRALIA BANK
Product/Service: BANKING
Agency: CLEMENGER BBDO MELBOURNE
Date of First Appearance: Feb 14 2011
Entrant Company: CLEMENGER BBDO MELBOURNE, AUSTRALIA
Chairman: James McGrath (Clemenger BBDO)
Executive Creative Director: Ant Keogh (Clemenger BBDO)
Creative Directors: Juliain Schreiber/Tom Martin (Clemenger BBDO)
Creative Directors: Rohan Lancaster/Darren Pitt (Clemenger BBDO)
Executive Agency Producer: Sonia Von Bibra (Clemenger BBDO)
Print Agency Producer: Sharon Adams (Clemenger BBDO)
Account Management Team: Simon Lamplough/Tim McColl Jones/Kelly Richardson/Kate McCarthy/Tanya Garma (Clemenger BBDO)
Planning / Insights Director: Paul Rees Jones (Clemenger BBDO)
Director: The Glue Society
Director of Photograpy / Cinematographer: Danny Ruhlmann
Executive Producer: Michael Ritchie
Head of Projects, Line Producer: Josh Mullens, Ian Iveson
Production Company: Will O'Rourke
Sound Engineer / Design: Paul Le Couteur/Paul Taylor/Lukas Farry (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
Digital Production: Eaon Pritchard/Sasha Cunningham /Karina De Alwis/Daniel Zabinskas (Clemenger BBDO)
Promotion: Paul Campbell (Traffik)
Media placement: Twitter - Online - 14/2/2011
Media placement: Full Page Newspaper 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 brief/objective of the direct campaign.
The Australian public has always believed their 4 biggest banks, Commonwealth Bank, Westpac, ANZ and National Australia Bank (NAB) work together fixing fees, interest rates and eliminating competition. The reality however is quite the opposite. One of the four, NAB had in fact spent 2 years making dramatic changes such as 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 barely noticing them at all. NAB needed to make people see the bank they have actually become.
Describe the creative solution to the brief/objective with reference to the projected response rates and desired outcome.
We realised the key was to embrace this perception of the bank’s being ‘together’ and actually use it to make people see how NAB 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 just how different NAB had become from the other banks. It would also create the opportunity to invite them to break up with their bank as well. The desired outcome: a 15% increase in home loan enquiries and credit card applications.
Explain why the creative execution was relevant to the product or service.
To change people’s perception, the break up had to live in the news driving people to want to learn more. So everything we created was both shareable and a potential news story. Thus we released a tweet people would investigate, put a very personal break up letter to the other banks in newspapers, planted films to be found online and publicly ambushed the other banks with break up messages. Most importantly, as everything happened it went on a blog, which people visited and finally discovered all of NAB’s changes. It then showed them how to break up with their bank.
Describe the results in as much detail as possible with particular reference to the RESPONSE of the target audience including deliverability statistics, response rates, click throughs, sales cost per response, relationships built and overall return on investment.
The public perception of NAB has been absolutely transformed. 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.