Itau Bank Promo LIVING WORDS by DraftFCB Rio De Janeiro

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Industry Banking & Financial Services
Media Promo & PR
Market Brazil
Agency DraftFCB Rio De Janeiro
Creative Director Rui Gonçalves Piranda
Art Director Vlademir Minharro, Rodrigo Alves Da Silveira Lebrun, Jacqueline Leutwieler, Leandro Belchior
Copywriter Luís Tadeu Santos, Yara Xavier, Viviane Silva
Producer Alexandre Schulz
Released March 2010

Credits & Description

Category: Best Use of Guerilla Marketing in a Promotional Campaign
Product/Service: BANK
Date of First Appearance: Mar 8 2010
Entrant Company: GIOVANNI+DRAFTFCB, Rio de Janeiro, BRAZIL
Entry URL:
Creative Director: Rui Piranda (Giovanni + Draftfcb)
Creative Supervisor: Tania Hübner/Alice Leite (Giovanni + Draftfcb)
Art Director: Jacqueline Leutwieler/Leandro Belchior/Rodrigo Silveira/Vlademir Minharro (Giovanni + Draftfcb)
Copywriter: Yara Xavier/Viviane Silva/Luís Tadeu (Giovanni + Draftfcb)
Producer: Alexandre Schulz (Giovanni + Draftfcb)
Digital Creative Director/Digital Creative Supervisor: Tulio Paiva/Diogo Borges (Giovanni + Draftfcb)
Digital Art Director: Paulo Righini (Giovanni + Draftfcb)
Digital Copywriter: Hilson Okada/Paulo Maia (Giovanni + Draftfcb)
Accounting Management Team: Patricia Marinho/Tatiana Mazza/Daniel Gabriolli/Marianna Sergio/Kauê Secco (Giovanni + Draftfcb)
IT Team: Gerson Lupatinni/Marcio Bueno/Marcel Marques/Fabio Soares Kleber Oliveira (Giovanni + Draftfcb)
Media placement: Teaser: Words Parade - Ambient Midia - 08/03/2010
Media placement: Incorporation Of The Words To The Furniture - Ambient Midia - 11/03/2010
Media placement: Direct Mail, Email Mkt, Hotsite, LED Big Screen - Internal Mail, Intranet, Ambient Midia - 18/03/2010
Media placement: Banner - Internal TVs - 22/03/2010
Media placement: Banner - Internal TVs - 29/03/2010
Media placement: Banner - Internal TVs - 05/04/2010
Media placement: Email Mkt - Intranet - 09/04/2010

Describe the objective of the promotion.
From the merger of two of the biggest Brazilian banks, the culture of one should not have preponderance on the other. It was necessary to launch foundations of a new culture, promoting values that would rule the brand-new institution together with its 103,000 collaborators. It meant a sensitisation of the internal public of the bank conglomerate, regarding a new manner of acting and thinking in order to mobilise this same public for the construction of the biggest bank of the Southern Hemisphere, and one of the 20 biggest ones in the world.

Describe how the promotion developed from concept to implementation.
The solution was the creation of mock-ups of 20 words that represented the best values of new institution, impelling the target to interact with these giant words by means of guerilla actions, performances, and media environment. As teasers, words paraded through halls/offices of the conglomerate for three days. After, they were incorporated to the furniture. Collaborators were stimulated to vote (MD/e-mail/internal TVs) through a hot website, electing the word that motivated them most to awake and go to their workplace. Results were presented in real time via a LED screen: the more votes received, the bigger the word appeared.

Explain why the method of promotion was most relevant to the product or service.
If the intention was a sensitisation and mobilisation of internal public, the solution has been really ideal. Besides materialising abstract values, mock-ups caused a big surprise and sharpened curiosity when have been exhibited in the institution environments. This incited a very positive mood for the future voting, as well as for the assimilation of new values and new culture. Now, after being incorporated to the decoration of HQ buildings, words are able to recall Itaú Unibanco values each time their collaborators look at them, evoking suitable attitudes inside the organisation.

Describe the success of the promotion with both client and consumer including some quantifiable results.
Numerically it was the most expressive result in the history of internal communication of both institutions: 30,000 votes in the first day and 141,000 by the end of the election; from which 69,000 have been unique votes. That means, almost 70% of collaborator participation. But the very big challenge has been of qualitative aspect: this campaign had a largely positive impact that accelerated assimilation of the new Itaú Unibanco culture and gained a very remarkable remembrance for this action, and widespread values will be remembered.