Australians have always believed their four biggest banks, Commonwealth, ANZ, Westpac and NAB work together fixing fees and eliminating competition. The reality for one of the four however is the opposite. NAB had invested two years making dramatic changes to be considered fairer and more competitive by its customers but these changes had limited impact because of the perceived collusion between the ‘Big 4’. Instead of fighting this perception of the banks being ‘together’, it embraced it by letting the public witness NAB break up with the other banks.
The idea: Getting people to openly witness NAB breaking up with the other major banks. It literally reversed the power of the competition against itself to underscore the difference between NAB and its competitors in a precisely orchestrated campaign the made full use of all communication channels in a timely and impactful way. The idea needed to engage over three very deliberate phases: seed / impact / extend working as both advertising and communicating through channels peopled readily believed, the news.
During ‘Break Up’, 180,000 new-to-bank customers joined NAB while customer defections reduced by 27 per cent, delivering a 61 per cent net growth. Over the last 12 months this delivered a 205 per cent ROI based on acquired and retained customers. All of NAB’s brand perception scores increased considerably, more than doubling its reputation for being ‘different’ and its ‘fairness’ reputation gap grew four fold over the competition. The Break Up cemented NAB in the public consciousness, but beyond the campaign itself, its real legacy has been to create a platform that’s delivering a financial performance well above market growth.
In 2011, Mountain Dew had three new flavours to launch in New Zealand. The client hoped these new variants would change Mountain Dew’s fortunes. Although a major player globally, Mountain Dew was a tiny business in New Zealand, with years of growth that had fluctuated between negative and single digits. The brand was also in poor shape. Under a third of young New Zealanders said they’d consider Mountain Dew. Despite these issues, the sales targets for the three new variants were aggressive. The client benchmarked against the most successful ever New Zealand Mountain Dew variant launch – and targeted three times that success.
The global brand strapline for Mountain Dew has been ‘Do the Dew’ for many years. ‘Do the Dew’ is a philosophy, an attitude and approach to life. It says get out there, do what you love, push the boundaries, do something mental and give it everything. But the target had rejected the American TVCs that communicated this strapline in the past. They didn’t find the ads authentic. So rather than communicating Mountain Dew’s strapline in advertising, the agency reasoned that it would appeal more to the target if the brand did something that brought its philosophy to life. A grand gesture or a big event. Itcreated a skatepark like no other: a fully functioning giant pinball machine that enabled skaters and BMX bike riders to become human pinballs.
The Skatepark brought Mountain Dew global media attention and the instant adoration of young New Zealanders. The campaign tracked at the very top of Millward Brown norms, brand health shot up and consideration, trial and repeat purchase skyrocketed. Sales snowballed and for the first time, Mountain Dew became a true commercial success in New Zealand.