3. Campaign Summary
TheAssociation ofTexas
Professional Educators (ATPE)
is the largest educator
association for K-12 educators
across the state ofTexas with
over 100,000 active members.
In recent years, the association
has faced the challenge of
attracting younger educators
to join its ranks .
The 2014 membership
campaign aimed at attaining
top of mind with a younger
educator demographic as well
as find new ways of attracting
members to the association
through the use of new brand
positioning, new logo and
digital media placements .
4. ATPE felt the need that a new approach to recruiting needed to be led by
an external full service advertising agency with support and guidance from
the in-house design team at ATPE.
A comprehensive brief therefore was developed by the Marketing
Department, highlighting the key communication benchmarks along with
new audience segments and industry wide recruitment challenges .
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6. The newATPE campaign was launched with a two-fold objective. First to
create awareness of the association and its new brand identity and
positioning.
Second the campaign was to attract a younger teacher demographic by
highlighting the superior product offering of ATPE through a 360
marketing campaign focused primarily through programmatic digital
media and SEM placements as well as OOH and Event marketing.
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16. The 2014 ATPE campaign was part of a multi-pronged three year strategic plan to turnaround ATPE and
help it face the challenges that are impairing the growth of all educator associations across the country.
The campaign was well received by the targeted demographic and aided all local units of ATPE statewide
in their recruitment and retention efforts. The campaign also firmly established ATPE’s new positioning
statement and brand identity across key markets inTexas.
Some of the key achievements for ATPE after the launch of the campaign were:
• Increased registration at ATPE events such as Lobby Day andATPE Summit right after the campaign.
• Stopping membership attrition and replacing retiring members with new educators.
• 1,000 direct conversions through digital advertising
• Over 400 conversions through the Search Engine Marketing
• Nearly 4,500 conversions through the campaign’s direct mail shots
• Over 1,100 conversions achieved through Social Media and Email Shots.
• Campaign achieved its stated target of Average cost per acquisition
18. Campaign Summary
TheAmerican Express Bank
was the second oldest Multi-
national bank in South Asia
which was being taken over by
JS - a prominent local financial
services group.
The Idea of the campaign was
to establish the new bank
brand as a more full service,
credible and performance
driven institution than its elitist
predecessor.
The campaign therefore used
real customers of the bank,
some of whom were opinion
leaders in their respective fields
and built a proposition of
shared values and credibility
from that angle.
19. A comprehensive creative brief highlighting the bank’s background,
communication challenges and the requirements of the campaign were
clearly developed by the MarketingTeam for communication to three
external agencies who then pitched for the business.
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21. Once the creative agency was selected and engaged, a exhaustive strategy
document was prepared between marketing and the account planning
team and was presented to management to crystallize the positioning and
creative slant that the campaign was to take.
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24. The campaign was launched as a 360 degree exercise with both ATL and
BTL footprints. In the first phase of the launch, the corporate brand was
reinforced with the new positioning across multiple media channels such
as print, radio, OOH, the Internet as well as branch branding.
In the second phase, the proposition was expanded to the bank’s new and
broadened product suite thereby creating a lateral link between the
corporate umbrella and various product brands through unified
communications.
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30. The campaign was extremely well received in the domestic market and helped establish JS Bank into a
credible player with all key audience segments.This was despite the fact that the banking industry,
though extremely profitable at the time ,was also extremely competitive (with over 54 players) as well as
extremely regulated by an assertive central bank.
Some of the key achievements that JS Bank managed as a result of its enhanced brand positioning were:
• Achieving break even within four years
• Expanding from 3 branches to a network of 186 online branches
• Expanding the customer base from 48,000 to 110,000 account holders net of attrition
• Having the best Asset to Deposit Ratio (ADR) in the industry
• Establishing a card business of over 30,000 VISA Card holders
• Expanding from zero to 175ATMs within two years
• A trade services franchise book valued at 20,000,000,000
• The fifth highest external remittance processor in the banking industry with an average of 540,000
transactions in the last two years.
• Growth in insurance sales from 1,800,000 to 144,000,000
• A secured consumer asset portfolio of over 6,000 customers
