2. Sabadell-United
Bank
Launching a New Brand While Keeping the Classic Values.!
Account Supervisor: Francisco Fargas!
Executive Creative Director: Alberto Jaen!
Art Director: Fermín González!
Strategic Planners: Stephen Conley, Asier Albistur!
3. TASK
A new brand with a long tradition
/ American Bank Mellon-United and Spanish Banco
Sabadell joined together to create a new company with
a strong presence in Florida, and intended to expand to
other States in the US. The new company was to be known
as Sabadell-United Bank, merging together the names of
two reliable financial institutions with a solid trajectory in
their own markets. SCPF was called to launch the bank,
with the objectives of building brand awareness,
positioning the brand through relevant and distinct values
and strengthening links with the current Mellon-United
clients. !
4. CHALLENGES
Matching the expectations of a very special target
/ Sabadell-United was targeting a particular niche-
target. Their key business is private banking, an
exclusive service for only those who have a large amount The freshness of a newcomer!
of money to save and invest. Their client-base is wealthy, Brand attributes! The reliability of an expert!
Personal banking!
powerful and influential. They have very clear ideas
Business-professional profile!
about how to use their money, and their expectations
Union of solid companies!
are over the top. ! More than 100 years of history!
Expected brand experience!
Uncorrupted New ways of banking!
Preferential / personal treatment !
A newcomer in a category that fell in value Control, efficiency!
/ The new bank was to launch in a highly complicated Walking on solid ground!
Trustworthiness through facts!
context. On one hand, they were hard times for the
Return to personal banking! Transparency!
countryʼs economy and for the financial industry. Banks
Excellence, solid foundations!
as a category were suffering from a general lack of
trust by all their audiences. On the other hand, existing
Mellon-United Bank clients were full of doubts and felt
unrest towards what sounded more like an acquisition by
a foreign bank than like an actual strategic alliance (as
stated in focus groups). !
5. STRATEGY
Back to the roots
/ SCPF approached the current situation bringing back the
classic values that had guided Mellonʼs and Sabadellʼs solid
century-long trajectories, but other allegedly more modern
banks had forgotten. That meant they would continue speaking,
performing and relating with clients the way they had done
separately, but with a renewed strength and a deeper focus on
innovation. This message needed to be delivered first
internally, both to employees and current clients, to create
a stronger bond with the new brand.!
A new brand-platform
/ At the same time, SCPF convinced Sabadell-Unitedʼs board of
directors about the inappropriateness of the corporationʼs
existing brand-claim: The value of trust. !
Value and trust, both are relevant and positive concepts.
However, trust is something a brand achieves through time and
deeds. Asking to be trusted wasnʼt enough, it needed to be
proven Sabadell-United deserved it. It was time to develop a
new brand platform that would express the idea in a more
appealing and convincing way. !
6. STRATEGY
“Classic is different to old. Something old is useless, something
classic is still valuable. Classic means prestigious and influential, a
reference new generations keep relying on. Classic values such as
honesty, reliability, integrity and hard work, are those we have
learned from our ancestors and keep taking seriously, as they are still
useful for our modern lives.”!
Images from the Idea Book
7. CREATIVE ROUTE
The campaign would have two phases ! achievements in their lives and tell personal stories that
/ The launching phase was based on visually simple reflect the classic values Sabadell-United seeks to
but powerful ads, in which the new brandʼs logo and enhance. The interviews would be held in Florida
slogan were to be the only focus point. The second landmarks, symbols of economic growth and innovation.
phase was the development of the awareness and The settings would visually contrast with the age of the
positioning campaign. It was based on a big idea: characters, but would somehow have a connection with
using testimonials of real people, not about their their lives and values. !
experience with the bank, but about interesting lifetime
experiences. In interviews, different individuals would The testimonials would later be used in a variety of
express their ideas freely. At times they would be filmed media: print, outdoors, radio and online. The tone of
alone, other times they would interact with other people. ! voice of the campaign was to be realistic and intimate.
The message should be firm and serious, but always
These spokespeople of Sabadell-United would be positive and optimistic.!
elder personalities who have gone through challenges
and have succeeded in overcoming them successfully.
The participants would speak about the ideas and beliefs
that guide their paths, emphasize the failures and
11. Coca-Cola
Coca Cola Classic!
Classic
To Engage New Audiences!
A Brand Seeking
A Brand Seeking to Reconnect with Key Target Audiences!
Account Supervisor: Lais Mathos!
Executive Creative Directors: Alberto Jaen, Philip Bonnery!
Account Supervisor: Lais Mathos!
Art Executive CreativeGonzález, Thadeu Jaen, Philip Bonnery!
Directors: Fermín Directors: Alberto Borges!
Director of Digital: Natalia Rojas! Thadeu Borges!
Art Directors: Fermín González,
Strategic Planner: Asier Albistur!
Director of Digital: Natalia Rojas!
Strategic Planner: Asier Albistur!
12. CHALLENGE
Recovering the appeal of a classic brand !
/ Coca-Cola Classic had lost its connection with
American Hispanic teenagers, who felt that Coke was their
parentsʼ soda, not “cool enough” for the modern times.
Teens had already got affinity for other beverages: flavoured
water, energy drinks, etc. However, they represented the
most coveted and rapidly growing opportunity for the brand,
so Coke had no other choice than to dive in an extremely
competitive and cluttered market to re-engage this key
segment. To do that, Coca-Cola decided to focus on one of
the teenagersʼ main passion points: music. !
As part of the global Coca-Cola music campaign, a
specific campaign was defined for Hispanic teens: the
Taio Cruz Collaboration session. Cruz, currently one of the
hottest music stars with huge multicultural appeal, would
become the cicerone of emerging Latino bands that will, if
chosen by the teenagers, play/sing in his new song. Coca-
Cola entrusted SCPF with creating awareness around the
program and attracting Hispanic kids to participate
actively in the band voting process. !
13. INSIGHTS
The power of music as a cultural catalyst is magnified among Hispanic teens.
“Music empowers Hispanic teens to express and share “Mixing and mashing up is part of the cultural DNA of
whatʼs unique about them. It enables fusion, thus Hispanic bicultural teens: they are used to balancing
generating opportunities to exchange cultural cues. At the inputs from their heritage and mainstream culture every day.!
same time, it reinforces their sense of pride for their They feel inclined to express this unique identity makeup as
heritage and increases the attention towards it.”! their role in influencing pop culture has gained greater
prominence.”!
Hispanic teens are avid music consumers and more active online users.!
Hispanic Average
Teens! Teens!
Hours listening to music (per week)! 24! 16!
Go online every day! 80%! 75%!
Update social network profile at least
78%! 66%!
once a week!
Download music! 70%! 53%!
Upload music I created! 19%! 10%!
Upload videos I created! 32%! 21%!
Upload my photos! 45%! 22%!
Vote/rate online content! 22%! 8%!
Sources: Forrester, TRU.
14. INSPIRATION
Kids donʼt want to be passive audience anymore!
Music before!
“The line between artists and fans has become blurred
Limited distribution, massive appeal, !
and teens are no longer conformed in being just part of the passive consumption!
audience. They seek to leave their footprint in the
entertainment world, and explore and express their own
talents whether through original creations or by using other
Music now! ! !
artistsʼ creations as inspiration.”!
Diversified distribution, niche appeal, !
active use! !
My room, my world, my stage!
“Technology nowadays enables teens to experience the
whole world in their own bedrooms. Their gateway is a
keyboard, a keypad, or a remote control. Or all at the same
time.!
The room is the uttermost expression of their identity and a
place where they are not afraid to be themselves. And
thanks to technology, it has also become a stage from
where to project that unique identity.”!
15. STRATEGY
A win-win approach for the fans, the bands and the brand!
/ Building on the equity of a dialogue SCPF already sparked
with the teenager audience through the 2010 “Secret Formula”
campaign, the 2011 Music Platform would allow the brand to
take a bigger and more active role as enabler in:!
- Helping Hispanic Teens unlock whatʼs unique about their
cultural makeup!
- Acknowledging the value of mixing influences and cultures!
- Using the Collaboration Session to provide Teens with
greater access to the professional aspect of the music world!
- Empowering the target to take their need for self-
expression further in influencing the Session outcome!
- Connecting fans with artists through a direct channel
and constant fluid dialogue !
16. CREATIVE ROUTE
/ SCPF designed different interactive programs within Coca–
Cola Musicʼs Internet Portal, where the whole Collaboration
session platform would be hosted, to stimulate recurring visits
to the site and voting. However, what if voting wasnʼt enough for
Hispanic teens? What were kids taking away from this
initiative? What was the value in voting for unknown bands? !
To make the initiative even more attractive for teens, and
therefore successful, Coca-Cola could offer voters an The portal’s index page.
experience of a lifetime, helping teens find, explore and
unlock talents they didnʼt even realize they possessed. !
How about using their creativity as singers, musicians, video
makers, animators, set designers, dancers… to show their
support for their favorite bands? Their work could be judged
by peers and music professionals to win prizes (through the My
Coke Rewards Platform) and fame, and become more actively
involved in the Collaboration session. Bands could at the same
time participate in the portal by communicating and cheering
their fans, and so could the host Taio Cruz. This positive circle
would maximize participation and encourage word-of-
mouth, making the portal, thus the Coca-Cola brand, more
popular among teenagers. !
17. CREATIVE ROUTE
/ The Collaboration Session platform would allow teens to play
with a user friendly editing and sound mixing studio. The idea
was to give teens a wide variety of options to create,
express and broadcast from their bedroom. Moreover,
considering how eager teens are to interpret and redo the
work of others in their own way, the brand could encourage
Taio Cruz and contender brands to establish a dialogue with
fans, by instigating them with fun challenges on a regular
basis (like creating an album cover or t‐shirts, posters, logos,
pins, hats, stickers…) The web portal would be updated
constantly with new activities, challenges, games, etc.!
18. Gas Natural
Fenosa
Building a Strong International Brand through Diverse Local Campaigns !
Account Supervisor: Arnau Seix !
Account Executive: Vanessa Romano !
Executive Creative Director: Alberto Jaen !
Art Director: Fermín González, local agencies!
Strategic Planner: Asier Albistur !
19. TASK
Building a strong and consistent brand in a large variety
of contexts!
/ Gas Natural Fenosa (GNF) is Spainʼs leading natural gas
supplier. Throughout the last decade it has overcome an
outstanding international growth, and it is now present in
four of the biggest and most challenging Latin American
markets (Argentina, Brasil, Colombia and Mexico). However,
that expansion had not been organized under a
homogeneous regional strategy. Each country, even each
metropolitan area, was approached following various
guidelines, depending on business decisions and specific
characteristics of the local market. There seemed to be
different brands representing the same company. !
In 2010 GNF decided it was time to establish a coherent and
cohesive branding and communication strategy as a way of
re-launching the brand and improving business objectives.
SCPF was chosen for the challenge of defining and
developing a long lasting regional strategy that would
boost GNFʼs business performance. !
20. APPROACH
Clasificación demográfica
Status: el GN como muestra de
una actitud avanzada, de un
estilo de vida superior
A, B, C1
Aspiracional: el GN como un paso
a un status superior
C2
El GN como acceso a las
comodidades de la vida moderna
C3, D1
Organizing messages, understanding consumers,
Desconocedores del gas natural
Presente en Buenos Aires Norte A,B,C del Gas Natural: presentar
y explicar la alternativa
Mercado maduro: gas natural
generalizado (90% penetración)
Nivel de equipamiento alto: cocina, calentador... Énfasis en beneficios del GN
El gas es un bien abundante y tiene un
Situación del mercado Conocedores desinformados
precio competitivo
Nueva construcción
creating a clear route map!
Comparativa y enfoque en marca comercial
Oportunidades de crecimiento
Barrios por urbanizar
Clasificación por afinidad Usuarios de LP
Conocedores no compradores
El acceso es caro; la infraestructura la paga el cliente Barreras
Promotores, constructores
Equipamiento: beneficios de
gasodomésticos. Servigas.
Consumidores nueva construcción Argentina
Público
Vivienda ocupada niveles C3, D1 Compradores cocina Usuarios de electricidad
/ More than as a ad agency and their client, Gas Natural
Cocina eléctrica (nueva construcción)
Competencia Renove. Servigas. Fidelización
marca y prescripción
Es deseado y querido
Bien necesario Percepción Compradores (paquete completo)
Captar clientes en vivienda habitada y
HOGAR Mensajes: vivienda más
nueva construcción Público 80-90% del negocio moderna, mayor valor. B2B,
Incitar el renove de gasodomésticos Objetivos
enfoque en servicio empresa
Financiación de la inversión en profesional y seria.
Fenosa and SCPF worked as close strategic partners,
infraestructura + instalación
Nueva construcción Promotores, constructores
Renovación de equipos y mantenimiento por seguridad Mensajes
Mensaje: el bienestar del hogar
Gas Natural poca presencia. Redes más moderno
desarrolladas en zonas residenciales de
clases altas A,B,C1. Compradores
Vivienda habitada Clientes potenciales
Nuevos clientes Mensajes: facilidades de
Nueva construcción
instalación y financiación.
with hand-by-hand, participating in every important Equipamiento: muy baja
penetración de calentador a gas
Servicios no regulados
Oportunidades de crecimiento
Poco desarrollo de la infraestructura
Tarifa establecida por ley (periodo actual
Situación del mercado
Vivienda habitada
Empresa seria, servicio
profesional y personalizado.
Administradores
Mensajes: beneficios del Gas
Barreras Situación en el mercado
hasta el 2012): hoy en día no es Natural, facilidades de instalación
competitivo en precio respecto al LP y financiación
Segmentos A, B, C1 y C2 de la población
branding and communication decision related to the
Propietario
Administradores de edificios
Público
Nueva construcción Objetivos: captación
Principal proveedor de energía: Objetivos: fidelización y aumento
polivalente y moderno. de gasto unitario (equipamiento y
Servigas). Fomentar el boca a
Utilizado para calentar el agua (chuveiro) Electricidad oreja.
Competencia
companyʼs strategy in Latin America. After several
Mayoritario para cocinar Clientes actuales
Gas LP Brasil Mensajes: mayor eficiencia y
bienestar gracias a un
El gas vinculado casi exclusivamente a la cocina equipamiento más moderno. Un
El agua y la electricidad se perciben servicio de calidad, continuo y
como bienes necesarios, el gas natural personalizado.
Percepción
es visto como un extra para clases
acomodadas COMERCIAL
INDUSTRIAL
meetings and briefing sessions with the companyʼs board
Crear notoriedad y posicionar la marca comercial
Penetración desde la cocina Proyecto de red en desarrollo en un Buzoneo informativo sobre el proyecto
barrio concreto Reuniones con líderes de la comunidad,
Captar nuevos clientes asociaciones vecinales
Objetivos
Sustitución de equipamiento Concentración
eléctrico (calentadores) geográfica:c ampañas de
comunicación masivas son
Aumentar el consumo unitario entre los clientes ineficientes
of directors, SCPF organized the complex grid of business No precio/ahorro
Beneficios de producto
Beneficios emocionales: avance, modernidad
Mensajes
Hogares
Finca conectada a la red de gas:
decisión individual
Finca sin conexión : convencer al
40-50% de la comunidad para que la
inversión sea rentable
Comparativo: se debe dar a conocer el Captación nuevos clientes Puerta a puerta
Administrador
GN como sistema alternativo al LP
(cocina) y a la electricidad (agua
PROCESO DE VENTA
units, objectives, markets and audiences to define a clear
caliente)
Sobre todo en México y Brasil
Gas natural muy generalizado Comunicación individualizada: soportes
Precio competitivo administrativos y comerciales,
promociones...
Presencia alta de Gas Natural: 90% en
zonas asignadas GAS NATURAL FENOSA LATAM
Conexión Habitual en DF
Baja el consumo unitario por vivienda Situación del mercado
!
80% nueva edificación Boca a oreja entre vecinos de la misma comunidad
route map on which to base future campaigns.
Expansión en barrios que se urbanizan Oportunidades de crecimiento En Colombia gran variedad: bancos,
Aumento de equipamiento entre clientes actuales supermercados, estancos...
Puntos de pago
Centros del gas
Clientes potenciales y actuales de todos
Venta de equipamiento
los estratos sociales Puerta a puerta clientes actuales
Público
Visita preventiva de SERVIGAS
Nueva vivienda
Sistema alternativo para calentar agua
Colombia
Competencia
En estratos bajos: ducha eléctrica Apoyo a visitas comerciales
Bienvenida e información para usuarios
Soportes gráficos
El gas es un bien deseado, pero para el Comunicación interna
85% de los clientes su uso se limita a la
cocina Ofertas y promociones para clientes actuales
Percepción
Comunicación con intermediarios:
Aumentar el consumo unitario de los Marketing directo promotores, constructores,
clientes actuales a través de aumentar PUBLICIDAD administradores...
equipamiento Enfocada a generar demanda
Objetivos Comunicación con clientes actuales:
promociones online, espacio privado
Clave: financiación del equipamiento y la instalación
Web Información y posicionamiento de marca
Aspiración a tener mayor bienestar Clientes actuales
(agua caliente) Mensajes Campañas de captación locales
Convencional Publicidad en Centros de Gas
80-90% penetración del gas natural Importante: desarrollar sistema
Monterrey
Familiarizados con gas natural para medir efectividad de las
acciones que se desarrollen
12-13% penetración del gas natural Dos mercados distintos
(300.000 viviendas)
DF y Bajío
Familiarizados con Gas LP Mercados con alta implantación:
Precio competitivo del gas natural, Argentina, Brasil, Colombia
aunque cercano al LP y fluctuante Dos tipos México poca
Monterrey: nueva vivienda y implantación
equipamiento Situación del mercado Declive: conversiones se han reducido al 20-30%
Oportunidades de crecimiento
DF: nuevos clientes Usuarios de franja de kilometraje menor
Oportunidades de crecimiento
Gas LP domina el mercado Flotas comerciales
Situación del mercado
Poco conocimiento del producto o de sus beneficios Poca voluntad política
Poca notoriedad de marca Barreras DF Barreras Alta inversión para conversión
La inversión para la instalación supone Pocos talleres especializados y certificados
una barrera de entrada
Estaciones de servicio propias
Acostumbrados a bombona de gas LP (Colombia+)
Hogares
Usuarios que realizan muchos kilómetros
Gestionan los tanques comunitarios Administradores de fincas o tienen alto consumo de combustible.
Público Consumidores: vehículos privados Usuarios de franjas menores a los que
Constructores y Promotores les salga a cuenta
inmobiliarios
Público Taxis
Empresas más o menos Profesionales y empresas: vehículos comerciales Mercancías
profesionalizadas, la mayoría Flotas
locales o familiares
Autoridades: transporte público
Múltiples operadores de gas LP Competencia México
Gas competitivo en distancias
medias y altas: mayor eficiencia.
Percibidas como conocidas y cercanas
Combustibles fósiles: gasolina y diesel
Gas es igual a LP en DF Competencia Gas mayor autonomía
Se desconocen los beneficios del gas natural
Etanol (importante en Brasil)
El gas natural es caro
Percepción Nuevas tecnologías: vehículos híbridos,
El servicio es malo GNV
DF eléctricos, dual fuel
Poca notoriedad e imagen de marca
comercial de Gas Natural Sistema anticuado y poco "cool"
Reduce potencia
Dar a conocer beneficios del GN
DF Aparatoso
Crear notoriedad y posicionar la marca comercial
Percepción
Captar clientes en vivienda habitada y Objetivos "Esto no es para mí"
nueva construcción DF y Monterrey
Percepción de que está limitado a
transporte público y taxis
No precio, sino ahorro
Aumentar conversiones
Objetivos
Ahorro: mayor confiabilidad y eficiencia
Beneficios: seguridad, comodidad, Hogares "Ecocool"
suministro continuo, facturación
individualizada Mensajes Ahorro por eficiencia. Brasil: menor
Atributos del servicio seriedad, impuesto matriculación.
profesionalidad, calidad Ecología: menor contaminación (no
Mensajes CO2) que combustibles fósiles
Servicio profesional
Administradores Puede ser cool, moderno
Ahorro, beneficios adicionales
Promoción de la categoría: necesario
realizar campañas para cambiar
percepción y generar demanda: si no
hay conversiones, no hay consumo
Comunicación
Convencional
Campañas de publicidad en mercados locales
Internet
B2B: puerta a puerta, marketing directo
Conversión Talleres especializados y certificados
Proceso de venta Estaciones de servicio (algunas propias)
Suministro
Servigas, Comercial, nueva edificación
GAS NATURAL FENOSA.mmap - 2/18/2011 - Mindjet
Examples of planning and mapping exercises for GNF.
21. CHALLENGE
Inciting change in those who donʼt want to switch! gas as a energy source, were widely unknown among
/ Liquid Propane (LP) companies are GNFʼs fiercest consumers. What is more, those who had heard about the
competitors in emerging markets such as Mexico or Brazil. company assumed GNF was just another Liquid Propane
People have been using LP tanks for many decades; it is firm. It was clear the brand hadnʼt been able to convey
a system they are familiar with, easy to install and use. their productʼs advantages clearly. Besides, many of
However, LP gas generates much trouble and discomfort: those who did know about GNF offering a higher quality
having to be constantly alert to refill the tanks, leaks and option would decide not to quit LP gas. The reason? They
explosions due to poor maintenance, frequent fraud… just didnʼt feel it was worth making the effort. They
Despite Focus-group participants claimed they were stated to know natural gas was a better alternative, but the
aware of those problems, they didnʼt seem to drive the well known LP was good “enough” for them. As in the old
need for change. ! Hispanic saying: “It is always better to stick with what you
know.” !
Two showed to be the main reasons for that lack of
interest in natural gas: ignorance and passivity.
Studies showed that GNF as a brand, and even natural
22. STRATEGY
A firmly constructed brand-platform! and more importantly, the platform would help the brand
/ Apart from creating a more appealing and distinctive make a leap from descriptive, rational, product-base
visual style, SCPF convinced GNF to create a unique messages to a more evocative, emotional and
brand-platform that would establish firm foundations for the inspirational communication. Not only would the
long term strategy. This conceptual platform would set up company persuade the audiences with good reasons to
the direction for subsequent specific messages, both in change, but they would also work to generate a positive
content and tone of voice.! attitude towards constant improvement. GNF would
address a special kind of consumer group, those who
Educating the audience, engaging prospect clients! donʼt stick to the old bad things, those who are not
With the new brand platform as a starting point, SCPF satisfied with getting enough, and always ask for more
intended to succeed in overcoming the brandʼs main and better. The ultimate goal was arouse aspiration to
barriers: the lack of knowledge and passive attitude of the belong to that group.!
audiences. On one hand, there was need to create
awareness and educate the audiences about the product
category, natural gas, and the advantages and benefits
obtained from contracting GNF. Their communication had
to be clear, didactic and to-the-point. The idea to convey
was that changing to natural gas from LP gas was a
very easy step, breaking the barrier of On the other hand,
23. BRAND PLATFORM
“What if we never took a step forward? Nothing would
happen. Things would never improve; problems would
never be solved; societies would never evolve. That is
why we need to advance, so that little by little we can
build a better world, inside and outside our homes.!
The day we make a small decision to move ahead we
trigger big changes in the lives of our love ones and
ours. That day we discover all the amazing experiences
we had at hand in every well-known corner, but never
noticed. Our houses becomes our HOMES, places full of
unique moments.!
Who knows, maybe today is that day when you realize
how easy it is to move forward.” !
solution
care
improvement
Easiness
answer
Advance
movement
increase
“Advancing is so easy.”
24. CREATIVE ROUTES
Different approaches within a consistent strategy!
/ Due to the variety of market situations, business objectives
and audiences, various campaigns with specific tactical
approaches had to be developed. Nonetheless, these diverse
communication efforts should always build on a powerful and
consistent brand image and platform. The campaigns were
defined in SCPFʼs office in Miami in a regional basis, and then
adapted to each market by the local agencies in Argentina,
Expansion campaign. Switching to GNF means obtaining benefits so
Brazil, Colombia and Mexico. !
obvious that can be explained in the simplest way: an ABC.!
Equipment campaign.
Discover new happy
moments at home with
Gas Natural Fenosa.!
Gas Natural Fenosa crea más
momentos felices en tu hogar
Descubre todos los momentos que te quedan por vivir
disfrutando de agua caliente sin límites en toda tu casa.
Ha llegado la hora de disfrutar de mayor calidad de vida, gracias al buen uso del agua caliente de manera
constante, fácilmente regulable y con mayor caudal. Descubre lo fácil que es tener un equipamiento de última
generación en casa, más cómodo, fiable y duradero. Con la tranquilidad y seguridad de una instalación certificada.
Qué sencillo es avanzar
Llama ya al 99 307 8121
New Home campaign. You know
www.gasnaturalfenosa.com
itʼs new when it has Gas Natural.!
