The document provides information on the launch of Buss Bank's mobile app, including target demographics and communication strategies. 44% of Nigerians belong to SEC D/E, with 56% in the growing middle class. The app targets SEC A-C (18-45 years old). Media plans include digital, radio, and TV, focusing on Lagos, Abuja, Port Harcourt. Objectives are 70% reach in the first week and 5+ weekly frequency for 8 weeks. SWOT and internal/external communication strategies are outlined. The response provides steps the communications director would take if fraud or a media crisis occurred after launch.

1. BUSS BANK MOBILE APP LAUNCH
COMMUNICATION BREIF

2. SEC A (LSM 15-17) 1%
SEC B (LSM 11-14) 4%
SEC C (LSM 6-10) 39%
SEC D (LSM 3-5) 44%
SEC E (LSM1-2) 12%
44% belong to ABC population
Framework for App Launch
Population composition – SEC groupings
Socio-Economic Classification
56% belong to D/E
The middle class is growing in Nigeria. This is in response to increased urbanisation, more education opportunities and rising income.
Youths are getting increasingly wealthier because of the booming entertainment and music industries.
However, recent economic trends is leading to reduced disposable income across all segments of the population

3. • This target group is
more receptive to
advertising.
• They prefer TV
first as a channel
• Communication
targeting them using
their programmes of
primary interest .
• This target group is
receptive, but not too
open to Ad as they
are very impatient &
adventurous.
• Digital Media is their
most preferable
channel, followed by
TV & Radio as they
hardly read
Newspapers
• The young adults in
Nigeria are more
ambitious &
energetic
• They form the core
of most advertisers
TG as they are
pacesetters and
trend setters of the
Nigeria Economy.
• They prefer TV &
Digital
• The adult target group
is more conservative.
• They are the mirror of
the teenage group
• They prefer the Print,
TV & Radio as channel
• This group are more
African as they prefer more
family engagement &
gatherings, making them
less receptive to
Advertising.
• They mainly watch TV
and listen to Radio
sparingly, but read more
of Newspaper & political
journals for News.
Age and Lifestyle profiling
Under 16 years(19%) 16 – 24 years(32%) 25 – 34 years (27%) 35 – 49 years (16%) 50 years & Above (7%)
The typical Nigerian is fashionable, adventurous and loves entertainment.

4. Media Penetration 2014
Radio has the highest penetration in Nigeria. Most HNI clients listen to favourite stations on the way to and
from work.

5. TV Outlook in Nigeria
LAGOS Reach/pop
STATION %
ONTV 34
GALAXY 21
TVC 10
STV 9
AIT 6
LTV 6
CHANNELS 5
MITV 4
NTA 2 2
SUPERSCREEN 2
NORTH CENTRAL Reach/pop
STATION %
NTA MAKUDI 13
CTV LOKOJA 9
AIT ABUJA 9
NTA ILORIN 7
NTA MINNA 7
NTA JOS 7
PRTV JOS 6
BTV MAKUDI 6
NBS TV 5
KSTV ILORIN 4
SOUTH SOUTH Reach/pop SOUTH EAST Reach/pop SOUTH WEST Reach/pop
STATION % STATION %
STATION %
NTA OWERRI 19
EKITI TV 9
AKBC UYO 13 ABS AWKA 18 NTA IBADAN 9
NTA PH 9 ETV ENUGU 9 OSBC AKURE 7
NTA YENAGOA 8 NTA ABA 9 OSBC OSOGBO 6
CRTV CALABAR 7 ORIENT TV OWERRI 9 GALAXY IBADAN 6
STV 7 NTA AWKA 7 NTA ILE – IFE 6
NTA UYO 7 EBS ABAKALIKKI 6 NTA AKURE 6
AIT PH 7
ITV BENIN 6
AIT ENUGU 4 BCOS IBADAN 5
DBS WARRI 6 NTA ONITSHA 3 NTA ABEOKUTA 5
RSTV PH 5 BCA TV UMUAHIA 2 OGTV ABEOKUTA 5
Terrestrial stations have widest reach but Cable TV has higher penetration among TG

6. Radio Outlook in Nigeria
Over 135 licensed Radio stations:
•1 Federal Network (FRCN with 40
individual stations)
•Over 63 State owned stations (On AM and
FM bands)
•Over 60 Privately owned stations
•27 Campus Radio
•9 Community stations
Source: MPS
Trends
• Increase in the number of specialized Radio
stationsSports Radio and Traffic Radio, Women FM
• Live broadcast of EPL & other foreign football leagues
on radio-Brila FM and Nigeria Info
• Three key Radio stations have grown to mini networks
with regional strength – Cool Fm/ Wazobia, Rhythm
FM and Brila FM
Peak periods: Weekdays; Morning (6am-9am) and Evenings (4pm-8pm)

7. Competitive Landscape
Metrics Financial services
Value proposition 24/7 banking,
Differentiation Great user-interface, easy navigation, PIN and Token access
Persona Hip, Fast, Convenient
Target group SEC: A,B,C (18-45y0)
Marketing channels Social Media (Twitter, Youtube, Facebook, Instagram) iOS and Android Play store, Radio,
TV, Online

8. Strategy
Functional Proposition
• Ability to send mobile money via sms codes and the ability to operate a single interface for multiple
bank accounts (outside Buzz Bank), complete with the capability to perform a suite of e-transactions
• Provides multiple payment options with all major billers and instant receipt generation and detailed
transaction reports
Emotional Proposition
• Comfort: a life of comfort and convenience
• Aspirational: a sense of advancement into an upper-class
Brand Proposition
• Launch the App in the most cost effective way that will resonate with early adopters, influencers and
other critical audiences
• Get all online banking users to First Bank App users with the first try
• Derive commercial and brand capital from the success of the app to reposition Buzz brand as the
market leader

9. • Brand Target Audience: Male/Female, 18 – 55yrs, ABC1C2
• Communication Target: Male/Female, 25 – 45yrs, C1C2
Target Audience Analysis
• Buzz Bank’s users will span the entire adult upper class economic segments – SEC ABC,
18 – 55yrs
Communication however will be skewed to the most viable segments addressable using
media
25 – 45yrs, C1C2
• Middle class individuals still in their prime career-wise with need for on-the-go banking
services
• Tech-savvy, open to exploring new technology
• Economically independent with some disposable income
• They are cost-conscious and so settle for value; supplementary goods and services that
give same fulfillment as their HNI counterparts
• Our target definition there is
• Male/Female, 25 – 45yrs, C1C2, in urban areas of Lagos, Abuja and PH
Target Audience Mapping

10. Numerical Representation
Male,
55%
Female,
45%
Gender Split
Total 60,875,676
Lagos 11,050,651
Abuja 2,733,605
Rivers 1,191,420
Lagos
%71
Rivers
%22
Abuja
%7
A,B,
33%
C
67%
SEC Split
Source: AMPS, NCC

11. TG Psychographics
• Buzz Bank’s customers are:
• Social
• Technologically aware
• Educated
• Comfort-conscious
• Loyal to great brands
85%
83%
47%
69% 71%
66%
53%
Tech-savvy Cost conscious Mobile Banking Multiple Accounts Single Account Convienence Multiple
Devices

12. Communication Objectives
Focus
• Drive awareness for Buzz Bank’s app and services
• Use the broad awareness campaign to drive ROI
Media Objectives
• Achieve reach of 70% TG after first week of campaign
• Average frequency of 5+ weekly for the first 8 weeks of campaign
Target platforms
• Internet
• Radio
• Television

13. SWOT
Strengths
• Proven innovative technology
• Improvement on banking performance
• Strong buy-in from stakeholders
Weaknesses
• Perception of additional cost
incurred
• Consumer apathy for host
bank services
• Possible bugs on app
Threats
• Consumer resistance (strong
psychological barrier)
• Uptake not wide enough to drive
adoption by all
• Availability to affordable data
services
Opportunities
• Cyber safety as top of people’s mind
• Partnerships with third parties (Telco’s,
Platform integrators)
• Creates multi-touch points for consumers
• Advance people’s lifestyles

14. Internal Communications Strategy
Strategy Purpose Intended result Communications team
role
Commencement
Date
Intranet
Email blast to staff Inform, engage Employees understand
our purpose, progress,
and how they connect
Consult, develop, test app
internally
3 weeks before
launch
Meetings
Coffee with director Inform, clarify,
exchange
Attend, notes if required
Leadership team employee
meeting (open to all)
Model open
organization, inform
Take notes
All-manager meetings Inform, clarify Respond to questions
“Branding” and
organizational identity
Align team Unveil assets
announcing launch on
signage, social media,
websites
Coordinate and support Launch day
*External Communication Mirrors same, with extensive media plan across board

15. The following week after launching the APP, Buzz Bank receives a call from the police that a customer has been defrauded of
N10m. Further internal investigations confirms that an employee in the R&D dept has a cloned version of the app in
circulation;
1. As the communications director, how do you advise Buzz Bank to manage this?
- Signal warning to staff by communicating that culprits have been apprehended and funds recovered
- Set up town hall meetings with HR in loop on corporate efficiency and company values
- With legal team, petition copyright infringement and have iOS and Android block said app’s from their platforms
- Have the most senior staff member (CEO/MD) write a direct mail decrying the situation, rewarding teams who discovered the fraud
and expressing the consequences guilty parties will face
- In the event the news leaks, prepare tailored responses highlighting Bank’s dependability, strength and integrity with clear examples.
2. Shortly afterwards, the police threatens to grant a press conference on the issue with grave consequences bothering on
the bank going down, how would you prepare for the possible media crisis and What specific steps would you take to ensure
this doesn’t become a media crisis?
- Invoke the right to confidentiality with the Police (its an internal issue)
- Send out press release to all leading media announcing Buzz Banks most recent achievement on a weekly basis
- Sponsor major stakeholder event with slant focused on Bank’s activity in promoting online security
- Carry out CSR activity in line with community and police interests with Commissioner as guest of honour
- Launch web banners denouncing cyber crime
- Place disclaimer at ATM’s and Banking halls
Managing The Crisis

16. THANK YOU!