The document discusses Halifax's student current account marketing campaign in 2008. Some key challenges included having a low share of voice compared to competitors due to a reduced budget, low consideration levels among students, and the perception that a competitor offered the largest interest-free overdraft (Halifax's key product differential). Halifax aimed to improve marketing efficiency by opening as many accounts as in 2007 with half the budget, in part by shifting over 80% of spending online and using a creative approach that distinguished it from competitors. The campaign exceeded targets with a 99% increase in account openings over 2007 levels.
Best Buy Co., Inc. Strategic Opportunities Discussion Materials provides an analysis of Best Buy's current position and strategic alternatives. It recommends that Best Buy be acquired by a consortium of private equity firms through a leveraged buyout. A buyout would allow Best Buy to address its underlying problems of poor customer retention, a weak online presence, and an inefficient distribution network without quarterly reporting pressures. An analysis values Best Buy at $9.7 billion, implying an enterprise value to EBITDA multiple of 4.1x based on comparable company analyses and discounted cash flow valuations.
Simulations as a methodology for increasing the effectiveness of Self Paced L...KNOLSKAPE
- Technology-led learning such as e-learning and blended learning is becoming more popular driven by the current generation of learners and tight budgets. Companies are focusing training budgets on job-specific and compliance training.
- In Europe, classroom training is still most common but e-learning and blended learning are growing in popularity, especially in the UK and Spain. Employees prefer e-learning and blended learning over classroom learning.
- To be effective, e-learning needs elements like realistic work scenarios, self-assessment, and tutor support. Companies also need to better measure the impact and ROI of training to justify budgets.
The document discusses potential strategic alternatives for HD Supply, including the acquisition of John Deere Landscapes (JDL). JDL is presented as an attractive acquisition target as its core competencies in landscape distribution align well with HD Supply's goals. Deutsche Bank provides a valuation range of 9.5-10.0x EV/EBITDA for JDL based on precedent transactions and comparable company analyses. The acquisition of JDL could help HD Supply expand its product offerings and geographical footprint in the construction industry.
2020 - 13th Annual William Blair Investment Banking Case Competition Presenta...Demetre Carnot
Paesano's Products is a leading contract manufacturer and formulator for personal care and household products. The document discusses Paesano's industry, financials, growth opportunities, and strategic options moving forward. It recommends a full sale of Paesano's to a financial sponsor or strategic acquirer, valued between $700-760 million, to take advantage of high acquisition interest while retaining strong management.
This strong appetite for deals perseveres against a backdrop of geopolitical or emerging policy concerns, which are seen as the greatest risk to economic growth for 69% of businesses. Yet according to the Global Capital Confidence Barometer, the disruptive impact of technology on potential deal outcomes and business models remains at the forefront of the minds of the majority of executives.
Aligning operating models and strategic prioritiesEY
EY Wealth & Asset Management’s comparison of globally integrated and multi-boutique operating models can help firms determine what’s more important: synergy or autonomy.
Boundless Opportunity June 2014 Whitepaper from Regus. Regus
For the third consecutive year, the global study found that exporting businesses reported healthier revenue and profit growth compared to domestically focused businesses. Setting up a physical presence in target markets helps exporting companies maintain and grow their customer base. Four-fifths of businesses reported that customer churn can be more easily reduced if a firm is physically near customers and clients. Almost the same proportion believed physical presence improves customer satisfaction and solving customer problems, contributing to improved retention rates. The top benefits governments can provide to help businesses export include advice on legal/regulatory matters, introductions to local business associations, and advice on taxation.
2017 William Blair & Company Investment Banking Case Competition - FinalistIan Socrates
- Patterson Education Group is a scalable education platform delivering exceptional student outcomes through individually tailored curriculums and a talented executive team.
- Valuation analysis values PEG's enterprise value between $157-$177 million based on comparable, precedent, and discounted cash flow analyses.
- The recommendation is to pursue a sale to a strategic buyer given industry consolidation trends and PEG's compelling growth profile and market position.
Best Buy Co., Inc. Strategic Opportunities Discussion Materials provides an analysis of Best Buy's current position and strategic alternatives. It recommends that Best Buy be acquired by a consortium of private equity firms through a leveraged buyout. A buyout would allow Best Buy to address its underlying problems of poor customer retention, a weak online presence, and an inefficient distribution network without quarterly reporting pressures. An analysis values Best Buy at $9.7 billion, implying an enterprise value to EBITDA multiple of 4.1x based on comparable company analyses and discounted cash flow valuations.
Simulations as a methodology for increasing the effectiveness of Self Paced L...KNOLSKAPE
- Technology-led learning such as e-learning and blended learning is becoming more popular driven by the current generation of learners and tight budgets. Companies are focusing training budgets on job-specific and compliance training.
- In Europe, classroom training is still most common but e-learning and blended learning are growing in popularity, especially in the UK and Spain. Employees prefer e-learning and blended learning over classroom learning.
- To be effective, e-learning needs elements like realistic work scenarios, self-assessment, and tutor support. Companies also need to better measure the impact and ROI of training to justify budgets.
The document discusses potential strategic alternatives for HD Supply, including the acquisition of John Deere Landscapes (JDL). JDL is presented as an attractive acquisition target as its core competencies in landscape distribution align well with HD Supply's goals. Deutsche Bank provides a valuation range of 9.5-10.0x EV/EBITDA for JDL based on precedent transactions and comparable company analyses. The acquisition of JDL could help HD Supply expand its product offerings and geographical footprint in the construction industry.
2020 - 13th Annual William Blair Investment Banking Case Competition Presenta...Demetre Carnot
Paesano's Products is a leading contract manufacturer and formulator for personal care and household products. The document discusses Paesano's industry, financials, growth opportunities, and strategic options moving forward. It recommends a full sale of Paesano's to a financial sponsor or strategic acquirer, valued between $700-760 million, to take advantage of high acquisition interest while retaining strong management.
This strong appetite for deals perseveres against a backdrop of geopolitical or emerging policy concerns, which are seen as the greatest risk to economic growth for 69% of businesses. Yet according to the Global Capital Confidence Barometer, the disruptive impact of technology on potential deal outcomes and business models remains at the forefront of the minds of the majority of executives.
Aligning operating models and strategic prioritiesEY
EY Wealth & Asset Management’s comparison of globally integrated and multi-boutique operating models can help firms determine what’s more important: synergy or autonomy.
Boundless Opportunity June 2014 Whitepaper from Regus. Regus
For the third consecutive year, the global study found that exporting businesses reported healthier revenue and profit growth compared to domestically focused businesses. Setting up a physical presence in target markets helps exporting companies maintain and grow their customer base. Four-fifths of businesses reported that customer churn can be more easily reduced if a firm is physically near customers and clients. Almost the same proportion believed physical presence improves customer satisfaction and solving customer problems, contributing to improved retention rates. The top benefits governments can provide to help businesses export include advice on legal/regulatory matters, introductions to local business associations, and advice on taxation.
2017 William Blair & Company Investment Banking Case Competition - FinalistIan Socrates
- Patterson Education Group is a scalable education platform delivering exceptional student outcomes through individually tailored curriculums and a talented executive team.
- Valuation analysis values PEG's enterprise value between $157-$177 million based on comparable, precedent, and discounted cash flow analyses.
- The recommendation is to pursue a sale to a strategic buyer given industry consolidation trends and PEG's compelling growth profile and market position.
Rachit Kapoor is seeking a job and provides his resume. He has worked as a field engineer for Jai Prakash Associates Limited since 2011, maintaining electronic equipment at various projects including the Buddh International Circuit race track. Previously he was a trainee engineer at Buddh International Circuit from 2010-2011 where he helped install electronic systems. He has a B.Tech in Electrical and Electronics Engineering and technical skills in areas like C++, Oracle, AutoCAD. His strengths include teamwork, being a quick learner, and good communication skills.
Mba admission guidance and genuine seat allotment under management quotaVikram D V
Trump Career Solutions is an education consultancy that helps students gain admission to MBA programs through management quotas. It has been in operation since 2004 and assists students with career guidance, admissions counseling, and professional development to help them succeed. The company guides students through the MBA admission process and securing seats in top business schools across India.
Este documento presenta la ficha técnica de un curso sobre el autoliderazgo. El curso enseña técnicas para funcionar bajo presión laboral utilizando métodos deportivos, dotar al profesional de herramientas para regular su motivación y autoconfianza, y generar sensaciones de autocontrol para enfrentar obstáculos con éxito. El curso de 8 horas cubre temas como establecer objetivos, controlar la activación y respiración, y reconstrucción cognitiva para mejorar el rendimiento individual y poder liderar a otros.
This document is a resume for Atul Jain summarizing his career experience and qualifications. It outlines his objective of utilizing his skills in sales and marketing. It then details his over 8 years of experience in sales, marketing and managing teams for various companies such as 3M India Ltd, Max Life Insurance Co. Ltd, and NCS COMPUTECH PVT Ltd. It also lists his educational qualifications which include an MBA in Marketing and B.Com degree.
This document contains the resume summary of Saptalopa Routray. It outlines his 9 years of experience in Java technologies including Java 1.5, 6, and 7. It also lists his educational qualifications including a Masters in Information Technology and certifications including SCJP 1.5. It provides details of 6 projects he has worked on spanning multiple domains like property management, telecom, and banking. The projects utilized technologies like Java, EJB, Hibernate, Spring and databases like Oracle, SQL Server and Informix. It also includes his work experience and skill sets.
El documento contiene 33 preguntas sobre conceptos básicos de informática como el tratamiento de la información, hardware, software, sistemas operativos, lenguajes de programación, memoria, almacenamiento, periféricos y otros componentes de un ordenador. Las preguntas abarcan temas como las diferentes fases del tratamiento de información, inventores de las primeras máquinas de calcular, generaciones de ordenadores, evolución de los sistemas operativos y su capacidad de multitarea, tipos de memoria, unidades de almacenamiento, buses y puert
Simbi is a community of talented people who provide professional services to one another without monetary compensation. The creative idea presented was to have the Simbi community work together to build a house from scratch using the various skills and services of its members. The document discusses spreading the word about this project by reaching out to influencers like Ty Pennington who have large social media followings.
Rajkumar Katharotiya's curriculum vitae provides information about his education and professional experience working in networking roles. He has a computer hardware and networking course certification from Jetking Institute in Surat. His professional experience includes working as a networking engineer for multiple companies, where he performed tasks like installing and maintaining fiber optic and wireless networks, and configuring networking devices. Currently, he works as the IT Head for Janmangal InfoTech, where he is responsible for network configuration, maintenance of devices, and setting up wireless links.
La obra Print Gallery de Maurits Cornelis Escher representa al autor viéndose a sí mismo en una galería de arte, lo que sugiere que quería examinar y entender su propia obra y vida a través del arte. La obra también relaciona la duda sobre la realidad del autor con el método de Descartes de alcanzar certeza absoluta sobre uno mismo, algo que Escher intentó lograr a través de esta representación de sí mismo en su obra de arte.
Marketing Plan for TD: "Express Mortgage"Iryna Sytnyk
This marketing plan introduces TD Express Mortgage, a new residential mortgage product. The plan aims to increase TD's market share in residential mortgages to 17% and attract 20,000 first-time home buyers through Express Mortgage. A SWOT analysis identified lack of differentiation and complexity perceptions as weaknesses. The marketing strategy will position Express Mortgage as simple, efficient and customized for first-time buyers. Goals include a $3.38 million integrated marketing campaign across advertising, direct marketing, PR and digital channels. Testing will begin in Manitoba for 3 months before a national launch. The competitive landscape analysis shows TD currently has a 15.05% market share among the big banks.
Sallie Mae - Financials - Total Return: NARogelio Rea
1. Sallie Mae is the dominant player in the private student loan industry with over 50% market share. It is currently trading at a price to earnings ratio of ~8x for 2018, which is viewed as undervalued given its consistent earnings growth and returns.
2. The document discusses various risks to Sallie Mae's business, including potential legislative changes, increased refinancing activity, and competitive threats. However, it argues these risks are overestimated and not likely to significantly impact Sallie Mae's growth over the next few years.
3. The investment thesis is that Sallie Mae can continue growing its portfolio and earnings over the coming years through organic growth in private student loans as well
This document provides a summary of the 356 organizations that applied to the Financial Solutions Lab (FinLab) in 2016. Some key points:
- Consumer fintech is maturing, with applicants building more complex products targeted at specific customer segments. Products are focusing on areas like savings, credit, insurance and payments.
- Many applicants have products that fall into multiple categories, showing the convergence of traditional silos.
- Innovators are increasingly focusing on underserved customer segments ignored by incumbents, like millennials, minorities and low-income consumers.
- The typical applicant had raised $450,000, employed 6 people and served 7,000 users, similar to 2015 applicants. Most applicants were
Employee ownership: A business succession strategy in challenging timesproject-equity
Small businesses are facing tremendous challenges today and uncertain what tomorrow may bring. Project Equity invites business owners to a webinar to discuss challenges with business succession in today’s environment.
In this webinar you will learn about employee buyouts as a succession or exit strategy, as well as future benefits:
Receive market value price
Obtain tax advantages
Sustain your legacy in the community
Keep the local economy strong
This document provides a business plan for MDLX, a company that aims to create an online marketplace for students, faculty, and staff at Knox College to buy and sell used goods. The plan outlines the opportunity in reusing goods on college campuses more efficiently. MDLX will launch initially at Knox College and plans to later expand to other Midwest schools. The plan details the company's products and services, market analysis, financial projections, marketing strategy, and management team. The goal is to launch an initial beta version of the online platform in Fall 2015 to promote reuse and reduce waste at Knox College.
United Stationers is focusing on six value drivers to achieve long-term financial goals: 1) Delivering profitable sales growth by leveraging product initiatives and serving new channels like e-tailers. 2) Driving out $100 million in costs over 5 years through waste elimination initiatives. 3) Expanding their private brand offerings which now generate 11% of sales. 4) Optimizing assets by improving working capital efficiency and leveraging IT infrastructure investments. 5) Unlocking value from their Sweet Paper acquisition by expanding product offerings and removing costs. 6) Using technology to enhance marketing capabilities and customer relationships.
United Stationers is focusing on six value drivers to achieve long-term financial goals: 1) Delivering profitable sales growth by leveraging product initiatives and serving new channels like e-tailers. 2) Driving out $100 million in costs over 5 years through waste elimination initiatives. 3) Expanding their private brand offerings which now generate 11% of sales. 4) Optimizing assets by improving working capital efficiency and leveraging IT infrastructure investments. 5) Unlocking value from their Sweet Paper acquisition by expanding product offerings and removing costs. 6) Using technology to enhance marketing capabilities and customer relationships.
WageWorks provides consumer-directed benefits programs like Flexible Spending Accounts, Health Reimbursement Arrangements, and Health Savings Accounts to help employees minimize their tax exposure. It has grown to serve over 3 million employees and 29,000 employer clients. While currently expensive at 68 times earnings, WageWorks' focus on the growing private healthcare exchange market and consumer-directed benefits could provide opportunities for continued strong growth.
Case Study British Airways Stakeholder AnalysisSunil-QA
In this Business Analysis Training session, you will learn Case Study - Stakeholder theory and its impact on British Airways.. Topics covered in this session are:
• Why is knowing your stakeholders important?
• BA Stakeholders
• Stakeholder Relationships
• BA is for a two-way communication
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analysis-fundamentals-with-hands-on-training/
US Retail Banks have enjoyed several years of strong profitability and positive revenue growth. However, we see numerous headwinds to growth due to demographic, competitive, and consumer trends. While many of these trends will persist well into the future, 2019 will be a pivotal year. The attached white paper provides insights into the growth challenge and creative solutions for banks can act to accelerate their growth.
Synchrony Financial Business Leadership Program - PR Proposal (July 2015)Ashley Peterson
This PR proposal was developed for IMC 618 - PR Concepts & Strategy at West Virginia University.
The proposed PR plan was designed for Synchrony Financial to continue to reach for the goal of becoming a top employer choice amongst college students by increasing employee retention, developing new faculty-level campus partnerships, imparting the brand on more students, creating additional news for the media to cover, and, ultimately, hiring incremental amounts of Business Leadership Program members who understand and internalize the value of the opportunity in comparison to others in the internship and recent graduate job market.
Banks in the UK saw increased profits in 2014 but challenges remain. While pre-tax profits rose 62% to £20.6 billion, conduct costs were still high at £9.9 billion and return on equity remained below 8% for all banks. Banks continue to reshape their balance sheets to meet regulatory requirements by decreasing risk-weighted assets but this has reduced income and impacted profitability. Overall, UK lending fell 2% as banks maintained a low-risk appetite in a mixed economic environment.
Rachit Kapoor is seeking a job and provides his resume. He has worked as a field engineer for Jai Prakash Associates Limited since 2011, maintaining electronic equipment at various projects including the Buddh International Circuit race track. Previously he was a trainee engineer at Buddh International Circuit from 2010-2011 where he helped install electronic systems. He has a B.Tech in Electrical and Electronics Engineering and technical skills in areas like C++, Oracle, AutoCAD. His strengths include teamwork, being a quick learner, and good communication skills.
Mba admission guidance and genuine seat allotment under management quotaVikram D V
Trump Career Solutions is an education consultancy that helps students gain admission to MBA programs through management quotas. It has been in operation since 2004 and assists students with career guidance, admissions counseling, and professional development to help them succeed. The company guides students through the MBA admission process and securing seats in top business schools across India.
Este documento presenta la ficha técnica de un curso sobre el autoliderazgo. El curso enseña técnicas para funcionar bajo presión laboral utilizando métodos deportivos, dotar al profesional de herramientas para regular su motivación y autoconfianza, y generar sensaciones de autocontrol para enfrentar obstáculos con éxito. El curso de 8 horas cubre temas como establecer objetivos, controlar la activación y respiración, y reconstrucción cognitiva para mejorar el rendimiento individual y poder liderar a otros.
This document is a resume for Atul Jain summarizing his career experience and qualifications. It outlines his objective of utilizing his skills in sales and marketing. It then details his over 8 years of experience in sales, marketing and managing teams for various companies such as 3M India Ltd, Max Life Insurance Co. Ltd, and NCS COMPUTECH PVT Ltd. It also lists his educational qualifications which include an MBA in Marketing and B.Com degree.
This document contains the resume summary of Saptalopa Routray. It outlines his 9 years of experience in Java technologies including Java 1.5, 6, and 7. It also lists his educational qualifications including a Masters in Information Technology and certifications including SCJP 1.5. It provides details of 6 projects he has worked on spanning multiple domains like property management, telecom, and banking. The projects utilized technologies like Java, EJB, Hibernate, Spring and databases like Oracle, SQL Server and Informix. It also includes his work experience and skill sets.
El documento contiene 33 preguntas sobre conceptos básicos de informática como el tratamiento de la información, hardware, software, sistemas operativos, lenguajes de programación, memoria, almacenamiento, periféricos y otros componentes de un ordenador. Las preguntas abarcan temas como las diferentes fases del tratamiento de información, inventores de las primeras máquinas de calcular, generaciones de ordenadores, evolución de los sistemas operativos y su capacidad de multitarea, tipos de memoria, unidades de almacenamiento, buses y puert
Simbi is a community of talented people who provide professional services to one another without monetary compensation. The creative idea presented was to have the Simbi community work together to build a house from scratch using the various skills and services of its members. The document discusses spreading the word about this project by reaching out to influencers like Ty Pennington who have large social media followings.
Rajkumar Katharotiya's curriculum vitae provides information about his education and professional experience working in networking roles. He has a computer hardware and networking course certification from Jetking Institute in Surat. His professional experience includes working as a networking engineer for multiple companies, where he performed tasks like installing and maintaining fiber optic and wireless networks, and configuring networking devices. Currently, he works as the IT Head for Janmangal InfoTech, where he is responsible for network configuration, maintenance of devices, and setting up wireless links.
La obra Print Gallery de Maurits Cornelis Escher representa al autor viéndose a sí mismo en una galería de arte, lo que sugiere que quería examinar y entender su propia obra y vida a través del arte. La obra también relaciona la duda sobre la realidad del autor con el método de Descartes de alcanzar certeza absoluta sobre uno mismo, algo que Escher intentó lograr a través de esta representación de sí mismo en su obra de arte.
Marketing Plan for TD: "Express Mortgage"Iryna Sytnyk
This marketing plan introduces TD Express Mortgage, a new residential mortgage product. The plan aims to increase TD's market share in residential mortgages to 17% and attract 20,000 first-time home buyers through Express Mortgage. A SWOT analysis identified lack of differentiation and complexity perceptions as weaknesses. The marketing strategy will position Express Mortgage as simple, efficient and customized for first-time buyers. Goals include a $3.38 million integrated marketing campaign across advertising, direct marketing, PR and digital channels. Testing will begin in Manitoba for 3 months before a national launch. The competitive landscape analysis shows TD currently has a 15.05% market share among the big banks.
Sallie Mae - Financials - Total Return: NARogelio Rea
1. Sallie Mae is the dominant player in the private student loan industry with over 50% market share. It is currently trading at a price to earnings ratio of ~8x for 2018, which is viewed as undervalued given its consistent earnings growth and returns.
2. The document discusses various risks to Sallie Mae's business, including potential legislative changes, increased refinancing activity, and competitive threats. However, it argues these risks are overestimated and not likely to significantly impact Sallie Mae's growth over the next few years.
3. The investment thesis is that Sallie Mae can continue growing its portfolio and earnings over the coming years through organic growth in private student loans as well
This document provides a summary of the 356 organizations that applied to the Financial Solutions Lab (FinLab) in 2016. Some key points:
- Consumer fintech is maturing, with applicants building more complex products targeted at specific customer segments. Products are focusing on areas like savings, credit, insurance and payments.
- Many applicants have products that fall into multiple categories, showing the convergence of traditional silos.
- Innovators are increasingly focusing on underserved customer segments ignored by incumbents, like millennials, minorities and low-income consumers.
- The typical applicant had raised $450,000, employed 6 people and served 7,000 users, similar to 2015 applicants. Most applicants were
Employee ownership: A business succession strategy in challenging timesproject-equity
Small businesses are facing tremendous challenges today and uncertain what tomorrow may bring. Project Equity invites business owners to a webinar to discuss challenges with business succession in today’s environment.
In this webinar you will learn about employee buyouts as a succession or exit strategy, as well as future benefits:
Receive market value price
Obtain tax advantages
Sustain your legacy in the community
Keep the local economy strong
This document provides a business plan for MDLX, a company that aims to create an online marketplace for students, faculty, and staff at Knox College to buy and sell used goods. The plan outlines the opportunity in reusing goods on college campuses more efficiently. MDLX will launch initially at Knox College and plans to later expand to other Midwest schools. The plan details the company's products and services, market analysis, financial projections, marketing strategy, and management team. The goal is to launch an initial beta version of the online platform in Fall 2015 to promote reuse and reduce waste at Knox College.
United Stationers is focusing on six value drivers to achieve long-term financial goals: 1) Delivering profitable sales growth by leveraging product initiatives and serving new channels like e-tailers. 2) Driving out $100 million in costs over 5 years through waste elimination initiatives. 3) Expanding their private brand offerings which now generate 11% of sales. 4) Optimizing assets by improving working capital efficiency and leveraging IT infrastructure investments. 5) Unlocking value from their Sweet Paper acquisition by expanding product offerings and removing costs. 6) Using technology to enhance marketing capabilities and customer relationships.
United Stationers is focusing on six value drivers to achieve long-term financial goals: 1) Delivering profitable sales growth by leveraging product initiatives and serving new channels like e-tailers. 2) Driving out $100 million in costs over 5 years through waste elimination initiatives. 3) Expanding their private brand offerings which now generate 11% of sales. 4) Optimizing assets by improving working capital efficiency and leveraging IT infrastructure investments. 5) Unlocking value from their Sweet Paper acquisition by expanding product offerings and removing costs. 6) Using technology to enhance marketing capabilities and customer relationships.
WageWorks provides consumer-directed benefits programs like Flexible Spending Accounts, Health Reimbursement Arrangements, and Health Savings Accounts to help employees minimize their tax exposure. It has grown to serve over 3 million employees and 29,000 employer clients. While currently expensive at 68 times earnings, WageWorks' focus on the growing private healthcare exchange market and consumer-directed benefits could provide opportunities for continued strong growth.
Case Study British Airways Stakeholder AnalysisSunil-QA
In this Business Analysis Training session, you will learn Case Study - Stakeholder theory and its impact on British Airways.. Topics covered in this session are:
• Why is knowing your stakeholders important?
• BA Stakeholders
• Stakeholder Relationships
• BA is for a two-way communication
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analysis-fundamentals-with-hands-on-training/
US Retail Banks have enjoyed several years of strong profitability and positive revenue growth. However, we see numerous headwinds to growth due to demographic, competitive, and consumer trends. While many of these trends will persist well into the future, 2019 will be a pivotal year. The attached white paper provides insights into the growth challenge and creative solutions for banks can act to accelerate their growth.
Synchrony Financial Business Leadership Program - PR Proposal (July 2015)Ashley Peterson
This PR proposal was developed for IMC 618 - PR Concepts & Strategy at West Virginia University.
The proposed PR plan was designed for Synchrony Financial to continue to reach for the goal of becoming a top employer choice amongst college students by increasing employee retention, developing new faculty-level campus partnerships, imparting the brand on more students, creating additional news for the media to cover, and, ultimately, hiring incremental amounts of Business Leadership Program members who understand and internalize the value of the opportunity in comparison to others in the internship and recent graduate job market.
Banks in the UK saw increased profits in 2014 but challenges remain. While pre-tax profits rose 62% to £20.6 billion, conduct costs were still high at £9.9 billion and return on equity remained below 8% for all banks. Banks continue to reshape their balance sheets to meet regulatory requirements by decreasing risk-weighted assets but this has reduced income and impacted profitability. Overall, UK lending fell 2% as banks maintained a low-risk appetite in a mixed economic environment.
The 2015 Leamington Spa Independent Retail OutlookTomáš Gliviak
The document provides an overview of a report conducted by the Enactus Warwick Intelligence Unit on the independent retail outlook of Leamington Spa. The report identifies several problems facing local businesses through a survey, including increasing costs, lack of customer loyalty, and low brand awareness. Additionally, it finds that many businesses are not effectively targeting or meeting the needs of the large student population in Leamington Spa. The report then provides recommendations in four key areas to address these issues: increasing student engagement, improving the customer experience, boosting digital marketing efforts, and utilizing data analytics.
The document summarizes a case study of a major national bank that successfully implemented an organic growth strategy focused on customer delight. Key points:
- The bank had previously grown through acquisitions but needed to shift to organic growth to continue expanding. However, its structure did not support this strategy.
- Innovation engineering was used to fuel a cultural transformation, including training over 100,000 employees on behaviors to increase customer delight.
- This led to significantly higher customer delight scores, and tangible results like adding over 4 million new checking accounts over three years and growing deposits by $77 billion.
- The success demonstrated a powerful correlation between customer delight and organic growth, validating the new strategy.
This document brings together a set
of latest data points and publicly
available information relevant for
Financial Services Industry. We are
very excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
ITShades.com has been founded with
singular aim of engaging and
enabling the best and brightest of
businesses, professionals and
students with opportunities,
learnings, best practices,
collaboration and innovation from IT
industry.
This document brings together a set
of latest data points and publicly
available information relevant for
Financial Services Industry. We are
very excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
This document brings together a set
of latest data points and publicly
available information relevant for
Financial Services Industry. We are
very excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
Financial services firms in Ethiopia are pursuing growth strategies to cope with increased competition. Many are looking to new products, markets, pricing structures, and distribution channels. More than two-thirds reported competition has increased over the past year. To address this, firms are focusing on technology, customer service, pricing, marketing, and adding value. This seeks to attract more customers and make existing offerings more competitive.
STA International is a debt collection agency that specializes in collecting unpaid student debts for colleges. They have over a 55% collection success rate and collect over half of all debts within the first 12 months. STA uses amicable collection, tracing, and legal action to recover debts. They provide colleges with detailed online reporting of collection performance and costs to improve transparency. STA has over a decade of experience working with over 100 further education and higher education institutions in the UK and internationally.
United Stationers Inc. is North America's largest broadline wholesale distributor of business products. In 2005, United made investments to expand its private brand offering, global sourcing capabilities, and acquired Sweet Paper to advance its strategy of becoming a national foodservice consumables distributor. United's mission is to become a high performance organization by offering new product categories and reaching additional distribution channels, becoming the preferred choice for resellers through innovative services, and becoming the preferred partner for suppliers.
1.
Halifax - Halifax Student Current Accounts
Kathryn Ellis, Kristy Halpin and Charlotte Wolfenden
Institute of Practitioners in Advertising
Gold, Best New Learning, IPA Effectiveness Awards 2009
2.
Halifax – Halifax Student Campaign 2008
Principal Author: Kathryn Ellis - DLKW
Contributing Authors: Kristy Halpin - Halifax, Charlotte Wolfenden - DLKW
INTRODUCTION
The Challenge for 2008
Students are an extremely important target audience for banks. Current account switching is notoriously low, as most people
stay with the same provider for their entire life. Opportunities to capture new current account customers are few and far
between. Starting university is one of the few easily identifiable life events that spurs the need to open a current account.
Therefore the eight weeks from A Level results day to the end of Freshers' Week become an out and out fight between the
UK's high street banks to capture that year's new students.
In 2008 we set ourselves the ambitious challenge of improving our marketing efficiency by opening as many accounts as in
2007 with approximately half the budget. Combined with increased spend from some of our main competitors, this meant we
were faced with a share of voice reduced dramatically from 12% in 2007 to just 1% in 2008.
This paper demonstrates, beyond reasonable doubt, that by taking a radical approach to creative and channel planning we
improved the efficiency of our student current account marketing in 2008. By shifting over 80% of our media budget online,
and using a creative approach that distanced us from the mainstream “Staff as Stars” campaign, we opened 16% more
accounts than our most optimistic targets, and a staggering 99% more accounts than should have been expected based on
2007 performance. Despite being outspent by all our major competitors, we grew our consideration level substantially.
Increased efficiencies led to our best ever Return On Marketing Investment with an additional 90p per £1 versus stretch target
and an additional £2.36 return per £1 of marketing investment based on 2007 performance.
New Learnings
This paper is of interest not just because we were the first bank to move the majority of our student current account marketing
budget online. We have also made progress in measuring the results of digital campaigns in two ways:
1. The inclusion of a mainly online campaign in our tracking study moved us towards a measurement that captured the
brand effect of online advertising, over and above direct response.
2. Working with specialist content seeding agency Unruly Media allowed us to more robustly quantify the impact of content
Title: Halifax - Halifax Student Current Accounts
Author(s): Kathryn Ellis, Kristy Halpin and Charlotte Wolfenden
Source: Institute of Practitioners in Advertising
Issue: Gold, Best New Learning, IPA Effectiveness Awards 2009
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3. and viral spread on the bottom line. We believe such extensive measurement of the contribution of online branded
content has not been seen in an IPA paper before.
1.0 THE STUDENT OPPORTUNITY
1.1 Students are A Relatively Small Target Audience
The total student current account market is small. Each year CACI calculate the total number of new student current accounts
opened during August and September. Based on their estimates, from a total pool of new students eligible for a Halifax
Student Current Account in 2008, only a third were actually in the market to open a new account.
Figure 1 Ai
: Our Estimated Target Market 2008
The difference between these figures is a result of two key factors. Firstly, up to 68% of eligible students already have a bank
account before their 18th birthday, or year they get their A Level results.ii This could be either a savings or a current account. A
proportion will choose to stick with their existing provider, and not switch to a specific student current account, even if this is a
better option. Secondly, some students will simply choose not to open a current account within their first few weeks of study,
our campaign period.
1.2 But Students are Extremely Valuable
Only 6% of people switch their current account each year, and this rate has remained flat for the past decade.iii Once
someone chooses their first current account provider, they are generally with them for life.
Starting university is a key juncture in someone's financial life, and usually the first time they will require a current account.
They will need a designated account to receive the first payment of their student loan from the Government, often during their
first week of study. This creates a time defined window of opportunity – from A level results day in August to Freshers' Week in
September/October – within which banks need to capture as many of these new current account customers as possible.
This leads to an exceptionally cluttered environment with virtually all above the line communications ploughed into the period
between the end of July, and the beginning of October. Achieving standout is extremely difficult. Traditional logic would imply
that substantial share of voice during this time is essential to success.
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4. Figure 1 B: Monthly Spend on Student Current Account Marketing by All Major Providers
1.3 They are Also a Growing Audience
Fortunately for banks, the number of students going to university in England and Wales is growing year on year. The number
of students in the market for a student current account grew by 9.6% in 2008 from 2007, returning to levels close to those in
2006.
Figure 1 Civ
: Our Total Market 2006–2008
2.0 HALIFAX AND STUDENT CURRENT ACCOUNTS – A BRIEF HISTORY
Halifax is a relatively new entrant to the student current account market. We have offered current accounts to students for a
number of years, but only significantly promoted a specially designed product since 2006. Our four main competitors –
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5. Barclays, Lloyds TSB, HSBC and the big spender in this sector, NatWest – have a more established heritage within this
market.
2.1 Student Current Accounts Have Always Been Low Interest
When you receive confirmation of your university place the last thing on your mind is opening a current account – opening one
is simply a functional necessity.vi
In the past, competitors have introduced exciting short-term incentives in an attempt to inspire interest in current accounts;
they include free cinema tickets, music downloads and exclusive retail discounts. These incentives can help a student make
up their mind between two providers they essentially see as offering the same thing.
2.2. So We Took a Different Approach Right from the Start
At Halifax we believe in making our customers better off through great value products. That is why, since 2006, we have
significantly promoted the largest interest-free student overdraft – something of real financial value throughout a student's
entire time at university. We have maintained this competitive advantage every year since, up to and including 2008.
Figure 2 A: Student Current Accounts Comparison
Our focus on the largest interest-free student overdraft, combined with significant marketing investment, has led to the share of
market outlined in Figure 2B. As seen below, share of voice has been closely correlated with share of market.
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6. Figure 2 B: Halifax Share of Voice Versus Share of Market Over Time
3. 2008
Going into 2008 there were a number of challenges we needed to overcome.
3.1 NatWest was More Closely Associated with Our Key Product Benefit – the Largest Interest-Free Student
Overdraft – Than Us
The majority of students misattributed our core product differential, the largest interest-free student overdraft, to NatWest, the
market leader. It was a product benefit they had neither had, nor had communicated, for at least the last three years. The chart
below shows we still had some way to go in reducing this level of misattribution.
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7. Figure 3 A: Agreement with the statement “They offer the largest interest free overdraft for students”
3.2 Our Existing Campaign Did Not Appeal to Our Target Market
For the 17–19 year old student market we were a victim of our own success – a well known and highly successful “Staff as
Stars” campaign put us at a disadvantage.vii This age group was the most likely to be irritated by, and ultimately reject Halifax
advertising. In other words our mainstream advertising was working against us, rather than for us, for this specific target
audience.
Figure 3 B: Level of Irritation with Halifax Advertising by Age
3.3 Our Consideration Level Amongst Students was Still Very Low
A combination of these factors meant that we were currently the fifth bank to be considered by students, behind all our major
competitors.
Figure 3 C: Students Considering the Following Providers for a Current Account
3.4 We Challenged Ourselves to Improve Marketing Efficiency
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8. In 2008, we cut our marketing communications budget, which had to pay for advertising, direct mail and point of sale material,
to approximately half of what we had to spend in 2007. We believed we could reach a student audience more efficiently this
year, and we challenged ourselves to achieve this.
Media expenditure from some of our competitors had decreased in 2008 too. But our budget cut was so significant we were
now spending less on media than any of our four main competitors.
>The imperative for a high share of voice during our cluttered and limited window of opportunity has been established. A
reduced budget meant our share of voice plummeted from 12% in 2007 to 1% in 2008. Gaining cut through would be extremely
difficult, but we believed it was possible.
Figure 3 Dxi
: Offline Share of Voice 2007 Versus 2008
3.5 The Challenge for 2008
For confidentiality reasons we cannot reveal our targets for 2008 in terms of actual number of account openings, but we can
establish a percentage target based on historical figures. We aimed to open as many accounts as in 2007 with approximately
half the marketing expenditure. So, expected account openings will be expressed as a percentage of accounts opened in
2007.
To set a reasonable target for account openings in 2008 we use the Cost Per Acquisition from the previous two years.xiii As
2006 was our best performing year to date, in terms of marketing efficiency, a estimate based on that CPA would provide our
stretch target. But 2006 was a particularly efficient year due to the use of DRTV. Our CPA in 2007 was higher, but the media
selection was closer to 2008, so this would provide our conservative, and arguably fairer, estimate. An average of the two
years would provide a middling estimate.xiv
In addition we needed to take market growth into account. We have already established that the total number of students in
the market for a student current account grew by 9.6% in 2008. This percentage was added to each of our targets.
The table below shows the number of accounts we could expect to gain in 2008 based on our reduced budget and market
growth, expressed as a percentage of total account openings in 2007.
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9. Figure 3 E: Predicted 2008 Account Openings Based on Reduced Marketing Expenditure and Market Growth
But the value of a Halifax Student Current Account was the same in 2008 as in 2007, so to avoid a drop in revenue we needed
to open the same number of accounts during the campaign period. This could only be achieved through improved marketing
efficiency.xv
In terms of Return On Marketing Investment we can again set a stretch, conservative and middling target.xvi As before 2006
sets the stretch target, 2007 the conservative target and an average is our middling figure.
Figure 3 F: Expected Return On Marketing Investment 2008
Due to a lack of a baseline sales figure we cannot calculate true ROMI. The return is based upon total accounts opened, not
incremental accounts, which would be best practice. Our achievement will not reflect an improvement in total ROMI, but ROMI
over an above the return that could be expected based on historical performance.
4.0 HOW WE MET THE CHALLENGE
4.1 We Took a Brave Approach to Channel Planning (for a Bank)
Our hypothesis that we could improve marketing efficiency in 2008 stemmed from our belief in the effectiveness of digital
channels. We moved away from more the traditional media (radio, DRTV and UCAS mailings) we had used historically, and
that are competitors were still using. We took the brave move of shifting over 80% of our total budget and nearly 100% of our
media budget online.xix This would make us the first bank to undertake almost its entire student current account recruitment
activity online.
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10. Figure 4 Axx
: Proportion of Halifax Media Budget Spent Online Versus Offline 2007 and 2008
Our decision would significantly reduce our offline share of voice from 10% to 0%. But it made sense to concentrate our efforts
in the space our audience spent most of their time.
Figure 4 Bxxi
: Offline Share of Voice 2007 Versus 2008
Statistics from Hitwise xxii indicate that one of the first places students go when they receive their A Level results is a social
networking site. This is probably to share results, organise celebrations and see who else is going to their university. So in
2008 our advertising placements deviated from the usual financial sites. We targeted social networking and local listings sites
where university communities gathered.
We also used specialist seeding company, Unruly Media, to ensure our content was placed most appropriately at a micro
targeted level. We gained placements within the editorial on student listings guides like London Student, Don't Stay In and
Camden Guide, and youth video and game sites such as Daily Motion and VVC Funny. We also secured preferential
placements on mainstream social networking and video sites like Metacafe, MySpace TV and VEOH.
4.2 We Took a Brave Approach to Creative Too
A quick scan of successful student sites including The Onion, Kontraband, O2's Battle for the UK's Favourite University on
Facebook and Skins showed how important entertainment and engagement are for this audience.
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11. Figure 4 C: Successful Student Content and Sites
Creating content entertaining enough to be discussed and passed along would help amplify our reduced media budget. We
helped the process along by building in mechanics that made it easy for viewers to spread content, like forward to a friend,
easy embedding and social bookmarking tools.
4.2 The Creative Idea
The 2008 campaign positioned Halifax as “The Smarter Choice for Students” versus other madcap ways of saving money. At
the heart of our creative idea was a film where we told the ridiculous tale of Andy, a student who had tried to save money on
accommodation by turning himself into a mouse, so he could live in a cage in his best mate's dorm. It exaggerated the mad
things students do to get through university financially.
Centred around the “Be smarter about your money” line and the film telling Andy's story, the online campaign led all other
channels – from in-branch posters to direct mail. The simple media plan below shows the breadth of activity over the campaign
period.
Figure 4 D: Campaign Activity by Week
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12. The campaign was shortlisted for “Consumer Campaign of the Year” and won “Best Online Advertisement” at the 2009 Money
Marketing Awards.
Figure 4 E: Seeded Content
Film shows how nNew student Andy turns himself into a mouse to save money on rent.
Figure 4 F: Video Advertising in Situ
A shorter version of the film was streamed in advertising placements across the web.
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13. Figure 4 FA: Online Advertising
Standard format online advertising sSummarises the story of Andy.
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14. Figure 4 G: Microsite
All online activity drove traffic to the site where students could watch a longer version of the film viral and find out more about
the product. This landing page was the resolve to the story, begun in the seeded content and advertising.
Figure 4 H: Offline Campaign Activity
The offline activity above was also included in the total marketing budget for 2008, and took the “Be Smarter about your
Money” thought and visual through to branches, direct mail and press.
From left to right: Direct mail to existing Cardcash and savings customers aged 17–19, Independent press insertion in their
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15. annual student guide, In-branch poster
A single insertion in the Independent annual students supplement. Integrated with online work and contained a strong drive to
site.
5.0 A “BRIEF” RECAP
Figure 5 A: The Brief
6.0 RESULTS
2008 was our best year ever in terms of Return On Marketing Investment and total accounts opened – beating even our most
optimistic targets. We opened 8% more accounts than in 2007, with approximately half the budget. This equates to 16% more
accounts than should have been expected, even when matched against our best ever Cost Per Acquisition in 2006. Against
our conservative, yet fair, target our 2008 campaign resulted in an additional ROMI of £2.36 per £1 over and above 2007.
The remainder of this section will prove beyond reasonable doubt that our radically revised approach to communications
achieved all of the success factors necessary to meet our challenge, to improve the efficiency of our marketing
communications in 2008.
Our 2008 campaign was a success because it did all of the following:
l Generated interest and engagement
l Grew our ownership of the largest interest-free student overdraft
l Increased consideration of Halifax
l Motivated more students than in 2007 to open an account with us
6.1 Our Campaign Generated Interest And Engagement
Historically, we would only measure performance of online campaigns using direct response analytics. However, the 2008
student current account campaign marked the first time we added digital activity to our brand tracking study. We wanted to
assess how the campaign performed against traditional advertising measures like salience and consideration, as we believe
purely direct response evaluation fails to capture a great deal of digital's contribution.
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16. Expectations for stand out were low due to our dramatically reduced share of voice, but the campaign achieved high salience
scores. Many respondents felt that this campaign was different and unexpected for a financial services brand.
Figure 6 A: Advertising Salience
Tracking shows that opinion around the campaign was polarised.xxiii It captured imaginations and sparked debate, which had
the desired effect of fuelling the spread of our content. This was reflected in the qualitative comments viewers made upon
forwarding the video to friends.
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17. Figure 6 B: Forward to a Friend Email Comments
Despite being a low interest category our content achieved a significant viral uplift. 31% of the views were organic, which
meant they were a direct result of people passing on the film. Unruly Media were able to measure spread due to tagging
incorporated into the player in which the video was embedded in our initial round of paid for seeding. So this estimate of
organic spread is actually very conservative, as it can only measure direct forwarding and embedding of our content in the
Unruly Media player.
Even this conservative estimate is over and above the benchmark for similar categories. Due to the relatively new nature of
content as a marketing tool, it is hard to compare one piece with another. But using Unruly Media's experience and broad
client base we have attempted to do so below. The chart demonstrates that we were comparable to some of their most
successful “virals” for low interest categories.
Figure 6 Cxxiv
: Comparative Viral Uplift
6.2 Our Campaign Grew Our Ownership of the Largest Interest-Free Student Overdraft
A factor in our low consideration was that not many of our target audience associated us with the largest interest-free student
overdraft. During the campaign period, our association with this product benefit actually met NatWest levels for the first time.
The graph below shows how our campaign simultaneously grew our association with this product benefit, whilst the number of
people attributing it to NatWest declined.
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18. Figure 6 D: Students Associating Halifax with the Largest Interest Free Overdraft Versus Natwest Over the 2008
Campaign Period
6.3 Our Campaign Increased Consideration of Halifax
Along with the big spender NatWest, we were the only provider who grew their level of consideration in 2008 – all our other
competitors showed a decline. We went from having the lowest level of consideration, to battling for second place.
Figure 6 E: Current Account Consideration Pre and Post 2008 Campaign
Search behaviour provides another indicator that our campaign spurred interest and action. Google Trends shows a
significant uplift in organic searching for “Halifax Student Account” during the campaign period. We had inspired people to look
for our product specifically.
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19. Figure 6 Fxxv
: Volume of Searches for Related Search Terms
6.4 Our Campaign Motivated More Students than in 2007 to Open an Account With Us
Our main aim for 2008 was to open the same number of accounts as in 2007 with approximately half of the marketing budget,
so not to reduce the revenue we made. Referring back to our targets in section 3.5 we can see we achieved this and more.
Figure 6 G: Level of Actual Halifax Student Current Accounts Opened Versus Targets
We gained a total of 8% more new accounts than in 2007. In terms of our targets we opened 16% more accounts than we
hoped for in our stretch estimate and a staggering 99% more accounts versus our most conservative figure.The chart below
shows the dramatic uplift in applications as a result of campaign activity.
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20. Figure 6 H: Activity and Account Openings by Week
One of the most interesting aspects in this paper is our attempt to quantify the contribution of “viral” content to sales and
response. The video content generated a 4.49% clickthrough rate – above the 3.28% benchmark set by Unruly Media, based
on their total client base. Approximately 18% of clicks resulted in a completed application.xxviThe contribution of content
towards sales is rarely identified due to a lack of robust figures, but our desire for improved accountability across all aspects of
this campaign means we have made steps to estimate this figure here.
To re-iterate we can confidently discount the following factors that may have contributed towards the uplift in account
openings in 2008:
1. It was not attributable to improvements in our product, as we have significantly promoted the largest interest-free student
overdraft for the previous two years. There were no added incentives in 2008.
2. We have firmly established that the increase was not due to an increase in marketing expenditure. Our budget cut was so
dramatic we actually became the lowest spender on media within our competitive set which reduced our share of voice to
1%.
3. Finally, we have accounted for market growth, in the slight increase in potential students incorporated in our targets.
6.5 All this Meant Massively Increased Efficiency in Marketing Communications
Despite a greatly reduced share of voice, we completely over delivered in terms of the share of market we achieved. We had
captured over 17.2% of the market with just 1% share of voice – maintaining our share from 2007.
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21. Figure 6 Ixxvii
: Halifax Share of Voice Versus Share of Market 2008
The campaign drove down the Cost Per Acquisition by 55% xxviii from 2007 which indicates the hugely increased level of
efficiency.
Figure 6 J: Cost Per Acquisition 2007 Versus 2008
In calculating Return On Marketing Investment we will look at the difference between total net profit in 2007, and that made in
2008. This will represent the return in 2008 over and above the level in 2007. The final ROMI will underestimate the total
contribution of communications, but it will result in a ratio that attempts to quantify the impact of improvements in efficiency on
the bottom line.xxixReferring back to the ROMI targets in Section 3.5, we see that even based on our stretch target we have
overachieved; with an additional 90p generated for every £1 of marketing expenditure. Year on year, versus our conservative
2007 figure, we had generated an additional £2.36 per £1 spent on marketing.xxx
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22. Figure 6 IA: Improvements on Return On Marketing Investment 2008
This meant that 2008 was conclusively our best year yet in terms of Return On Marketing Investment.
SUMMARY – WHY THIS PAPER IS IMPORTANT
This paper demonstrates that we achieved dramatically improved efficiency in our marketing communications through radical
refinements in channel planning and creative approach. We led the way by being the first bank to shift almost its entire student
current account recruitment campaign online.
We have also outlined metrics and an approach, which can be built on by other industry professionals, in their quest to
examine the brand impact of digital, and quantify the contribution of branded “viral” content within an integrated campaign.
ENDNOTES
i. UCAS (2009) Applicant and accepted applicant regional analysis, home and overseas over six years. UCAS Data Tables
2008 Academic Year. UCAS figures for 2009 cover admissions in 2008.Available w:
http://www.ucas.com/about_us/stat_services/stats_online/data_tables/abusregresidence/abusukreg/
ii. Forrester Consumer Technographics Young Consumer Study June–July 2006. Omnibus research based on 7,215
European young internet users aged 12 to 24. Available from: www.forrester.com
iii. Datamonitor (2008) UK Current Accounts 2008. October 2008, DMFS2271.
iv. UCAS (2009) Applicant and accepted applicant regional analysis, home and overseas over six years. UCAS Data Tables
2008 Academic Year. UCAS figures from 2009 cover admissions in 2008. Available from:
http://www.ucas.com/about_us/stat_services/stats_online/data_tables/abusregresidence/abusukreg/
v. A. Hoole. D. Bester, K. Harding, P. Sturniolo, A. Thomson and P. Kirk (2006) outline a hierarchy of student needs when
starting university in their paper, BBC – 50 Pints or a TV License? IPA Effectiveness Awards Paper – Best Integration & Gold
2006. Available from: www.warc.com
vi. A. Hoole. D. Bester, K. Harding, P. Sturniolo, A. Thomson and P. Kirk (2006) outline a hierarchy of student needs when
starting university in their paper, BBC – 50 Pints or a TV License? IPA Effectiveness Awards Paper – Best Integration & Gold
2006. Available from: www.warc.com
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23. vii. R. Warren (2002) HBOS plc (Halifax): Taking on the High Street Banks by Communicating like a High Street Retailer. IPA
Effectiveness Awards Paper – Best Integration 2002. Available from: www.warc.com
viii. For confidentiality reasons we cannot share actual account opening or Cost Per Acquisition figures in the published paper.
They are used in calculations for the judges in the appendices.
ix. Chart with exact budget reduction included in appendix for judges for confidentiality reasons.
x. Figures based on publicly available media expenditure estimates. Media expenditure does not include budget allocated to
direct mail and point of sale material.
xi. Figures based on publicly available media expenditure estimates. Media expenditure does not include budget allocated to
direct mail and point of sale material.
xii. Calculations for these targets with actual CPA, budget and accounts opened are included in the appendix for judges, but
for confidentiality reasons will not be included in the published paper.
xiv. We accept that to calculate a target in this way assumes accounts opened each year will fluctuate directly in line with
marketing expenditure. Of course this is not true, as there would be a baseline of accounts that would be opened in the
absence of any marketing. However, as we have not had a year where we have maintained the same product and not
conducted any marketing at all, we cannot accurately quantify our baseline sales. We have also not performed a regional test,
or had the benefit of econometric analysis to accurately account for natural acquisition. But as this paper is based on proving
our efficiencies, we will take these targets as our baseline. The percentage of accounts opened over and above these realistic
estimates will demonstrate improvements in efficiency.
xv. Actual figures for account opening targets are needed to calculate ROMI, and are included in the appendices section, only
available to IPA judges, for confidentiality reasons.
xvii. For confidentiality reasons we cannot publish total account opening or profit figures in the paper, but they are supplied in
the appendix for judges.
xviii. R. Warren (2002) HBOS plc (Halifax): Taking on the High Street Banks by Communicating like a High Street Retailer. IPA
Effectiveness Awards Paper – Best Integration 2002. Available from: www.warc.com
xix. The difference in the total budget and media expenditure figures is because the total budget includes expenditure on direct
mail and point of sale material.
xx. Figures based on publicly available media expenditure estimates. Media expenditure does not include budget allocated to
direct mail and point of sale material.
xxi. Figures based on publicly available media expenditure estimates. Media expenditure does not include budget allocated to
direct mail and point of sale material.
xxii. H. Hopkins (2006) UCAS Website Visits Soar Yesterday. 18th August 2006, Hitwise Intelligence Blog Update. Available
from: http://weblogs.hitwise.com
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