Authors: Sally Hedley, BBH; Sara Bennison, Paul Law, Neil Feakins, Barclays
Contributing authors: Heather Alderson, Debra Stephens, BBH; Jakob Kofoed, Vishal Patel, Irina Pessin, Data2Decisions; Nicki Hare, Walker Media
Credited Companies - Creative agency: BBH; media agency: Walker Media; digital agency: Dare
Media used: Newspapers, online display, TV
IN A NUTSHELL
Through an action-led campaign that offered consumers help to better manage their money, communications delivered a payback of £6.78 for every pound spent.
With the arrival of the financial crisis in 2008, Barclays was forced to evolve its value-led communications model. The business issue was a fall in savings balances and a boom in current account balances, as nervous consumers preferred to keep their money easily accessible. Communications tackled this behaviour by rebuilding customers' trust in the brand. Barclays addressed customers' fundamental need for control through a positive and action-led campaign designed to help them manage their money better.
As a result, brand perceptions dramatically improved and the account trend was reversed. Communications also drove incremental sales, delivering £6.78 in payback for every £1 spent.
This is a solid case of how communications strengthened the Barclays brand and delivered an impressive payback at a time when banks were firmly out of favour.
Tim Brooks, marketing director of healthcare, GSK Consumer Healthcare UK.