Underpinned by the organisational strategic direction and purpose to 'keep members moving', we developed a new integrated campaign to increase awareness of the newly developed positioning, diversified products, and further cement existing perceptions of trust.
Whats more, as part of the ongoing diversification of RAA's products and services into the travel sector, in early 2019, the Board approved an initiative to reach a set of stretch sales targets and achieve more than 10% member penetration by 2024.
To deliver on RAA's travel strategic intent, we needed to increase awareness, improve industry presence and partner relationships, as well as create a seamless experience for customers. Part of creating awareness was to invest in brand visibility across high reaching advertising channels, one of which being TV.
With many competing messages across multiple products and services (travel, insurance, motoring), there was a necessity to separate long-term brand-building strategies from more short-term product focussed tactics.
Delivering commercial outcomes, all the while balancing best practice regulatory methods with 'good creative' was always front of mind.
I was fortunate enough to be nominated and appointed the lead for this project. In this role I was responsible for providing leadership of the team to execute the campaign, as well as ensuring the holistic project was delivered on time, within budget and achieving commercial outcomes.
Working as the ‘project lead’ and Marketing Manager in 2018 and 2019, I was directly involved in:
Research: Qualitative and quantitative research on previous campaigns, including neuro-ad testing alignment with distinctive brand assets.
Strategy: Development of the project strategy and objectives, working cross-functionally with the appointed creative agency to ensure cohesive and thorough planning across Brand, Membership, Product and Compliance. This piece of work formed the agency brief.
Production: Overseeing client-side operations, including three weeks of production overseas and in South Australia.
Amplification: Contribution to the strategy and execution of the above-the- line channel strategy and media plan to take brand to market.
Compliance: Throrought the campaign development process, I worked closely with the General Counsel and Company Secretary to review and refine the advertising material from a legal, risk and compliance perspective. The core guideline adhered to was RG 234 (Advertising financial products and services), and of course CAD pre-check and classification.
Together we created a suite of 11 different television commercials, to communicate both brand and product messaging.
We achieved a big bang for launch, but with considered and appropriate weighting and sequencing of messages targeted at difference audience segments.
Heavy and experienced buyers (existing members) were prioritised in the first instance, as well as lighter/medium category buyers to achieve wider reaching long-term objectives. The second stage was focused on driving reach and targeting whole of categories.
We were also picked up within numerous industry publications for the work that was produced.
Importantly, I am proud of the work the team produced and we had fun contributing to the history and legacy of the brand.
All visual concepts by KWP!
(homepage takeover ads)
Behind the scenes
Producers: Annalise Menzel and Anna Bardsley-Jones.
Director: Kate Halpin.
Agency: KWP! - Corey Swaffer, Executive Creative Director and Ryan Shipway, Group Account Director.
RAA: Matthew Schumacher, Senior Manager Product Marketing, Communications, Tom Graue, Brand Manager, Danni Sparkes, Marketing Manager (project lead).