Digital At Our Core containing 14 chapters.
Chapter 7 of 14.
Digital At Our Core containing 14 chapters.
Chapter 7 of 14.
Digital At Our Core containing 14 chapters.
Chapter 7 of 14.
Digital At Our Core containing 14 chapters.
Chapter 7 of 14.
In his fourth tour of duty...
as a marketer and since his days at Saatchi & Saatchi, much has changed in the world of marketing according to David. The number of channels, the speed of comms and as David put it, “an awful lot of twaddle is spoken around the chambers about digital”. We heard about his bold and ambitious new strategy for the NatWest brand which launched earlier this year with a full screen strategy under the slogan: ‘We are what we do’.
Marketing strategy
- It’s simple: who are you trying to target; what are you trying to say and why is it better than your competitor?
- Have clear purpose and vision – for RBS this means becoming no.1 for customer service, trust and advocacy
- Address your brand hierarchy. In the example of RBS, the RBS brand is not customer facing but Natwest is. The focus is now on customer-facing brands.
- It’s simple: who are you trying to target; what are you trying to say and why is it better than your competitor?
- Have clear purpose and vision – for RBS this means becoming no.1 for customer service, trust and advocacy
- Address your brand hierarchy. In the example of RBS, the RBS brand is not customer facing but Natwest is. The focus is now on customer-facing brands.
- It’s simple: who are you trying to target; what are you trying to say and why is it better than your competitor?
- Have clear purpose and vision – for RBS this means becoming no.1 for customer service, trust and advocacy
- Address your brand hierarchy. In the example of RBS, the RBS brand is not customer facing but Natwest is. The focus is now on customer-facing brands.
Voice of the customer
- David took the role of CMO at RBS because he felt empowered to bring the voice of the customer into the boardroom
- Listen to customers. In RBS’s case they felt the brand was like, “the patch on a sweater, it’s there but I don’t take any notice of it” – this was a key insight when developing the ‘we are what we do’ campaign.
- The ‘we are what we do’ campaign had positive feedback from customers who said they felt they had been served well and were proud of the brand. Testament to this the campaign got 19k shares and 95% of the sentiment was positive
- David took the role of CMO at RBS because he felt empowered to bring the voice of the customer into the boardroom
- Listen to customers. In RBS’s case they felt the brand was like, “the patch on a sweater, it’s there but I don’t take any notice of it” – this was a key insight when developing the ‘we are what we do’ campaign.
- The ‘we are what we do’ campaign had positive feedback from customers who said they felt they had been served well and were proud of the brand. Testament to this the campaign got 19k shares and 95% of the sentiment was positive
- David took the role of CMO at RBS because he felt empowered to bring the voice of the customer into the boardroom
- Listen to customers. In RBS’s case they felt the brand was like, “the patch on a sweater, it’s there but I don’t take any notice of it” – this was a key insight when developing the ‘we are what we do’ campaign.
- The ‘we are what we do’ campaign had positive feedback from customers who said they felt they had been served well and were proud of the brand. Testament to this the campaign got 19k shares and 95% of the sentiment was positive
"Most digital metrics are not, what’s the word I am thinking of? Begins with B…no, reliable"
David Wheldon, CMO, RBS
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In his fourth tour of duty...
as a marketer and since his days at Saatchi & Saatchi, much has changed in the world of marketing according to David. The number of channels, the speed of comms and as David put it, “an awful lot of twaddle is spoken around the chambers about digital”. We heard about his bold and ambitious new strategy for the NatWest brand which launched earlier this year with a full screen strategy under the slogan: ‘We are what we do’.
Marketing strategy
- It’s simple: who are you trying to target; what are you trying to say and why is it better than your competitor?
- Have clear purpose and vision – for RBS this means becoming no.1 for customer service, trust and advocacy
- Address your brand hierarchy. In the example of RBS, the RBS brand is not customer facing but Natwest is. The focus is now on customer-facing brands.
- It’s simple: who are you trying to target; what are you trying to say and why is it better than your competitor?
- Have clear purpose and vision – for RBS this means becoming no.1 for customer service, trust and advocacy
- Address your brand hierarchy. In the example of RBS, the RBS brand is not customer facing but Natwest is. The focus is now on customer-facing brands.
- It’s simple: who are you trying to target; what are you trying to say and why is it better than your competitor?
- Have clear purpose and vision – for RBS this means becoming no.1 for customer service, trust and advocacy
- Address your brand hierarchy. In the example of RBS, the RBS brand is not customer facing but Natwest is. The focus is now on customer-facing brands.
Voice of the customer
- David took the role of CMO at RBS because he felt empowered to bring the voice of the customer into the boardroom
- Listen to customers. In RBS’s case they felt the brand was like, “the patch on a sweater, it’s there but I don’t take any notice of it” – this was a key insight when developing the ‘we are what we do’ campaign.
- The ‘we are what we do’ campaign had positive feedback from customers who said they felt they had been served well and were proud of the brand. Testament to this the campaign got 19k shares and 95% of the sentiment was positive
- David took the role of CMO at RBS because he felt empowered to bring the voice of the customer into the boardroom
- Listen to customers. In RBS’s case they felt the brand was like, “the patch on a sweater, it’s there but I don’t take any notice of it” – this was a key insight when developing the ‘we are what we do’ campaign.
- The ‘we are what we do’ campaign had positive feedback from customers who said they felt they had been served well and were proud of the brand. Testament to this the campaign got 19k shares and 95% of the sentiment was positive
- David took the role of CMO at RBS because he felt empowered to bring the voice of the customer into the boardroom
- Listen to customers. In RBS’s case they felt the brand was like, “the patch on a sweater, it’s there but I don’t take any notice of it” – this was a key insight when developing the ‘we are what we do’ campaign.
- The ‘we are what we do’ campaign had positive feedback from customers who said they felt they had been served well and were proud of the brand. Testament to this the campaign got 19k shares and 95% of the sentiment was positive
"Most digital metrics are not, what’s the word I am thinking of? Begins with B…no, reliable"
David Wheldon, CMO, RBS
Next ›
Next section »
‹ Previous
1 / 2
In his fourth tour of duty...
as a marketer and since his days at Saatchi & Saatchi, much has changed in the world of marketing according to David. The number of channels, the speed of comms and as David put it, “an awful lot of twaddle is spoken around the chambers about digital”. We heard about his bold and ambitious new strategy for the NatWest brand which launched earlier this year with a full screen strategy under the slogan: ‘We are what we do’.
Marketing strategy
- It’s simple: who are you trying to target; what are you trying to say and why is it better than your competitor?
- Have clear purpose and vision – for RBS this means becoming no.1 for customer service, trust and advocacy
- Address your brand hierarchy. In the example of RBS, the RBS brand is not customer facing but Natwest is. The focus is now on customer-facing brands.
- It’s simple: who are you trying to target; what are you trying to say and why is it better than your competitor?
- Have clear purpose and vision – for RBS this means becoming no.1 for customer service, trust and advocacy
- Address your brand hierarchy. In the example of RBS, the RBS brand is not customer facing but Natwest is. The focus is now on customer-facing brands.
- It’s simple: who are you trying to target; what are you trying to say and why is it better than your competitor?
- Have clear purpose and vision – for RBS this means becoming no.1 for customer service, trust and advocacy
- Address your brand hierarchy. In the example of RBS, the RBS brand is not customer facing but Natwest is. The focus is now on customer-facing brands.
Voice of the customer
- David took the role of CMO at RBS because he felt empowered to bring the voice of the customer into the boardroom
- Listen to customers. In RBS’s case they felt the brand was like, “the patch on a sweater, it’s there but I don’t take any notice of it” – this was a key insight when developing the ‘we are what we do’ campaign.
- The ‘we are what we do’ campaign had positive feedback from customers who said they felt they had been served well and were proud of the brand. Testament to this the campaign got 19k shares and 95% of the sentiment was positive
- David took the role of CMO at RBS because he felt empowered to bring the voice of the customer into the boardroom
- Listen to customers. In RBS’s case they felt the brand was like, “the patch on a sweater, it’s there but I don’t take any notice of it” – this was a key insight when developing the ‘we are what we do’ campaign.
- The ‘we are what we do’ campaign had positive feedback from customers who said they felt they had been served well and were proud of the brand. Testament to this the campaign got 19k shares and 95% of the sentiment was positive
- David took the role of CMO at RBS because he felt empowered to bring the voice of the customer into the boardroom
- Listen to customers. In RBS’s case they felt the brand was like, “the patch on a sweater, it’s there but I don’t take any notice of it” – this was a key insight when developing the ‘we are what we do’ campaign.
- The ‘we are what we do’ campaign had positive feedback from customers who said they felt they had been served well and were proud of the brand. Testament to this the campaign got 19k shares and 95% of the sentiment was positive
"Most digital metrics are not, what’s the word I am thinking of? Begins with B…no, reliable"
David Wheldon, CMO, RBS
Next ›
Next section »
‹ Previous
1 / 2
In his fourth tour of duty...
as a marketer and since his days at Saatchi & Saatchi, much has changed in the world of marketing according to David. The number of channels, the speed of comms and as David put it, “an awful lot of twaddle is spoken around the chambers about digital”. We heard about his bold and ambitious new strategy for the NatWest brand which launched earlier this year with a full screen strategy under the slogan: ‘We are what we do’.
Marketing strategy
- It’s simple: who are you trying to target; what are you trying to say and why is it better than your competitor?
- Have clear purpose and vision – for RBS this means becoming no.1 for customer service, trust and advocacy
- Address your brand hierarchy. In the example of RBS, the RBS brand is not customer facing but Natwest is. The focus is now on customer-facing brands.
- It’s simple: who are you trying to target; what are you trying to say and why is it better than your competitor?
- Have clear purpose and vision – for RBS this means becoming no.1 for customer service, trust and advocacy
- Address your brand hierarchy. In the example of RBS, the RBS brand is not customer facing but Natwest is. The focus is now on customer-facing brands.
- It’s simple: who are you trying to target; what are you trying to say and why is it better than your competitor?
- Have clear purpose and vision – for RBS this means becoming no.1 for customer service, trust and advocacy
- Address your brand hierarchy. In the example of RBS, the RBS brand is not customer facing but Natwest is. The focus is now on customer-facing brands.
Voice of the customer
- David took the role of CMO at RBS because he felt empowered to bring the voice of the customer into the boardroom
- Listen to customers. In RBS’s case they felt the brand was like, “the patch on a sweater, it’s there but I don’t take any notice of it” – this was a key insight when developing the ‘we are what we do’ campaign.
- The ‘we are what we do’ campaign had positive feedback from customers who said they felt they had been served well and were proud of the brand. Testament to this the campaign got 19k shares and 95% of the sentiment was positive
- David took the role of CMO at RBS because he felt empowered to bring the voice of the customer into the boardroom
- Listen to customers. In RBS’s case they felt the brand was like, “the patch on a sweater, it’s there but I don’t take any notice of it” – this was a key insight when developing the ‘we are what we do’ campaign.
- The ‘we are what we do’ campaign had positive feedback from customers who said they felt they had been served well and were proud of the brand. Testament to this the campaign got 19k shares and 95% of the sentiment was positive
- David took the role of CMO at RBS because he felt empowered to bring the voice of the customer into the boardroom
- Listen to customers. In RBS’s case they felt the brand was like, “the patch on a sweater, it’s there but I don’t take any notice of it” – this was a key insight when developing the ‘we are what we do’ campaign.
- The ‘we are what we do’ campaign had positive feedback from customers who said they felt they had been served well and were proud of the brand. Testament to this the campaign got 19k shares and 95% of the sentiment was positive
"Most digital metrics are not, what’s the word I am thinking of? Begins with B…no, reliable"
David Wheldon, CMO, RBS
Next ›
Next section »
‹ Previous
1 / 2
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