The challenge:

To complete the transformation of the Laurentian Bank from a small, non-descript player to a major institution and brand in 2008.

A few years earlier, in 2004, we received a mandate from a bank that was struggling with something worse than a bad image — the complete absence of a brand. To the few, the bank was considered a bit player in the industry. Many people would hesitate to place their savings there.

The mission for 2008, therefore, was to complete the renascence and reinvent this brand. Consumers generally feel hesitant about banks for a variety of reasons: size, confusion, and fear. Our job was to make the bank’s size a strength rather than a perceived weakness. We felt that size and service could matter, differently.

The idea:

To take a small bank bank, transform it into the people’s ‘home’ bank, and let the rest of their business follow.

We wanted to be involved in the most important decision of people’s lives: the roof over their heads. In today’s uncertain world, with yesterday’s methods under constant attack, the consumer buying a home operates in doubt and confusion. Who to believe? What to remember? Where to focus? What about the crisis? What about our future? These issues of uncertainty deeply affect consumers.

Bleublancrouge positioned the home as the last true bastion for value. The campaign made home buying the cornerstone and showed how a smaller bank is better positioned to help with life-altering decisions. Our creative showed how simple it can be when consumers choose the right partner.

This angle gave the institution a new ambition: to be the bank that encourages and helps families own their home. “Dare with us,” the bank told consumers, “and we’ll help you grow.” But it’s not enough to just say it.

The plan:

We proved our statement by demonstrating the many ways to grow, especially if you’re small. We showed how home-ownership dreams can be real for the majority of consumers. This meant we planned to simplify the big decision to invest in owning a home and make it seem easy.

Over three years ago we started showing how easy it was to own a home with an audacious print campaign featuring kids. We were on billboards and online, and we gave kids the chance to express themselves by uttering simple truths — all based on recurring themes: different needs, tastes and dreams.

Year-by-year the bank sold more and more mortgages. In addition, the bank insured that service lived up to the campaign. Branch employees delivered the brand by providing professional and personalized services. These elements combined as a setup for 2008 and the bank’s return to television advertising.

The 2008 campaign invited consumers to listen to the child within - the inner-child being the one willing to embark on daring adventures. We reached consumers on television, in print, online and on the radio. The creative demystified the process of buying a home, relying on simple everyday language.

We developed online content for the buyer’s rational mind. Home buyers online are intensely focused on analyzing, comparing and evaluating costs. We knew they’d be receptive to simple mortgage deals during their ‘numbers mode.’

Print and TV content was focused on the emotional benefits of home ownership and played on their sense of anticipation.

Eventually we extended the campaign to include more than mortgages and focused on the next most-important issue for our consumers: retirement and RSPs. These decisions, too, can be made easy.

By mid-May the Laurentian Bank had gained credibility and became recognizable thanks to its simple, straightforward tone, its sound financial standing, and the humanity and emotion of its advertising. We saw that our plan — to dominate by establishing credibility, to reach buyers on their turf and according to their terms, and to create an emotional connection — was working.

Results:

The bank beat two key records and had the best year since it was founded over 160 years ago. The bank more than doubled mortgage sales in 2008 (compared to 2007, an all-time best), sold more RSPs than ever, and, despite the financial crisis, grew its overall business.

It’s now perceived as one of the best-placed financial institutions in Canada in helping consumers prepare the future through home ownership and retirement planning. The brand is considered a mortgage leader despite ranking fourth in ad spending.

Simply put, 2008 was the bank’s best year ever.