BUSS BANK MOBILE APP LAUNCH COMMUNICATION BREIF

SEC A (LSM 15-17) 1%

SEC B (LSM 11-14) 4%

SEC C (LSM 6-10) 39%

SEC D (LSM 3-5) 44%

SEC E (LSM1-2) 12%

44% belong to ABC population

Framework for App LaunchPopulation composition – SEC groupings

Socio-Economic Classification

56% belong to D/EThe middle class is growing in Nigeria. This is in response to increased urbanisation, more education opportunities and rising income.

Youths are getting increasingly wealthier because of the booming entertainment and music industries.

However, recent economic trends is leading to reduced disposable income across all segments of the population

• This target group is more receptive to advertising.

• They prefer TV

first as a channel

• Communication

targeting them using

their programmes of

primary interest .

• This target group is receptive, but not too open to Ad as they are very impatient & adventurous.

• Digital Media is their most preferable channel, followed by TV & Radio as they hardly read

Newspapers

• The young adults in Nigeria are more ambitious & energetic

• They form the core of most advertisers TG as they are pacesetters and trend setters of the Nigeria Economy.

• They prefer TV &

Digital

• The adult target group is more conservative.

• They are the mirror of the teenage group

• They prefer the Print,

TV & Radio as channel

• This group are moreAfrican as they prefer more family engagement & gatherings, making them less receptive to Advertising.

• They mainly watch TV

and listen to Radio

sparingly, but read more

of Newspaper & political

journals for News.

Age and Lifestyle profiling

Under 16 years(19%) 16 – 24 years(32%) 25 – 34 years (27%) 35 – 49 years (16%) 50 years & Above (7%)

The typical Nigerian is fashionable, adventurous and loves entertainment.

Media Penetration 2014

Radio has the highest penetration in Nigeria. Most HNI clients listen to favourite stations on the way to and from work.

TV Outlook in Nigeria

LAGOS Reach/pop

STATION %

ONTV 34

GALAXY 21

TVC 10

STV 9

AIT 6

LTV 6

CHANNELS 5

MITV 4

NTA 2 2

SUPERSCREEN 2

NORTH CENTRAL Reach/pop

STATION %

NTA MAKUDI 13

CTV LOKOJA 9

AIT ABUJA 9

NTA ILORIN 7

NTA MINNA 7

NTA JOS 7

PRTV JOS 6

BTV MAKUDI 6

NBS TV 5

KSTV ILORIN 4

SOUTH SOUTH Reach/pop SOUTH EAST Reach/pop SOUTH WEST Reach/pop

STATION % STATION %STATION %

NTA OWERRI 19EKITI TV 9

AKBC UYO 13 ABS AWKA 18 NTA IBADAN 9

NTA PH 9 ETV ENUGU 9 OSBC AKURE 7

NTA YENAGOA 8 NTA ABA 9 OSBC OSOGBO 6

CRTV CALABAR 7 ORIENT TV OWERRI 9 GALAXY IBADAN 6

STV 7 NTA AWKA 7 NTA ILE – IFE 6

NTA UYO 7 EBS ABAKALIKKI 6 NTA AKURE 6

AIT PH 7

ITV BENIN 6AIT ENUGU 4 BCOS IBADAN 5

DBS WARRI 6 NTA ONITSHA 3 NTA ABEOKUTA 5

RSTV PH 5 BCA TV UMUAHIA 2 OGTV ABEOKUTA 5

Terrestrial stations have widest reach but Cable TV has higher penetration among TG

Radio Outlook in Nigeria

Over 135 licensed Radio stations:

•1 Federal Network (FRCN with 40

individual stations)

•Over 63 State owned stations (On AM and

FM bands)

•Over 60 Privately owned stations

•27 Campus Radio

•9 Community stationsSource: MPS

Trends

• Increase in the number of specialized Radio

stationsSports Radio and Traffic Radio, Women FM

• Live broadcast of EPL & other foreign football leagues

on radio-Brila FM and Nigeria Info

• Three key Radio stations have grown to mini networks

with regional strength – Cool Fm/ Wazobia, Rhythm

FM and Brila FM

Peak periods: Weekdays; Morning (6am-9am) and Evenings (4pm-8pm)

Competitive Landscape

Metrics Financial services

Value proposition 24/7 banking,

Differentiation Great user-interface, easy navigation, PIN and Token access

Persona Hip, Fast, Convenient

Target group SEC: A,B,C (18-45y0)

Marketing channels Social Media (Twitter, Youtube, Facebook, Instagram) iOS and Android Play store, Radio,

TV, Online

Strategy

Functional Proposition• Ability to send mobile money via sms codes and the ability to operate a single interface for multiple bank accounts (outside Buzz Bank), complete with the capability to perform a suite of e-transactions• Provides multiple payment options with all major billers and instant receipt generation and detailed transaction reports

Emotional Proposition• Comfort: a life of comfort and convenience• Aspirational: a sense of advancement into an upper-class

Brand Proposition• Launch the App in the most cost effective way that will resonate with early adopters, influencers and other critical audiences• Get all online banking users to First Bank App users with the first try• Derive commercial and brand capital from the success of the app to reposition Buzz brand as the market leader

• Brand Target Audience: Male/Female, 18 – 55yrs, ABC1C2

• Communication Target: Male/Female, 25 – 45yrs, C1C2

Target Audience Analysis

• Buzz Bank’s users will span the entire adult upper class economic segments – SEC ABC,

18 – 55yrs

Communication however will be skewed to the most viable segments addressable using media

25 – 45yrs, C1C2

• Middle class individuals still in their prime career-wise with need for on-the-go banking services

• Tech-savvy, open to exploring new technology

• Economically independent with some disposable income

• They are cost-conscious and so settle for value; supplementary goods and services that give same fulfillment as their HNI counterparts

• Our target definition there is

• Male/Female, 25 – 45yrs, C1C2, in urban areas of Lagos, Abuja and PH

Target Audience Mapping

Numerical Representation

Male,55%

Female,45%

Gender SplitTotal 60,875,676

Lagos 11,050,651

Abuja 2,733,605

Rivers 1,191,420

Lagos%71

Rivers%22

Abuja%7

A,B, 33%

C67%

SEC Split

Source: AMPS, NCC

TG Psychographics

• Buzz Bank’s customers are:

• Social

• Technologically aware

• Educated

• Comfort-conscious

• Loyal to great brands

85%83%

47%

69% 71%66%

53%

Tech-savvy Cost conscious Mobile Banking Multiple Accounts Single Account Convienence Multiple

Devices

Communication Objectives

Focus

• Drive awareness for Buzz Bank’s app and services

• Use the broad awareness campaign to drive ROI

Media Objectives

• Achieve reach of 70% TG after first week of campaign

• Average frequency of 5+ weekly for the first 8 weeks of campaign

Target platforms

• Internet

• Radio

• Television

SWOT

Strengths • Proven innovative technology • Improvement on banking performance • Strong buy-in from stakeholders

Weaknesses • Perception of additional cost incurred• Consumer apathy for host bank services• Possible bugs on app

Threats • Consumer resistance (strong psychological barrier) • Uptake not wide enough to drive adoption by all • Availability to affordable data services

Opportunities • Cyber safety as top of people’s mind • Partnerships with third parties (Telco’s, Platform integrators) • Creates multi-touch points for consumers• Advance people’s lifestyles

Internal Communications StrategyStrategy Purpose Intended result Communications team

roleCommencementDate

Intranet

Email blast to staff Inform, engage Employees understand our purpose, progress, and how they connect

Consult, develop, test app internally

3 weeks before launch

Meetings

Coffee with director Inform, clarify, exchange

Attend, notes if required

Leadership team employee meeting (open to all)

Model open organization, inform

Take notes

All-manager meetings Inform, clarify Respond to questions

“Branding” and organizational identity

Align team Unveil assetsannouncing launch on signage, social media, websites

Coordinate and support Launch day

*External Communication Mirrors same, with extensive media plan across board

The following week after launching the APP, Buzz Bank receives a call from the police that a customer has been defrauded of

N10m. Further internal investigations confirms that an employee in the R&D dept has a cloned version of the app in

circulation;

1. As the communications director, how do you advise Buzz Bank to manage this?

- Signal warning to staff by communicating that culprits have been apprehended and funds recovered

- Set up town hall meetings with HR in loop on corporate efficiency and company values

- With legal team, petition copyright infringement and have iOS and Android block said app’s from their platforms

- Have the most senior staff member (CEO/MD) write a direct mail decrying the situation, rewarding teams who discovered the fraud

and expressing the consequences guilty parties will face

- In the event the news leaks, prepare tailored responses highlighting Bank’s dependability, strength and integrity with clear examples.

2. Shortly afterwards, the police threatens to grant a press conference on the issue with grave consequences bothering on

the bank going down, how would you prepare for the possible media crisis and What specific steps would you take to ensure

this doesn’t become a media crisis?

- Invoke the right to confidentiality with the Police (its an internal issue)

- Send out press release to all leading media announcing Buzz Banks most recent achievement on a weekly basis

- Sponsor major stakeholder event with slant focused on Bank’s activity in promoting online security

- Carry out CSR activity in line with community and police interests with Commissioner as guest of honour

- Launch web banners denouncing cyber crime

- Place disclaimer at ATM’s and Banking halls

Managing The Crisis

THANK YOU!