@marketingmag
THE TRUTH ISSUEThis also led us to create a new
brand platform: ‘Another Reason
to Ride’. The platform turned every
product and service that Swann
offered into a reason for riders to get
out onto the open road. To launch
the brand platform, we built a fully
integrated campaign that focused
on reigniting the motorcyclist’s
passion and stealthily positioned
the brand beyond an insurance
provider – as an integral part of
the motorcycling subculture in
Australia. Beyond this, the agency
set out to deliver a campaign that
proactively enabled riders to enjoy
their passion to the fullest and fi nd
‘Another Reason to Ride’. Drawing
on the nostalgia associated with the
classic Australian road adventure,
the campaign doubled down on
small Australian towns where
often their unique beauty can be
found in pubs and bakeries that
act as local convenience stores –
places where people often stop by
along the way to take a break. In a
traditionally risk-averse industry,
Swann Insurance set out to do the
opposite: focusing on an emotional
positioning that celebrated the
motorcycling subculture.Execution: With these insights
in mind, the agency used owned,
earned and paid channels to tell this
new story. The campaign turned the
everyday errand to the convenience
store to grab life’s necessities
into one grand adventure. Giving
Australia’s motorcyclists ‘Another
Reason to Ride’, the creativeplatform cemented the brand’s
repositioning within their lives – that
excuse to jump on their motorcycle.
Swann branded ‘Inconvenience
Stores’, which were already set up
in remote locations at the end of
some of Australia’s most epic rides
and rewarded those who went on
the journey. Riders were fi nally
armed with an excuse to get out and
indulge in their passion; getting the
milk now meant getting on the bike
for hours or even days – some riders
even travelled interstate.
These Swann Insurance
branded ‘Inconvenience Stores’
were fi tted with a bespoke branding
experience, including wall stickers,
shelf wobblers, sandwich boards,
decals and in-store displays, as well
as branded free milk, chocolate and
toilet paper.
A direct acquisition strategy
was incorporated into the campaign
where riders could also receive
10 percent off a new motorcycle
insurance quote via a unique
code on each of the ‘inconvenient’
products. The strategy also included
outdoor billboard placements,
sometimes even across a
250-kilometre route that showed
riders how far they were from their
‘Inconvenience Store’, and online
maps that revealed the same.
A TVC announced the opening
of the stores, which was reinforced
through digital and social channels.
Other owned platforms included
website, email database and outdoor
billboard placements, as well as
Swann Insurance branded toilet
paper, chocolate and milk. This wasmagnifi ed by PR activity including
radio interviews, press and online
media and rider magazines. Local
motorcycle clubs were engaged and
infl uencers were used to generate
further exposure. The campaign ran
from September 2017 to November
2017 and the TVC was broadcast
during the audience’s biggest
motorcycling moment of the year: the
Australian Motorcycle Grand Prix.Results: The campaign was a huge
success. It delivered above and
beyond the KPIs set against three
criteria: policy generation, written
premium and engagement. Swann
Insurance policies increased by 23
percent, delivering well above the
10 percent objective. There was an
increase in written premium growth
by more than 22 percent – which
was more than four times the target
of fi ve percent – and engagement on
social media channels increased by
284 percent. People engaged with
the brand like never before, with
motorcyclists and motorcycle clubs
coming out in support of the idea
and travelling across the country
to visit the ‘Inconvenience Stores’.
From entire clubs to celebrities,
enthusiasts and casual riders – all
types on all kinds of bikes began
riding great distances to pop out and
get some milk.
By fl ipping the notion of
convenience in a way its customers
understood, Swann Insurance drove
a 29 percent increase in written
premium, proving that it understood
riders better than anyone else.