How do you change the game - again? 

As the number of reward programmes has increased consumers are shopping around more and more. The introduction of low interest credit cards is also growing in appeal. Consequently, in a category driving loyalty there is now less loyalty and more fickle customer behaviour. In this context GlobalPlus was looking to introduce a new Platinum card (to accompany the existing Standard and Gold cards) and had identified the need to refresh the brand.

The Challenge

When GlobalPlus launched 10 years ago it was the first rewards card to market. It took a strong challenger brand position and quickly became 'the' aspirational New Zealand rewards card - leveraging off the platform provided by its two parent brands, Bank of New Zealand and Air New Zealand.

Today it is market leader in the New Zealand credit card rewards sector. However, the market has matured and become crowded. Most credit cards now offer reward programmes and 84% of card holders make use of these. These range from travel to low value household appliances and cash back offers.

However, research confirmed consumers have developed a perception of 'sameness' about the market. Most see rewards as something they deserve and the category is felt to offer less value than it did. Findings also showed many know little detail about the competing rewards programmes (including the programme they belong to). However, two key aspects of the GlobalPlus offering researched very well - airline points and being rewarded for everyday purchases have the greatest appeal.

The Solution

A significant brand evolution was required to protect and grow market share. Using the research findings a brand strategy exploration and definition process was undertaken. A detailed Brand Blueprint was developed and agreement reached that 'really shaking things up again' was required to reclaim emotional and attitudinal leadership. This also necessitated evolving the functional aspects of the rewards offering. Consequently, a parallel project was undertaken using the Brand Blueprint as the criteria for evolving the GlobalPlus rewards suite.

Brand evolution work then commenced. The Blueprint called for boldness and it was quickly decided to revolutionise rather than evolve the identity. A brand toolkit was developed and new cards designed. The final stage was the development of a new suite of collateral and application of the brand to advertising and communications.

The Results

The GlobalPlus brand re-launched at the beginning of June 2007 with the introduction of the new Platinum card. The new Gold and Silver cards are currently being rolled out as replacements to existing customers and offered to new customers. Initial take-up has been very strong, meeting anticipated business targets. Research is yet to be undertaken on market perception.

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