1. Integrated Marketing Communication
BBVA Compass:
Marketing Resource Allocation
Group 3
Shweta
Zacharia
Kern
Rachita
Swarooparani

2. About the Company
Parent company BBVA
Second-largest bank in Spain in 2010
Entered US market in 2004
Through mergers and acquisitions, established itself as 15th largest commercial US bank- 700
branches and $49 billion in deposits- across seven states (Sunbelt region)
Three primary lines of business units: retail banking, corporate and commercial banking, and
wealth management
Goal: to become one of the top 10 banks in the US
Positioning: small enough to offer customized solutions while big enough to offer
breakthrough innovations
Target customers: Sunbelt Area (significant population growth) – “strivers” – 25 to 54 year
old- annual household income of more than $75,000
Marketing Goal
Build awareness and trust in the brand
Bring in new customers and increase the total number of accounts in the bank
Improve satisfaction and retention customers and cross-sell to them
Marketing Budget
Under $50 Million for 2011
Offline Marketing
Brand building: Adopted trade name BBVA Compass- aided awareness reduced
Sponsorships: Multiyear sponsorship with NBA + Title sponsor of PapaJohns.com Bowl +
Associate sponsor of Texas Bowl, Bell Helicopter Armed Forces Bowl, New Mexico Bowl
Online Marketing
Paid Search: Buy generic words on search engines
Display: Buy advertising space on websites that prospects were likely to visit
Offline vs. Online Marketing
New checking accounts- 5% from online, 95% offline (80% branches, 15% telephone and
direct mail)
Average annual retention rate- online 55%, offline (through branches) 65%
Annual income- slightly higher from online customers than from branch customers
Account balances- lower of online customers than branch customers
Measuring effectiveness- accurate in online, difficult in offline
Applications for new checking accounts- about 80% online are approved, while 95-100%
offline (branches) are approved

3. What was going wrong?
Banks typically spent about 25% to 30% of their budget on measured media (such as TV,
print and internet) and the remaining on unmeasured media (direct marketing and
promotions). But BBVA Compass spent around 75% of their budget on TV and online alone.
After adopting a new name, BBVA Compass, the aided awareness of their brand dropped.
If 100 online visitors clicked on the online ads (paid or display), then only 2 or 3 accounts
become functional, i.e., they are approved and actually funded within the required time
frame.
What should be done?
The chief marketing officer must review the marketing performance of the company and decide how
to allocate next year’s marketing budget across different regions and different advertising channels.
How to do it?
More emphasis on – convenient branch locations, easy online banking services, more
personalized service, free checking services, friendly service - in all marketing messages
Therefore, more spending on direct marketing and promotion, rather than TV and print
Can try a breakthrough innovation to provide a platform to help customers on one-to-one
basis 24*7 to improve the service provided, but keeping the cost incurred in mind. To
enhance customer interaction at lower cost of delivery.
More importance to brand awareness and trust building by making a personal connect with
customers- new customer acquisition will follow
Better selection of sites for display advertising- avoid duplication
Improve online application process- make it more elaborate to explain to customers what
information they are required to fill- give constant reminders to fund the account within the
specified time frame
Measure the effectiveness of sponsorships to Sports organizations- accordingly, increase or
decrease spending