The difficulty of surprising an audience that’s increasingly addicted to consuming new forms of entertainment has become one of the biggest dramas for advertisers, especially on TV. Contrary to what is expected from a 15, 30 or 60 second commercial, "Credit in Credits" broke with all the standards that a commercial could fit into: vertically like a good TikTok, contextualized as a CRM strategy and the best, even at the end of the program, before losing the audience to the bathroom, zap or even another channel. We created OUR OWN MEDIA PROPERTY in a space never used before.

2023 was a very unfavorable year for the supply of credit in Brazil: the financial segment was deeply cautious, and the fear of default took the product out of communication in the segment, leaving people stranded. Santander aimed to increase card acquisition and account opening, so in a brave move the bank prepared an aggressive set of credit offers from Credit Card to Personal Credit. But it's not enough to "give credit," people need to feel secure that they are making good financial decisions. After all, bank language is not that easy, and an unconscious credit decision can lead to a serious and misguided choice.

That’s why Santander believes that conscious credit begins with a language that everyone can understand. Simple offers, presented in a simple way, by people who speak simply, repeated a lot of times and at a time when I'm paying attention.

However, even a competitive offer could be easily overshadowed by the competitor’s investment. Santander had 1/5 of the budget compared to main competitors. In addition to traditional players such as Itau, Bradesco, Banco do Brasil and Caixa Economica, Santander competed with more than a thousand fintechs willing to capture any Brazilian with a bank account. If it weren't enough, since 2017, the brand has not had a media readjustment. So, there’s no other alternative than innovate.

In 2023, Brazil faced severe economic challenges. High default rates and limited credit access plagued individuals and businesses. Global instability compounded domestic woes, straining relations, and markets. High inflation persisted, eroding purchasing power. Notably, Brazilian banks refrained from extending credit, opting to focus on alternative financial products to navigate economic turbulence. These factors converged, creating a tough environment where financial institutions juggled stability and client relations amidst uncertainty.

Instead of fighting for 30 seconds of attention, we created a new media format: the end credits of TV programming. The end credits were never used as media space before, but Santander did it, making the brand a pioneer in an advertising never offered to any other brand. It was a unique project in partnership with the largest broadcaster in Latin America – TV Globo. Together, we've turned the end credits of all programming into a space to sell credit, surprising the audience while they were still paying attention to the content. There were more than 50 custom-made movies, all of them customized for each TV program, connecting the audience with the credit offers, surprising the audience while they were still paying attention to the content.

2023 was on track to reach a record number of delinquent or indebted individuals, totaling 66.1 million delinquents, meaning four out of every ten Brazilians. From this fact, the campaign is born with diverse offers covering both, people and company profiles, with a wide range of options. Making it inevitable for the target audience to be broad, aiming to reach nationally: both genders and the demographic segment from 18 years old, without discrimination based on social class. With this direction, the trigger arises to explore TV, the only medium capable of reaching 91% of the Brazilian population in a single month. More than give credit, people needed to feel secure with the financial decision they are making. Therefore, the medium was crucial to bring credibility while the language needed to be simple and empathetic to the audience but also entertaining to catch their attention.

During a month, there were more than 50 custom-made movies, all of them customized for each TV program, connecting the audience with the credit offers. With 15" of content, Santander was present in the main programs of drama, series, variety, and sport in open TV, pay TV channels and on the Globoplay simulcast. Within intelligence of content distribution, we could customize messages according to genres and programs. For example, if was a sport show, we talked about credit and score. If was a humor show, we talked about credit in a light way. If the show was a soap opera, we showed credit without drama. The same CRM digital segmentation mindset now on television.

More than a creative format, the "Credit in Credits" campaign contributed to extraordinary results for the business, brand and also a success of media:

- Double of cards issued compared to the previous month;

- Double of Approved online cards compared to the previous month;

- 7.8 million visits on the landing page;

- 4x more interest in offers, compared to the previous campaign;

- 70 million Unique Viewers on Open TV;

- The Greatest historical visibility of the brand in 2023, and 2nd over the years (Brand Tracking among Clients and Non-Clients);

- Increase brand uplift in the three strategic attributes (Preference, Proximity and Brand Image among non-clients).

As a credit, the idea became a new media format on TV Globo's inventory, starting to be commercialized in 2024.

We created OUR OWN MEDIA PROPERTY: a unique project in partnership with the largest broadcaster in Latin America in a space never used before. It would be impossible to compare with the competition that remained in the classic awareness pieces with 6, 10, 15 or 60 second formats on television and dependent on external resources such as celebrities, music, and mega productions to stand out.