The challenge was bold: can we still make up for a bad 2017 while three quarters of the year have passed already? If nothing changed (a perfectly credible assumption on a stable market), KBC would have the worst end-of-year results in years. Q1 Q2 Q3 cumulative sales were 8% and 16% behind compared to the same period in 20. Q4 is never the best period, but in 2017 the situation was more dramatic. Their sales highly depends on external stimuli, like car fairs in Q1, the real-estate market in Q2, travel and back-to-school in Q3. People don't wait in line to buy insurances. There is only so much insurance you can sell. Insurances are not exciting, neither fun. All with unchanged budgets and impact far beyond insurance. KBC catapulted its insurance business in the 21st century in one single movement. It proofs that putting a category back where it belongs, in the 21st century, is the only way to stay relevant and make a difference. This case is the proof that no industry is too old to be relevant and no topic is too boring to be heard. It asks a lot of discipline, knowledge and courage to shake up conventions and understand the what and why of traditional communication.

Working in and for an industry as static and defensive as the insurance business is not the prettiest task.

Kbc 2018