Having been acquired by RSA, 123.ie was tasked to continuing to significantly grow revenues, necessitating a sharp focus on gaining new customers and retaining the existing base in a highly competitive environment. With the assistance of Acorn Marketing, a direct marketing strategy was developed, which involved research on the positioning of the brand, refinement of the targeting model, adaptation of the core proposition for broadest appeal, and integration of new messaging in all communications. The proposition was expanded to offer "great value from a friendly company with great service", which was driven through direct response TV and print advertising. This resulted in an increase in the customer base.

In 2011, Airtricity faced intense competition from larger players. Brand awareness and brand equity were both low, significantly behind the competition. Working with colleagues at Leo Burnett, the Airtricity marketing team combined consumer insight with creativity in communications to devise a marketing strategy that had a strong emphasis on direct marketing, with the goal of building brand equity and driving customer acquisition through direct channels, including TV, radio and print. The door-to-door incentives package was upgraded and the website was streamlined, and the latest direct TV campaign leverages the cost saving proposition. Airtricity gained a major uplift in customer acquisition in 2011.

The Bord Gáis Energy Home Team business took on ambitious targets for existing products in 2011, and it also planned to enter the insulation market. In this price competitive market, direct marketing methods were selected to focus on the added value of Bord Gáis Energy versus cheaper competitor offers. Having developed a differentiated proposition encapsulated in "The Better Home Bonus", this unique and compelling offer was designed to achieve cut through and drive bookings. The channels included bill inserts, customer ezines and promotions, but leads were driven primarily by personalised direct mail campaigns, supported by TV and radio. In a difficult environment, the Home Team achieved aggressive targets on both product lines.

Facing a steady decline in the life assurance market over several years, Caledonian Life needed to respond in an innovative manner. The company's marketing activity focuses on delivering imaginative personalised campaigns that build and consolidate its position in the broker market, keep the brand front-of-mind, and reinforce brand positioning. Direct marketing was placed at the centre of a major new strategic campaign to launch revamped products, improved pricing and enhanced commission options. The "Smile" direct marketing campaign reconnected Caledonian Life with the broker base, delivered a turnaround in sales figures, and an estimated double digit market share uplift.

Sky Ireland set ambitious objectives in the run up to Christmas 2011, a peak selling period. Sky's core media channels of newspaper inserts, door drops and direct response TV were supplemented with a direct mail campaign that would deliver an information-rich pack. The campaign was directed at Dublin and surrounding counties, and the proposition was based around getting prospects to "discover surprising value with Sky". The messaging was designed to break down attitudinal barriers to purchase, incorporating not only a price offer but also added extras that competitors could not offer, positioning Sky as a superior service for a competitive price. The resulting sales made up half the overall media mix.