Fleet and novated leasing marketing
Two audiences and one funnel: the employer agreement that opens a whole workforce, and the salaried driver who has to be convinced, quoted and settled before the FBT year closes.
Where the money moves.
One signed employer agreement opens a whole workforce, and it is marketed nothing like the driver sitting inside it. The employer sale runs through HR, reward and finance, takes months, and is decided on administration load, payroll integration, compliance risk and the quality of the education programme the provider will actually run onsite. The driver sale runs in days, turns on a quote and a running cost comparison, and evaporates when the calculator is slow. A Chief Marketing Officer is funding both. The expensive mistake is letting one budget, one message and one set of measures serve them.
Policy sets the calendar. The FBT year closes on 31 March rather than 30 June, which pushes the whole novated demand curve out of step with everything else in the business. The electric car discount removed fringe benefits tax on eligible battery electric vehicles under the fuel efficient luxury car tax threshold, and the plug-in hybrid exemption ended for new arrangements from 1 April 2025, so the comparison a driver runs today is not the one they ran two years ago. Content left unmaintained against current thresholds is worse than no content, because it produces a quote the driver later discovers is wrong.
Winning the employer means being useful to people who are not buying a car. An HR director is measured on benefit take-up and retention, a payroll manager on whether a deduction file breaks, a finance lead on residual value exposure across the fleet where operating leases are in scope. Each is protecting against a different failure. Material aimed at all three at once persuades none of them, so the work splits: a benefits case for reward, an integration and administration answer for payroll and finance, and an education programme the employer can point to when staff start asking what novated actually costs.
Advertising a leasing product carries rules, and those rules shape the writing. Savings figures need their assumptions on the same page, tax outcomes depend on the individual, and no comparison should imply advice the business is not licensed to give. The workable answer is specificity with the conditions attached, rather than a headline number propped up by fine print. Reporting is written against agreements signed, employee take-up inside each agreement, quote to settlement conversion, and cost per settled lease by channel, because that is the chain a CMO here is accountable for.
What we run.
Employer acquisition through HR and reward
The people who sign agreements sit in HR, reward and finance, and they gather at HR conferences, on LinkedIn and inside payroll and HRIS ecosystems. Content built around take-up, administration load and integration, aimed at them rather than at drivers.
The onsite and virtual education programme
Take-up inside an agreement is won at the information session. Presenter decks, employee explainers, intranet ready assets and a booking path, produced so every employer launch runs the same way and a new agreement reaches its workforce quickly.
Quote and calculator experience
The driver decision happens on a running cost comparison. A fast quote path, current thresholds and assumptions shown on the page, vehicle availability handled honestly, and the handover to a consultant timed before the interest cools rather than after it has.
Search built on the questions drivers ask
Novated against buying outright, what happens if I change employer, which vehicles keep the FBT exemption, what a balloon payment really means. Answer pages built for those searches, maintained against current thresholds, and structured so answer engines quote you correctly.
End of term and renewal
A lease reaching term is either a repeat settlement or a customer walking. Sequenced communication from twelve months out through payout, refinance and upgrade, run to the employer's calendar as well as the driver's, so the existing book funds next year's growth.
Questions we get asked.
Yes, as a business development engine rather than lead capture. The reward and payroll audience is small, identifiable and reachable, so the work is targeted content, LinkedIn presence for your executives, association and conference channels, and material that answers administration and integration objections before the meeting starts. The pipeline is a list of names, not a volume number.
Assumptions published alongside the number, individual circumstances flagged wherever tax outcomes vary, and no language that implies personal advice. Claims route through your compliance function before publishing. Once the standard assumption set is agreed, a savings claim clears review in one pass instead of bouncing between marketing and compliance for a fortnight.
We build the experience around them and integrate what you already run. Quote engines usually live in your platform for sound reasons, so the work is the path into it, the speed of the first response, the pages that pre-answer the questions causing abandonment, and the tracking that shows exactly where a quote dies.
It changed who enquires and what they ask about. Threshold eligibility, home and workplace charging, running cost against a comparable petrol vehicle, resale, and what happens when a vehicle sits above the fuel efficient luxury car tax threshold. That content has to be maintained against current thresholds, because an out of date comparison keeps surfacing in search long after the policy moved.
Also in automotive
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