CUNA Marketing and Business Development Conference

I recently presented a concurrent session at the CUNA Marketing and Business Development Conference in Las Vegas. What a fun, innovative and energetic conference.

I found the attendees completely pumped about being challenged to think and do things relative to marketing – differently. I spoke of the need to consider what I call the 3 additional P’s of marketing (beyond the 4 traditional P’s of marketing), to help transform their businesses.

My three P’s are: Make it Personal, Make it Product Free and Do it with Passion! It became the new chant at the conference!

Gone, MUST be the days of impersonal service and lack of connection with the member or customer, gone MUST be the days of the product of the month and pushing what the consumer does not need, and gone MUST be the days of people who do not live and work from passion.

All of the great marketing in the world will not get any type of business anywhere, unless we create a personalized experience for the consumer, we connect with them at a deeper level and we embody passion.

Love, Hate and Indifference

Jeff Stephens’ comment to my post yesterday makes a great point about refining your message enough to allow customers and prospective customers to “clearly determine that you’re not what they’re looking for.” The flip side to this, of course, is that a refined message will allow others to clearly determine that your institution is exactly what they are looking for.

If you think about it across a spectrum with love on one side, hate on the other and indifference in the middle, we see too many banks seeking the comfortable middle ground with generic and all-inclusive messages – and this does nothing more than create a large group people who don’t really care about you one way or another.

Herein lies a challenge for many institutions – make a decision: decide who it is that you really want to love your institution. Then, hold that up to the messages you are putting out there. Do your messages resonate with this group; encourage them to establish and build a relationship with you; and make it easy for them to refer their peers to your institution?

At the end of the day, the customers that really love your institution will still be your most valuable customers – even when your competitor offers a little better rate or the latest iPod for opening a new account. And once you can take a stance and add real value to a focused target market (decide who should love you and who should hate you) you can differentiate your institution from the “all things to all people” competition, and allow your target to easily see that you are the best choice for them.

Your Institution's Personal Ad

If your institution had a personal ad, what would it look like?

There’s an interesting article in April’s issue of Fast Company that equates a brand’s message to personal ad headlines on match.com. Frankly, there are some strong similarities between the two: they have to be short and to the point, they should be written to attract your target, and – in reality, most of them are boring, safe and ineffective.

The article “Polarize Me” offers insights from Made to Stick authors Dan Heath and Chip Heath. The first of which is “If you want people to like you, first decide who needs to hate you.” While financial institutions really don’t need to focus their attention on deciding who needs to hate them, they should be clarifying their target and crafting a message that resonates with that target. Essentially, this is the start of a differentiation strategy; and in today’s industry where so many institutions are trying to be “all things to all people,” differentiation is more important than ever.

The article refers to this as the “Hey phenomenon,” where companies are too general and all-inclusive in their messages. In comparing brand messages to the personal ad headlines, the authors say “Why do these headlines suck so much? Fear. Fear of saying too much. Fear of saying something clever that someone might think is stupid. Fear of saying something revealing that might turn someone off. The headlines try desperately not to exclude anyone. In doing so, they succeed at boring everyone.”

Nowhere do so many companies “try desperately not to exclude anyone” than in financial services. The industry is flooded with generic value propositions which usually include promises of outstanding customer service and quality products. Many of today’s successful financial institutions are those that have clearly defined who they want to be and, perhaps more importantly, who they do not want to be. This clarification allows them to make decisions which ultimately contribute to a more focused message, a more carefully crafted experience and a targeted value proposition that actually communicates real value.

Branching Update from ABA Competitiveness Survey

This month’s ABA Banking Journal includes the organization’s annual Community Bank Competitiveness Survey which, once again shows that branch expansion is considered to be community banks’ main source of growth. More than three fourths of those surveyed (77.8%, up from 76.7% in 2005) view expansion as the chief source of growth.

I am not surprised by this; but, what does growth mean to the people surveyed? Does growth have more to do with physical location, presence and size of footprint than deposits, share of wallet and profitability? If this is the case, then I would have to agree that branch expansion could be considered the most viable way to grow in terms of a physical presence. However, if we were to talk about growing deposits, share of wallet and profitability – I would challenge the thought that expansion is the best way to grow, and propose that organic strategies are the most viable way for many community banks to achieve and sustain growth.

We all know that expansion is an expensive commitment. Perhaps this is why 71.7% of this survey’s respondents said that their networks have stayed the same in terms of size between 2005 and 2006. It’s interesting to think that more than three fourths of those surveyed said that branching is viewed as the main source of growth, and only one fourth of the respondents said that their branch network has grown over the past year. Branching is expensive, but it is not the only way to grow. Community banks have to consider organic growth opportunities in order to remain viable.

The survey also discusses the issue of convenience. Once again, this issue was one-dimensional, as convenience was based only on physical branch hours. And, once again, there were really no surprises: less than one quarter of those surveyed offer evening hours; a quarter of those surveyed are not open on Saturdays; and forget Sundays – only 5.4% of those surveyed have Sunday hours.

The biggest red flag about convenience in article came in the author’s summary, saying “With more deposit volume arriving in the electronic in-box instead of in bags in the branch; more transactions going to plastic; and increasing sophistication seen on all banks’ websites, “bankers’ hours” won’t have to expand further to meet the demands for convenience, in spite of the Commerce Banks of the industry.” In markets around the country, customer demands are changing – and traditional “bankers’ hours” aren’t going to cut it. Sure, we are seeing an increase in electronic banking; but we are not seeing increasing sophistication on ALL banks’ websites – and we certainly can’t be made to believe that electronic channels will replace some customers’ demands for convenient (i.e. before 9am, after 5pm and weekend) branch hours.

Electric Orange

“America's first all–electronic, paperless checking account is going to change the way you do your banking.”

Can a checking account really “change the way you do your banking”? This is precisely how ING Direct begins its description of Electric Orange, the institution’s recently launched checking product.

The account is positioned to target those who want a high interest checking account (4.00% - 5.30%, depending on the balance), and the conveniences of a sophisticated online experience and an extensive ATM network - ING has teamed up with the Allpoint Network to offer account users free access to over 32,000 ATM’s across the country. The account compliments ING Direct’s popular high yield savings accounts and is directly in-line with its strengths as an institution capable of delivering high rates, a great electronic experience and straightforward, easy to use products.

The account is definitely a departure from traditional checking accounts in that it encourages electronic check writing and bill pay as opposed to using paper checks and check books. It’s not surprising that this is the case given ING Direct’s online delivery focus and target market.

Electric Orange isn’t for everyone; it’s targeting those who don’t necessarily value the “benefits” of traditional checking accounts. ING recognizes that this target doesn’t necessarily value a free order of checks, or a checkbook at all for that matter; and as a result, they have created a product with a different, more focused value-added that can definitely change the way that its customers do their banking.

Keep It Simple

Today’s competitive landscape is changing; and as regional and national players become more aggressive in their marketing efforts, it’s time that you do the same. Marketing today’s financial institutions isn’t easy; but, in an industry where institutions continue to look more and more alike, and traditional “bank/credit union marketing” doesn’t work like it used to, marketing is more important than ever. Some institutions clearly understand the importance of marketing; however, many are employing reactive and unfocused strategies which often produce lackluster results and do little to add to the bottom line.

When it comes to your advertising campaign message, I suggest that you keep it simple.

Financial institutions are notorious for text-heavy, product-focused marketing that can seem random at times. Often times, these initiatives attempt to say too much, and can do more to confuse a customer than to encourage action and/or build a relationship. Today’s consumer is bombarded by as many as 3,000 advertising messages a day; and they want to know quite simply what’s in it for them – beyond the expected free checking account or great CD rate. So, rather than delivering a series of product-focused or rate-driven advertisements, complete with all the fine print, financial institutions can become more effective in marketing themselves by allowing one simple and compelling message to drive their efforts.

The first step in keeping it simple is letting go of the traditional financial services marketing mindset where every advertisement highlights the latest product or rate promotion. Sure, many customers want the latest products and the best rates, but no one has the time or patience to read every last detail about them in an advertisement. Keeping it simple is about communicating your unique value quickly in one powerful and easy to understand message.

Think of the messages used by Citi over the years: Live Richly; Where Money Lives; and the Citi Never Sleeps. Each of these messages is simple; none of them mentions a product or rate. Furthermore, each works to establish a deeper connection with the audience, beyond the latest product or rate promotion, and each was/is used as an organizing principal around which all marketing efforts were based.

The idea of keeping it simple can also make individual advertising and marketing efforts more cohesive when it is applied to an entire campaign, as opposed to just individual ads or marketing pieces. As mentioned in the Citi example, once your message is established, it should be used as an organizing principal that informs all of your marketing efforts.

Another great example of allowing one simple message to drive an entire marketing campaign is Harris Bank’s “We’re here to help” campaign. The message is simple and compelling. The advertisements that support the marketing campaign feature clever help tips and advice for the audience. The help tips include everything from driving directions to subway information; they do not discuss product details or rate promotions.

Consumers have been conditioned to expect text-heavy advertisements from financial institutions who offer the latest giveaways for opening new accounts and great home mortgage rates. Because of this, the audience tends to ignore these expected messages. Effective marketing in today’s marketplace demands that you communicate a simple but compelling message that can stand alone – without all the details and fine print.

How are you different from your competition?

Last Monday, I spoke at ACB’s Seminar for Presidents in Naples, Florida. I was impressed by the turn out of about 40 bank CEOs; especially considering that the session began at 7:00am. During the presentation, titled Profitable Growth Strategies, I stressed the importance of differentiation and leadership as viable strategies for growth, as opposed to the more traditional strategy of simply building branches.

Once again, I did not offer the non-existent “magic bullet” that most CEOs want, but, instead I challenged the attendees to assess their own leadership styles and how they communicate the differences between their institutions and the competition.

Most of the questions following the session revolved around the topic of differentiation. I was not surprised, as I pushed the audience to stop talking about themselves as the “local bank, with good service, and friendly people,” which is difficult for many bank executives. Instead, I asked them to think of three words that describe how their institution was truly different from the competition.

I would like to challenge you to do the same. What three words describe how your institution is truly different from your competition?

Would your customers and prospective customers agree?