Bank Haters

March 15, 2010

I haven’t posted in awhile, and I apologize for that.  Other bloggers with hectic schedules seem to be able to post regularly.  I don’t know why I’m having such a hard time with it.

Anyway, I was preparing for a webinar a couple of weeks ago, and I Googled the phrase, “I hate banks.”

Google returned over 54 million responses.

We’re not talking about frustration, anger, or even disgust here.  We’re talking hatred, and lots of it.  Even if three quarters of those responses aren’t relevant, you still have about 14 million left.

Have you thought about how all this generalized hatred is affecting your brand?

Is it only about the too-big-to-fail boys?  Or is it, “a high tide raises all ships,” in reverse?

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Optimizing Bank Innovation

February 3, 2010

The topic of innovation seems to be heating up in banking circles recently. Normally, I would be excited about this.  Instead, I have mixed feelings.

My biggest concern is that the enthusiasm over innovation is simply a reaction to recent regulatory actions that have constricted profitable revenue streams.  If so, the “innovations” will be nothing more than workarounds designed to return profitability to these same streams.

My fondest hope is that there are real innovations on the horizon.  New ways of connecting customers and banks.  Technology and processes  to make banking more convenient and useful for the customer.  And creating competition around customer benefits that customers really want.

The true future of banking lies not in optimizing customers, but in optimizing customers’ lives.

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Community Banks, Credit Unions, and Arianna

January 22, 2010

One of the effects of social media has been the grassroots movement-on-steroids phenomenon.  For example, it’s been less than a month since the birth of Arianna Huffington’s Move Your Money initiative, and it’s already building big momentum.  Here are a few quotes from followers:

“I applaud the efforts of the people of this nation. This effort is a ‘human’ one…not a left, right, religious or non-religious. Real Change starts when the American people rise up and say…Enough is Enough. Move Your Money from these GREEDY banks Today!”

“I can’t remember the last time something has come along that truly and equally succeeds in motivating people to drop their red and blue team colors…in favor of pitchforks, torches and a hill.”

“I am so encouraged by this idea! I finally feel like we can do something that will impact our nation for good.”

“I very much appreciate this encouragement to say, “no!” to a wrong-headed worldview that bails out rich bankers and sends the bill to citizens. You can count on my money being moved to our local First Commercial Bank! Peace, and keep up the good work!”

“This is a fabulous idea, and the video is wonderfully compelling. I will share the link and move my money.”

Move your Money has given an angry America more than a voice.  It’s providing the public with a weapon that could do considerable damage.

This, of course, is not great news for the big banks, but I doubt they consider it a game-changer.  They are, after all, too big to fail.

For credit unions and community banks, however, it’s an unbelievable growth opportunity.

If ever there was a time to pull out all the stops, marketing-wise, this is it.

Jump into social media with both feet.  Take advantage of PR opportunities.  And, if you’ve got rates or some other advantage worth talking about, advertise.

As soul legend Howard Tate once implored:

“Get it while you can.”

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Is Your Bank Futureproof?

January 20, 2010

In his new book, Innovation and the Future Proof Bank, blogger, James Gardner, offers a way for banks stay relevant in the face of disruptive change.

According to Gardner:

“The problem is the misconception that innovation in banks is something that can be turned on, like a switch.  The truth of the matter, though, innovation is a corporate capability that takes time to develop like any other.”

What banks need, he says, “is a business process which can predictably and reliably respond to all this change, and which doesn’t abandon the fundamental tenet of prudence upon which banks must rely.”

The solution he proposes is futureproofing, “the process of planning what the future might bring and doing something about it.”

The introduction lays out three characteristics of a futureproof bank::

  1. Systematically focuses on tomorrow
  2. Seeks out solution for the problems of tomorrow
  3. Explores many things at once

There is ample evidence that futureproofing works.  A recent study, for example,  linked senior leaders’ focus on the future with their banks’ success in innovation.

Without futureproofing, says Gardner, banks will not be able to respond to change quickly enough to stay competitive.

The author knows from whence he speaks.  Until recently, he served as Head of Innovation and Investment & CIO Technology, at Lloyds TSB.  He was also part of the Financial Services Industry Group at Microsoft.

Regular reader of Gardner’s blog, BankerVision, know that he almost always has something thought-provoking to say.

Innovation and the Future Proof Bank will likely provoke a swarm of thoughts.


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Banks: It’s Over When I Say It Is

November 4, 2009

Yesterday, I found this cartoon at Calculated Risk:

recessionover

It’s a good reminder that—regardless of what the government, economists, or the media say—the bottom 98% of Americans will decide when the recession is over.

Which means that, until employment heads toward pre-recession levels, until there is reasonable access to credit, and until there are day-to-day proofs that the worst is behind us, most Americans will remain in a recession mindset.

What can banks do to scatter the clouds?  Here are a couple of suggestions:

  • Employment Loans
    Grant qualified business (especially qualified small businesses) loans for the express purpose of  hiring workers.  Many businesses are struggling to operate with too few employees.  Enable them to increase their rosters to functional levels and make a dent in unemployment rates.
  • State Vacation Loans
    Support the state(s) you do business in and help your customers take a much-needed vacation.  Offer small, low interest loans not secured by home equity for vacations taken within their own state as an alternative to credit card financing. You get loan income and customer loyalty, while more vacation money get spent in-state.

I just pulled these out of the air, so feel free to dismiss them.

It’s not specific suggestions I’m pushing—it’s the process of developing ideas that will:

  1. Directly profit the bank
  2. Help speed a recovery

Despite the seemingly contradictory nature of the two goals, the process does work.  A great resource is The Opposable Mind by Roger Martin.  It’s about not abandoning either 1 or 2 (or settling for compromise), but coming up with a third solution that gives you the best of both worlds.

The process requires some serious out-of-the-bank thinking—you may even need to bring in outside brain power—but the returns will be worth it.

For most Americans, claims that the recession is over prompt either rage or derisive laughter.

By acknowledging their reality and doing something about it at the community level, you’ll earn their trust in the most fundamental way—by doing instead of talking.

Cartoon from Eric G. Lewis

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Smart Marketing for Smart Banks

October 28, 2009

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Yesterday, the Brand Strategy Insider posted a terrific article: Top 10 Integrated Marketing Trends for 2010.

A few choice quotes:

“The only way to do more with less is to align resources toward a single and powerful integrated marketing solution.”

Focused and integrated being the operative words.  Putting your faith in an individual channel—be it social media or print—is bound to result in losses of effectiveness and efficiency.

“No single channel has a lock on the ‘social’ nature of content.  Most any medium can serve as the originating medium in a journey that can take a great piece of content across channels, and into vast networks of hearts and minds.”

We sometimes forget that the basic unit of a social network is an individual.  The individual feeds the network and vice versa, but the point of origination is always the individual.

“At the end of the day, channels serve only as pipelines for content.  Without a good idea, content will simply evaporate.”

Like it or not, ideas drive content which, in turn, drives sharing.

And, by the way, whether it’s in a TV ad or a tweet, ideas come from individuals.  Collaboration is a great thing, but somebody has to strike the first spark.  Collaborators then pick it up and run with it, turning that spark into wildfire (well, not always wildfire).

Reality Check (Credit for this device goes to my friend, Jeff Pilcher, of The Financial Brand):  A recent study from the Center for Media Design found that live TV is still far and away the screen that all age groups (18-65+) view most on an average day.  All other screens—DVR, PC, mobile, console games, etc.—claim only a fractions of live TV’s reach and duration.

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First Direct Bank Opens the Kimono

October 9, 2009

A post on Psst! caught my eye this morning.

First Direct has a brilliant new microsite.  With it, the bank is getting real-time outside-insight—both good and bad—and simultaneously sharing it with anyone who cares to look.  Here, from the post, is a description of how it works :

“The microsite gathers mentions of the First Direct brand from social media feeds, blogs and message boards, and displays them for all to see. Visitors can also post their comments directly on the site in the Talking Point area.”

This is an extremely clever piece of marketing.  By sharing the negative mentions along with the positive, the microsite builds credibility, making the positive comments that much more persuasive.

It’s also a first-rate example of social media marketing.  It not only makes the bank look honest, it makes the bank genuinely honest.

Most important, though, it gives the bank a level of customer insight that all the research in the world couldn’t give them.  Go to the microsite and check out the fluid, real-time dashboard:

Picture 2

It’s not just good-to-know information, it’s a flight correction device.

Kudos to First Direct for having the guts to do this.  It’s the best piece of bank marketing—maybe the best piece of marketing, period—I’ve seen in a long, long while.

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Imagining the Future of Retail Banking

October 6, 2009

predict_future_2009

Reading the various reports from Finovate 2009 got me wondering what all of these new developments portend for retail banking.

A couple of future scenarios come to mind:

  • The Competition Scenario
    Currently, banks compete mostly on rates, offers, and intangibles. There just hasn’t been that much else to differentiate them. With the recent flurry of online and mobile applications, however, the next phase of competition could very well focus on products and features. Of course, this phase would necessarily be short-lived.  Not only are products easily replicated, people have a limited appetite for novelty.  Still, for the short term, product innovation could be the hot ticket.
  • The Mashup Scenario
    This is one I’ve talked about before. Consumers may opt for an a la carte approach to banking—a financial version of the daily me. In this scenario, the “bank” would be a mashup of online and mobile applications, reflecting the individual consumer’s needs and preferences. The consumer would select applications, a la carte, from a universe of brands. It’s unclear how traditional banks would fit into this scenario.  Possibilities could include application providers, aggregators, or links to the brick-and-mortar world.

Is it just me, or is there something about all this that feels like dotcom fever?  Mint’s recent sale to Quicken seems to have had an impact.

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Banks: Is Advertising Really Dead? Really? Part II

October 1, 2009

In the first post of this series, I discussed the premise: People don’t believe advertising anymore.

I admit, my counter argument was somewhat jumbled, but it boiled down to this: It doesn’t matter if people believe advertising or not, because belief doesn’t have much to do with the effectiveness of advertising.

In this post, I’m going to discuss the inference: Customers are in charge now.

The first problem I have with this statement is that I’ve always believed consumers were in charge.  I never subscribed to the theory of consumers as passive recipients of whatever the winds of capitalism blew their way.

From my point of view, all products—including advertising—are reflections of culture.  They are, in a sense, demanded by culture.

This is from anthropologist, Grant McCracken:

“The world of goods is a cultural construction and that culture is constantly being played out in goods.

Consumer goods are an important source of meaning with which we construct our lives.

Advertising is the conduit through which meanings are constantly transferred from the culturally constituted world to the consumer good.  It is where culture does its die-casting.”

On a more pragmatic level, there’s the old saying: consumers vote with their feet.

You may argue that social media has given consumers a voice, but a voice is not a vote.  In fact, one could make the case that social media represents a regression—not an advancement—of consumer interests.

Social media also drags up the issue of group conformity.  Here’s what social psychologist, Elliot Aronson, has to say about that:

“People have a powerful need to belong.  Acceptance and rejection are among the most potent rewards and punishments for social animals because, in our evolutionary history, social exclusion could have disastrous consequences—namely being cut off from the resources and protection of the group in a dangerous world.  Thus, humans who passed their genes along were those with the strong inclination to fit in with the group.  The legacy of this history is that people will go to great lengths to avoid social exclusion.”

And let’s face it, there’s lot of pressure to conform in social media.  Conformity may, in fact, be its most contagious meme.  It’s almost as if social media were designed for it.  Here’s Aronson again:

“A group is more effective at inducing conformity if (1) it consists of experts, 2) the members are of high social status, or (3) the members are comparable with the individual in some way.”

Trifecta.

I don’t actually believe that consumers have any less control now than they used to, but I don’t see them as having any more control either.  It’s a wash.

Consumers are the product of culture and culture is the product of consumers.  I don’t think that’s going to change anytime soon.

The next post in this series will address the conclusion: Advertising doesn’t work anymore.

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Banks: These are Even Better than Security Videos

September 30, 2009

Documentarians Dallas Penn and Rafi Kam are so outside-in, they’re inside-out. This is from their YouTube profile:

“Dallas Penn of DallasPenn.com and Rafi Kam of OhWord.com — both well respected bloggers in their own right — seek to uncover truths, and celebrate the urban culture along with director Casimir Nozkowski. Employing a limitless cultural vocabulary, their own self-proclaimed celebrity status and some good ole-fashioned fearlessness and charisma, the Internets Celebrities are the Woodward and Bernstein for the YouTube generation.”

Their short videos are funny, insightful (sometimes shockingly so), and real.  Highly recommended with a warning label—profane language abounds.  If you can get past that, take a look at this slice of American pie:

Thanks to John Ryan for the tip.

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