Megan Allinson
Aug 17, 2020

Surveys indicate that using a multichannel approach can be especially effective in getting the attention of customers and prospects.

For many financial institutions, there’s the consumer brand designed to attract and retain customers.

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Technology has brought whirlwind change to many areas of banking.

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The tired stereotype of banks handing out toasters to attract new customers is alive and well but in a more 21st Century form.

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Many executives and marketing professionals view consumer loyalty as the Holy Grail: Simply put, loyal customers will stay with you and give your bank a stable customer base and stable revenue for years to come.

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Whether it’s through the use of chatbots and predictive analytics, or taking compliance and fraud fighting to the next level, artificial intelligence promises to change every aspect of banking like nothing else before it.

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It’s lunchtime in Ann Arbor, Michigan, and Terry Kalinowski feels the need for a little live music.

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Facebook has 2 billion users, giving it astonishing potential to reach the prospective customers banks want.

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Sins of omission rather than commission rank among the most serious mistakes bank marketers are committing in this time of digital upheaval.

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The banking sector has rebounded since the Great Recession—its reputation, not so much.

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Seismic changes in technology, digital, consolidation and FinTechs have rocked banking.

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People’s relationship with money is broken: They cite financial challenges as the biggest source of stress in their everyday lives.

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John Wanamaker—who pioneered the department store in his native Philadelphia in 1861—once famously said, “I know half the money I spend on advertising is wasted, but I can never find out which half.

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Just as in the movie “Field of Dreams,” financial service leaders sometimes seem to put the product out there and hope they will come.

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This much everyone knows: Content marketing remains effective.

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Many banks think they’re hip with social media.

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Most banks have a sense of purpose beyond turning a profit, yet too few clearly articulate their purpose in their marketing and communications.

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CarrieAnne Cormier talks about creating the “Avidia Smarties,” a group of bank employees who use social media to engage and entertain audiences, while gaining Avidia national and international attention.

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After banks shifted marketing online, they populated their sites with financial advice, success stories of small businesses and tools to calculate useful information from car payments to accounts receivable turnover.

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Many bank executives still view marketing as the champion of brand building, essentially a middleman that funnels leads to sales and adds little value to the bottom line.

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