It’s all too easy to become overly-accustomed to the rigmarole of the daily grind. This is not unique to banks and credit unions. It applies to pretty much every walk of life. Emails, voicemails, meetings, travel, social media, etc. Anybody — indeed, any retail entity — can fall victim to complacency.
If your bank or credit union is comfortable, that’s a bad sign. That means that you are more than likely complacent with the way things are. If the dizzying rate of change in how consumers handle their personal and business financial products and services is any indication, we can ill-afford to allow this type of complacency in our financial institutions.
For example, when’s the last time you felt challenged by a competitor? When’s the last time you analyzed your core products and service offers? When’s the last time you had a true outsider perspective on the way you advertise and work with your consumers?
If you’re having a hard time answering any of these questions, it’s a good time to consider a marketing audit. Marketing audits delve deeply into the cultural DNA of your financial institution and help analyze an enormous amount of data, from your collateral marketing materials to how your competitors treat consumers to key demographic information about your marketplace.
A marketing audit also offers a wealth of data, both strategic and tactical, that your bank or credit union can then use to fine-tune its approach to financial products and services. This offers a treasure-trove of actionable business intelligence.
If your bank or credit union is comfortable, it’s definitely time to analyze your marketplace position. Being too comfortable can, in certain situations, be a sign of sluggishness and unresponsiveness to change. The hyper-saturated financial services and products marketplace simply does not allow for this kind of complacency. A marketing audit can help combat that.
You (and hopefully your employees) know your products and services. The multiple checking accounts, the various loan offerings, the numerous CDs and investments. But what about your current customers or members? How much do they really know about your products? The answer is “probably not much.”
How many times have you heard someone say, “I didn’t know you guys offered __________?” Insert your favorite product into that blank: mortgages, GAP insurance, business services, free ATMs, leases, investments, etc.
Think about this issue as a math problem. On a scale of one percent (low—they know nothing) to 100 percent (high—they know everything), what is the average percentage your existing customers or members know that you offer? We’re talking about people who already actually do business with you. They already have something with you (a savings account, a checking account, an auto loan, etc.).
Is it 20%, 30%, higher or lower? My guess is it is probably somewhere between 20 to 30 percent. But think about that: that means the average person doing business with you today probably doesn’t know 70% of all the great financial products and services you have.
Let’s take another step with that math problem. What would happen to your bottom line if you reduced that knowledge gap from 70% to 50%? In other words, what would happen if all your current consumers knew at least half of what you offered?
The answer: they would do more business with you!
So what is the solution to this simple math problem? You have to close the awareness gap.
There are two “levels” to closing this awareness gap: the personal level and the mass level.
The personal level refers to getting your employees to inform current members/customers in their one on one personal interactions. Every time they have a conversation or are doing a transaction, simply say something like “I’m glad you have your checking account with us. Do you also know we also offer great investment services?” or “Thanks for cashing your check. I noticed you’re driving a new vehicle. Do you know we have great rates and we can probably save you money if you finance it with us?”
The mass level refers to communication efforts on a larger scale. These include your e-mails, your website, your newsletters and any other mediums and mechanisms you use. It can take the simple form of a product spotlight, a testimonial from someone currently using a product or the top benefits from a particular service.
Marketing is not rocket science. In many cases, it is just getting your existing members or customers to become more aware of what you can do for them.
You can grow your credit union or bank exponentially in 2017 not by adding one single new consumer, but rather getting your entire existing core base to get one more new product or service.
I recently received an e-mail from a salesperson at a company whose product I was test driving. I had a two-week trial period, then converted the account to permanent usage. Two days later, I received an e-mail from someone at the company asking how the trial went. He also asked what it would take to convince me to use their product. At least one person at that company had not gotten the memo that I was already a customer. I generally delete sales e-mails, but this presents an important teaching moment that I felt compelled to share.
I deleted the e-mail and brushed it off as a hiccup in their process, but not everyone does that. In fact, the stakes are higher when consumers already have a standing relationship with an organization, like their bank or credit union, for example. How do you think your customers or members would react if you sent them a letter or e-mail inviting them to take advantage of a product they already have? They might brush it off, or they might:
- A) get irritated that you are spending time and money on something irrelevant
- B) get offended by your lack of attention to their relationship with you, or
- C) question your financial institution’s competency
Following up with your customers or members is a critical piece of your marketing and sales strategy. If you don’t have an onboarding process in place to start communicating with your customers or members aggressively as soon as they join, you are missing an opportunity to catch them while they are really paying attention. It’s almost like the honeymoon phase of a marriage. People are more willing to listen and get excited about a relationship in the early stages.
But poor onboarding is just as bad, if not worse, than no onboarding at all. When someone is establishing a relationship with your financial institution, it’s offensive to them when you don’t know what products and services they use. It tells them you are more interested in the sale than the relationship. It makes them feel like just another customer or member. That is the exact opposite of how you want them to feel.
Don’t let this happen to you. If you have an onboarding process, avoid complacency. Always look for ways to make it as streamlined and non-offensive to your database as possible. If you don’t have an onboarding process, get one. When executed correctly, it becomes an effective relationship-building tool.
This blog entry originally appeared on Deluxe.com
In the financial services industry, the mere mention of an audit makes some people nervous. Often, they start second guessing themselves. What if we made a mistake? What if we’re not as stable as we thought we were? What if they tell us we need help?
Here’s the question they should be asking. If you have the chance to be even better than you already are, don’t you want to take advantage of that opportunity?
Financial institutions conduct financial audits all the time, but how many conduct marketing audits? Aside from the ones we work with, very few actually do this.
A marketing audit, as the name implies, is an examination of your financial institution’s marketing collateral, website, social media presence, marketing budget, marketing calendar and marketing strategies. Most of the time, a thorough marketing audit also includes mystery shops of not only your branches, but of your competition’s branches, as well. A marketing audit is a unique opportunity to have an objective third party identify the strengths and weaknesses in your marketing initiatives and observe whether or not what you advertise (i.e. convenience, friendly service, etc.) is actually being executed at your branches. If your financial institution has never been through a marketing audit, here are three reasons you should consider it.
- A marketing audit helps your marketing budget
Every marketing budget has a limit, and most marketers say theirs is too small. A marketing audit identifies how much you should be spending and the most effective ways to spend it. If something isn’t working, why should you continue spending money doing it? On the flip side, you may have a campaign you’d like to do more often, but you don’t have the budget to do it. Stopping what isn’t effective clears up more money to do what is effective.
- A marketing audit identifies brand gaps
Your job as a marketer is to promote your financial institution and generate interest in consumers. That all becomes pointless if consumers do not receive the service in your branches and call center that you promise in your marketing collateral. That’s a brand gap. You could have the most attractive, attention-getting marketing collateral in the industry, but have nobody to reinforce that in other parts of your financial institution. A marketing audit identifies those brand gaps and provides recommendations on how to close them so your entire organization is more efficient.
- A marketing audit gives you permission to say no
It’s no secret that marketing and other parts of the organization don’t always agree. Have you ever had a CEO or other C-suite executive make you do a campaign that didn’t fit with your brand or your target audience? A marketing audit puts the tools in your arsenal to demonstrate why that person’s idea is not a wise marketing investment. Believe it or not, most executives are more willing to listen to your marketing department after they pay a third party to review your marketing efforts.
Marketing defines how consumers view your financial institution. A marketing audit will analyze the effectiveness of those efforts and help you maximize and grow your marketing results.
Ooops. I said it incorrectly. Even for someone that has worked inside financial institutions for twenty years, I still occasionally make that mistake as I transition from thinking about “features and benefits” to “benefits and features.”
Why is that — a simple reversal of the words — so important? The answer is easy. For far too long, bank and credit union professionals have settled comfortably into the “features-dump” method of interacting with consumers. That is to say, when a consumer interacts with a financial institution representative, that person typically goes into a half-asleep recitation of all the bullet point nuts-and-bolts that go along with a particular product or service. For example, they talk about the percentage rate of a certain lending product or how many boxes of free checks you get with this type checking account.
While features are not a bad thing (and financial institution professionals certainly must know their features) they are a snooze-fest when it comes to the consumer. What the consumer wants to hear (and what is more likely to build deeper relationships) is not a litany of features but rather the benefits to that individual. In other words, “what’s in it for them?” That’s where benefits arrive.
There’s an old saying — “features tell but benefits sell.” This is entirely true. Features are the blueprints of a particular product or service, but that’s not usually enough to entice a consumer to make a purchase decision. Rather, benefits sell because they open up the consumer’s mind to the dream that goes along with that product or service.
For example, while a low percentage rate alone is great, what the consumer really is thinking about is getting behind the wheel of that new car or truck. Similarly, getting a free box of checks with your checking account is cool, but maybe that consumer really wants to hear how this account will help him or her get back on their feet after a financial lifestyle calamity.
Idea In Action
The brand team at UniWyo FCU in Laramie, Wyoming is definitely taking benefits and features to heart. In fact, their staff is so hyped about the brand and ways to nurture it that a volunteer “newscast” developed featuring employees interviewing each other about elements of the brand. In the most recent podcast, one staff member interviewed another about referrals and received great information from their lead referral team member that in turn was shared with the rest of the staff.
“In this podcast, one of our team members discussed her secrets to success when it comes to referrals,” said Tara Springsteen, Vice President of Operations with UniWyo FCU. “Very often, as the employee related, it comes down to listening to our members and then describing our products and services not so much in terms of features but of benefits and positive results for our members. When you explain it in terms of being able to save someone money, the message strikes home quicker and clearer than an awkward and potentially confusing description of features.”
For many years, banks and credit unions have trained to “features and benefits.” The challenge in the emerging hyper-competitive digital financial marketplace is reversing the trend and focusing more on training staff to “benefits and features.”
A recent study from online product review mecca Influenster reveals fascinating online video preference statistics about Generation X, Generation Y and Generation Z. While many bank and credit union marketing professionals increasingly turn to video to make a brand impact with consumers, they should also keep in mind their target generation when using this powerful tool.
According to the data, 35% of Gen Xers watch videos daily on YouTube, followed by 49% of Gen Y and 70% of Gen Z. So, video consumption increases as age decreases. However, what are these consumers watching? The majority of Gen X and Gen Y viewers are checking out how-to videos and product review videos. Gen Z has a preference for product un-boxing videos and “haul videos” (basically a video posted to social media site in which someone shows off and describes the products they recently purchased on a shopping binge).
What does this mean for bank and credit union professionals? They must customize their video content for consumers with an eye towards generational differences.
For example, usage statistics indicate video is least popular amongst the older Gen X demographic and wildly popular as consumers get younger. Video content is also critical. Gen X and Gen Y indicate a preference for how-to and product review videos. This indicates your financial institution might do better with this age group by creating videos with a how-to approach.
On the other hand, Gen Z, while still watching product review videos, is also diving into newer genres like product un-boxing and “haul videos.” Thinking creatively, can your bank or credit union create some type of un-boxing or “haul video” featuring products and services you offer?
While video is not the “silver bullet” marketing cure-all, it is a powerful tool that increasingly more financial institution marketers utilize. When creating video, keep a generational approach in mind. What works well for the aging Gen X crowd does not necessarily translate to success for their younger peers in Generations Y and Z.