For many, branding involves only 1 or 2 sensory experiences. But brands that engage all 5 senses create something super sticky. Like double stick tape, 
it's nearly impossible to put down. Here are 5 ways to bond your brand to its fans.

When a business development team gets charged up and ready to call on prospects, they’re often so eager to talk, they forget to find out about what’s keeping the prospect up at night.

Leading with what you have to offer is wasting that precious appointment you finally booked. Start with your prospect's pain and you'll have a much more productive conversation.

When a bank's business development team gets charged up and ready to call on prospects, they’re often so eager to talk, they forget to find out about what’s keeping the prospect up at night. "Me, me, me!", they say. Don't be that guy.

Mergers and acquisitions are increasingly commonplace in the financial industry. So if your institution is joining or acquiring another, what do you do to ensure a perfectly blended culture that leads to consistent brand and customer experience at all branches?

Look no further than the '70s-era TV show, the Brady Bunch for inspiration. Here are 3 takeaways you can use to get started.

Groucho Marx is famously quoted as resigning from the Delaney Club quipping "I wouldn't belong to any club that would have me as a member."

Whether or not the story is actually true, it leads us to wonder why some brands are so eager to accept just anyone.

Groucho Marx is famously quoted as resigning from the Delaney Club quipping "I wouldn't belong to any club that would have me as a member."

Whether or not the story is actually true, it leads us to wonder why some brands are so eager to accept just anyone.

Nearly every financial institution has a slogan. They believe it helps set them apart from competitors. And they think it’s a key part of their brand. While that may be so, we see two big problems with a majority of these slogans: 1) they don't truly differentiate, and 2) there’s no real support behind the promise.

A bank president recently told me he lets safe deposit box rent renewal notices slide because he hates to bug people over something so small, and he wants to be nice.

It made me wonder whether he’s nice or just afraid to risk irritating a customer over a relatively small fee.

When I was a new college freshman, a classmate who was also from out of town attempted to make a deposit in the local “first national bank.” It wasn’t the same “first national” that she had at home, but she hadn’t realized that. Some big confusion about her account ensued. 

My 93-year-old father-in-law Ralph is a WWII veteran and serial entrepreneur. Over the years, he’s owned a night club, a dry cleaning shop, a demolition business—and more. He’s an excellent negotiator and he knows how to lead and inspire a team.

And he knows first-hand the value of a strong banking relationship.

I talk about banking with a lot of people. So last month, someone told me about accidentally hitting “submit” on an ACH twice. Fortunately, a banker called right away to inquire about whether it was a duplicate and got it reversed. There was a $30+ charge for that fix, but it saved some money and hassle in the long run.

Now, compare that to an accident the bank made on this same company’s credit card accounts.

Many community financial institutions say they’re customer-centric, yet have a brand promise too focused on the bank. What if your brand difference is about helping your customers win with their customers?

That would merit some roaring fans. Here's how:

Many community bankers struggle with getting all of their staffers to feel confident with business development. That’s because staffers are afraid of the *S* word.

Don’t tell them to SELL, teach them to LISTEN.

Use our “Business and Baby” rule as your internal rallying cry.

The moniker “teller” has been around in banking since time immemorial. And while it may feel comfortable to you, it sends unintended messages. It positions banker relationships as one-sided—with the bankers holding all the power—and the customer taking what’s doled out.

You can be better. Here are 3 ways to get started:

When was the last time you thought about putting your well-known contacts and customers together to bring more value to everyone? As a banker, you know lots of people. Are you using that knowledge to expand your reach?

Soon, Girl Scout Cookie Time will return. Over the years you’ve come to expect—and thoroughly enjoy—your purchase experience. Whether your favorite is Thin Mints or Samoas, you might think the cookies are a little pricey. And you also think they’re worth every indulgent bite.

Almost every community bank will boast that they know their customers by their names. But do you really?

And do you teach your bankers to go further than just recognizing familiar faces and say customers' names out loud? It might be a little old school - but it will be music to their ears.

Your first answer might conjure playground riddles from first grade: a frog in a blender. But it also might be the answer to a common struggle for merging institutions: their advisory boards.

Without proper planning and an intentional effort, blending cultures of two advisory boards may cause things to “go round all day.”

Dear Community Banker X: Your technology is behind. Your ATM is dysfunctional and you don’t seem to care whether I can easily do business with you or not. I’m sending out an SOS.