“Not a problem,” the customer service person said to me on the phone as we were wrapping up my transaction. What!? Not a problem? For who—you!? Wait a minute. Who is the customer here?
It’s time for an update. You’ve held the focus groups, shopped the competition and worked with your agency to create a brand that truly differentiates your institution from all others. One caveat: don’t launch it to customers and the public without a memorable premier for your most critical audience—employees.
Special blog submission by Moriyah Ramberg
I was lucky enough to be selected for MB Piland’s internship program this summer. Now that I’ve had time to reflect on it, I'd like to share tips on how to make an internship a valuable experience for both boss and intern, starting with the first day.
It’s an all-too-common malady: sales are flabby or fundraising goals are lagging, so leadership determines that a fresh new ad campaign is just the thing to make everything right.
When we start asking questions to diagnose the situation, we often discover something else: an internal problem.
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.
The starlet (insert name) was stunningly beautiful—until she opened her mouth and became a devastating disappointment to her fans. Her foot will be removed from her mouth with the help of a good PR agent.
Branders: it’s harder for you. You have numerous people who can make your brand look dazzling—or like Hollywood’s biggest trainwreck.
My mother grew up in West Virginia. Like many families at that time, hers had a sizable garden and some chickens and turkeys. Typically, my grandmother tended the garden and kept all the myriad household projects neatly organized and running smoothly. (Martha Stewart would be proud.)
While many organizations say they have heart, rare are those who have created a culture that truly inspires passion. The word ‘credo’ (I believe) comes from ‘cor do’ (I give my heart).
Do employees, customers and community give their heart to your brand? Here are some things to seriously consider:
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.
Keeping your brand aligned means paying attention to the messaging and stories you tell inside your organization, not just what you say in public.
Why? Because without an intentional internal brand, your public-facing messages will never be truly authentic.
You work very hard to craft a consistent brand message. That only takes you so far.
The real power brokers of the brand are employees. Read more for just a glimpse of all the ways they can help build the brand—or torpedo it.
Be honest: have you ever heard an employee (sincerely) say “OH cool—I’m so excited!” when you announced a staff retreat? For many, the thought of a day away from the office stuffed into a conference room to plan sounds like as much fun as a root canal.
Why should you be an “extra button” brand? The extra button brand is the one who gets a customer by when he’s in a pinch. It's the brand that helps a customer save face. It's the brand that has your back.
Deliver that kind of service, and you’re the life saver that builds unquestionable loyalty.
You're heard the expression "practice makes perfect." Esteemed music professionals will tell you a better motto is "practice makes permanent."
Here are their words of wisdom for bankers who want their business to perform like rockstars.
Though this week heralds the arrival of a brand new year, we’ll be making resolutions for 2017 before we know it.
Don't let 2016 slip away because you were too busy.
Here are 16 strategies for a stronger, more profitable brand.
Don't let 2016 slip away because you were busy.
Marketers are spending a lot of time talking about the customer journey. We’re not hearing the same talk about the employee journey, and that’s a shame. Because the customer journey with your brand will be bumpy at best if the employee journey isn’t thoughtfully mapped out and put into action first.
Last week, a hot, tired delivery man came into our office with some much-needed supplies. He delivered more than just packages. He delivered angry, ugly opinions about someone else’s brand.
I recently heard someone in the c-suite of a company say that a key business development strategy hadn’t been launched because nobody told him to do it. I was shocked.
Why is he waiting—and by whom—to be told? Is this laziness or a symptom of something else?
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.”
Last week at a social event, I spoke with a man who works at a local community bank. I asked about his job and he shocked me by saying “I hate it!” then told me about how he and his associates are pressured to sell additional products to customers and he feels it’s “immoral to try and sell them things they don’t need.” Yes, he said immoral.
This is frighteningly thin ice—especially for a financial brand.
You have new marketing brochures, a fantastic iPad sales presentation and you’re ready to turn your bankers loose. You're certain this is the time they’ll get out there and land some shiny new relationships.
Will they do it? Or are you going to be disappointed again? Here are 3 reasons your campaign is destined to fail—and how to fix it.
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.