…your messaging could follow.
Whatever their other flaws, retail banks have to understand the psychology of their target market. It’s been interesting to see in the last 6 months the new angles that are developing in their advertising (and especially interesting to think that these same angles could be the things that we should be promoting to our markets).
So what have the banks been up to?
There’s Lloyds TSB, who have been heavily featuring their ‘most trusted bank’ accolade:
And NatWest’s latest adverts, featuring the new ‘MoneySense’ service, promoting a ‘Helpful Banking’ approach and clearly acknowledging the sudden increase in customers hoping for ‘impartial’ advice from their bank.
The point that these adverts make for IT lead generation is twofold:
- A basic point that anyone selling to banks may be able to build a case around helping banks deal with the sudden rise in demand for ‘advice’, and will have to fit in with the more cautious, ‘trustworthy’ direction that banks are taking.
- A wider point whichever industry you sell to: it isn’t just ‘consumers’ who are reacting to the current economy by looking for advice and worrying about trust/reliability. Just one example of this: we’ve seen in recent months that promises of information-rich working sessions that will help a decision-maker understand how to de-risk their project or business are one of the most powerful calls to action.
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The Halifax’s latest ad sticks to the same theme – all the people in the bank working to support each and every customer. And the message is something like ‘We will give you £5 each month if you save £x with us’. It sounds a lot like paying interest, but they seem to be avoiding complex words like that. The days of banks trying to create clever products are well and truly over!
I guess if you are trying to sell to banks, it means you need to stop being too clever too!
Read an interesting article on FT.com recently (http://www.ft.com/cms/s/0/7e17e910-9efc-11dd-98bd-000077b07658.html?nclick_check=1) which outlines the arguments behind a drive for greater retail-customer focus for banks to help support liquidity. The article goes on to explore the arguments about why CRM has failed to deliver on its – admittedly rather grand – promises and has some of the commonly used language about customer-centricity and the need to understand lifetime value of customers. Useful overview.
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