This was a powerpoint I made for a class in order to present a campaign strategy for a local bank.

1. Business to Business
Relations

2. Summary
• Situational Analysis
-SWOT
-PEST
•
•
•
•
Research
Key Messages
Target Audiences
Goals
-Objectives, Strategies, Tactics
• Budget
• Timeline

3. Situational Analysis
• Local bank doing business since 2009
• Accreditations include being a member of FDIC and
an equal housing lender.
• Opened new "Branch of the Future" in December
2009
• Technology is efficient, though with a learning curve.

4. SWOT Analysis
Strengths:
• Innovative, unique investment style
• Personal, friendly environment and strong
reputation in local community (voted Southwest Florida’s best
bank in 2011 & 2012).
• Can gauge local economy better than national banks
• Can approve loans for local businesses quicker than national
banks

5. SWOT Analysis
Weaknesses:
• Does not offer around-the-clock availability of resources.
• Name recognition not as high as national banks.
• No social networking presence.
• Hard for customers to easily find out.
more about the bank.
• Website offers little incentive to.
potential customers.

6. SWOT Analysis
Opportunities:
• Social media offers a wide variety of ways for the bank to
increase awareness.
• Improving the website could make the bank more appealing to
potential customers.
• Social media and online marketing could help spread the
message about the traditional appeal of good quality and friendly
service that the bank has.

7. SWOT Analysis
Threats:
• Outside competitors have and will compete with the new
technology-centered branch.
• Local competitors are continuing to extend loan terms longer
than the First National Bank of the Gulf Coast is willing to
extend.
• The economic status of America is causing the decrease of
businesses being created and sustained.

8. PEST Analysis
Political:
• National and state legislation (SB 1666, proposed
“financial crisis responsibility fee for banks)
Economic:
• FNBGC offers many unique services to customers,
such as no ATM withdrawal fees
• FNBGC does not have a national presence, which
hinders relationships with national businesses
• In comparison to other states, Florida banks lag behind
in terms of overall financial health

9. PEST Analysis
Sociological:
• Our society has undergone a major shift
towards a fast-paced, high-tech way of operating.
Technological:
• FNBGC offers a wide variety of technologically based
methods of banking for its customers
• The bank of the future branch marks an extreme shift
towards technological advancement, but we are still
lagging behind in other areas of technology

10. Research
Secondary Research:
Contacted the SBDC at FGCU in order to find what would
appeal to small businesses, our primary audience.
-Determined that most smaller, younger businesses have a need
for a bank that will offer them start up loans. Most banks
choose to only give loans to established organizations.
-Recommended that the bank should become a Small
Business Administration lender, minimizing risks of losing
money on start up loans.

11. Research
Primary Research:
• Survey local businesses via trade shows and on individual basis
• Determine what they want out of a bank.
• Do online research to determine what other banks offer.
• Use this to further determine what businesses want.
• Lender Roundtable offered by SBDC

12. Key Messages
∀ Our bank values personal relationships with smaller companies.
∀
Our staff prides itself on providing individual attention and
accommodations that larger banks do not provide.
∀ We strive to make the loan process as personal as possible. Handling each
load on in-depth case-by-case bases.
∀ Our Branch of the Future utilizes modern technology to encourage
independent and convenient banking.

13. Audiences
Primary Audience: Small and new businesses.
Secondary Audience:
∀ Established small and large businesses that already have a relationship with
a bank.
∀ Influencers, such as SCORE and SBDC representatives.

14. Goals & Objectives

15. Goal I:
To increase awareness about First National Bank of the Gulf Coast’s Bank of
the Future among the local businesses
Objective 1:
Increase the number of businesses who know about First National Bank of the Gulf Coast by
50% by January 2014.

16. Goal I:
Strategy:
Increase use of Social Media to reach new audiences and
maintain visibility with existing publics
Tactics:
Tactic 1: Designate a specific employee to create and maintain social media sites.
Tactic 2: Create and maintain social media sites such as Facebook, Twitter, and LinkedIn.
Tactic 3: Send out press releases, media alerts, and produce commercials.
Tactic 4: Send out email-blasts through Constant Contact to current personal customers.

17. Goal II:
To build the business-to-business customer base.
Objective
To increase the number of business-to-business customers by 20%
in order to help meet the monthly three million dollar goal by
January 2014.

18. Goal II:
Strategy:
Introduce the Branch of the Future to small businesses
within a 25-mile radius.
Tactics:
Tactic 1: Organize and schedule open house events.
Tactic 2: Send out press releases and media alerts announcing
open houses.
Tactic 3: Host four open houses, one every three months, to
bring in local business connectors.

19. Press Release

21. Goal III:
To develop meaningful connections with primary influencers
of our target audience of local businesses.
Objectiv
e:
Develop a relationship with both the Small Business
Development Center and the local SCORE by January 2014.

22. Goal III:
Strategy:
Participate in at least four SBDC or SCORE workshop or
roundtable events.
Tactics
Tactic 1: Designate a specific employee to develop a connection with the SBDC and SCORE. Have
:
this person inquire about upcoming events, and where First National Bank of the Gulf Coast would
best fit in while trying to develop connections with local businesses.
Tactic 2: Subscribe to the SBDC/SCORE newsletters to help find out more about events going on
within these organizations.
Tactic 3: Use the local chapter workshops to network and connect with local businesses.
Tactic 4: Use the roundtable events as a way to find out more about how our bank compares to other
local banks.
Tactic 5: Begin the process of becoming an SBA lender by having the designated employee contact
the SBA office in Miami.

23. Budget

25. Budget
Assumptions:
• We would plan to hold an open house every three months, five times a
year, where we would hand out brochures and paraphernalia with the
banks name and logo.
• Brochures and paraphernalia would be distributed by the banks own
salary employees and interns and at trade-shows.
• There would only be a one-time flat rate for the creation of the monthly
newsletter template, we would also use the template for other newsletters
throughout the year.

26. Timeline
May 2013
- Contact new small business owners
- Create a Facebook / Twitter / LinkedIn
- Contact local newspapers / magazines
June 2013
- Send first set of press releases out
- Contact Small business owners
- Update Facebook / Twitter / LinkedIn
- Put up advertisements around southwest FL
July 2013
- Plan for first open house (media, invitations etc.)
- Update website
- Attend trade shows
-Meet with the owners of small business

27. Timeline
September 2013
- Update website
- Send out newsletter
October 2013
- Attend trade show
- Update social media
- Media alerts / press release
November 2013
- Send advertisements to magazines
- Send press release to newspaper
- Update newsletter
- Plan for 2nd open house

28. Timeline
December 2013
- Prospect 5 new businesses
- Add new advertisements
- 2nd open house
January 2014
- Update social media
- Make new updated advertisements
- Meet with the owners of the small businesses
February 2014
- Attend trade show
-Send newsletter
-- Create end of the year surveys
- Plan for 3rd open house

29. Timeline
March 2014
- Edit website
- 3rd open house

30. Summative Evaluation
Success will be measured in new business customers brought
into the bank.
The first goal, to increase awareness about First National Bank of the
Gulf Coast’s Bank of the Future among the local businesses, would be
evaluated by the social media activity and overall media attention.
The second goal, to build the business-to-business
customer base, would be evaluated through the overall success with the
increase in business investments after the open houses.
The third goal, to develop meaningful connections with
primary influencers of our target audience of local businesses, would be
measured by the amount of businesses who choose to invest after recommendations from
primary influencers.