This is work I did as account supervisor and strategist on Dime bank during my time at Concept Farm. All information presented is strictly confidential and should not be share, saved, or printed by any third parties.

1. 1
Community
Engagement
Campaign

2. 3
Brand Being:
- Background on Brand Being development
- Research overview
- Brand Breakdown & Brand Being
Campaign Development:
- Creative platform
- How creative will be deployed through PFC
- Catalyst branch recommendation
- Community engagement & outreach program
- Brand development next steps
agenda

3. 5
Regardless of products and services that are marketed, Dime
should maintain the same voice and message.
Combining research to date and Dime input and direction,
Concept Farm has developed a Brand Breakdown and
Brand Being that reflects both personal checking and micro
business customers in order to develop an integrating
advertising campaign.
where we were

4. 6
process
customer
quest brand beinglandscape
brand

5. 7
sources
The research and inputs that have fueled Concept Farm’s
insights and recommendations to date include:
Dime briefings, research reports, and background materials:
• Dime full network and branch segmentation studies and market opportunity analysis
• A-DTA Demographic census tract data
• CPG reports
• Cornerstone reports
• Brand awareness study
• Banking strategy and other articles
Desk Research:
• Retail personal checking customer desk research
• Ongoing industry trend monitoring (American Banker, industry news, thought-leader interviews)
• Nielsen census data and P$YCLE segments
• Forrester reports

6. 8
methodology
Branch Interviews:
Qualitative interviews were conducted with retail and micro business Dime and non-Dime customers in order to
understand consumers’ motivation in the decision and selection process of choosing a bank, their wants and needs in a
bank, their perception of Dime, and their opinions on connecting with their community.
A total of 128 interviews were conducted across all 25 Dime branches from 5/1-5/28 with Dime customers and prospects
(within a ~5-block radius of each branch):
• 21 Dime retail customers
• 52 prospect retail customers
• 12 Dime micro business customers
• 43 prospect micro business customers
• 30-50 photos taken at each location and surrounding neighborhood
Across personal checking and micro business interviews Concept Farm aimed to capture a a wide range of ages,
ethnicities, and business types.
Dime branch manager sprint & insight review (IN APPENDIX)
• In order to verify the findings in the field, Concept Farm discussed insights from the 25 branch visit interviews with 5
of the top 6 best-performing branch managers on 6/8

7. 9
excerpt of branch photos from visits

8. 10
highlights
Accompanying preliminary research report:
• The top-line findings and insights are presented in this Brand Being document. While we would like to
consider the accompanying research report a work in progress, we have featured the highest-level findings
and insights from the 25 branch visits and additional research that support and expands on our findings.
• This report covers:
• Preliminary findings from research to date
• 25-branch snapshot reporting and photography
• An in-depth analysis for campaign recommendations to follow

9. 11
brand breakdown
customer
Personal and Micro business
Checking Customers

10. 12
brand breakdown
customer
personal
• They are hard workers, creators, and family-focused people who take pride in what they’ve
accomplished. They are passionate protectors of their family and lifestyles
• They are heavily engaged in their communities, strong-willed, and especially caring. It is
important to them to be connected to their community and it’s local businesses as they grow
and change
• They come from all walks of life, ages and cultures, and believe that New York provides the
promise of a good life that they are looking for
• Many are immigrants who have formed tight-knit communities that uphold the customs and
culture of their heritage
• They work hard for their money, they want their livelihood to feel safe, valued, and protected
• Regardless of their income, when they walk in the door they want to feel accepted and
welcomed
• They are migrating their banking habits more online, as it is important for them to have access
and be able to manage their money, wherever they are at anytime
• They are looking for an evolved type of banking that supports their lifestyle and values and
caters their products and services around them. This means:
• Longer hours so they are open after the work day is over
• Online access
• Trust and a good relationship with their bank staff
• Familiarity, respect, and a welcoming environment
• While convenience in banking is a key factor for them, as are product offerings,
superior customer service is the most desired trait in banking

11. 13
brand breakdown
customer
micro
business
• Micro business owners are hard-working individuals who spend long hours and much of their
own money to build their businesses and ensure it is successful
• Since they are spending their hard-earned money to finance their businesses, they do
not want to get hit with extra fees from their bank
• Many of the neighborhoods in which these micro businesses reside have strong ethnic
communities. The businesses are run and owned by people of these ethnicities, and
acknowledging their specific needs is essential
• Even though micro businesses tend to have negative feelings towards big banks (Chase, Bank
of America, CitiBank), they still choose to bank with them for their product and service
offerings, longer hours, and convenience of banking (locations and online). Also, the big banks
often waive fees, which keeps them happy and resistant to change.
• However, personal customer service is still the most important factor for them in a bank
• Since micro businesses take the time to connect with and understand their customers and
communities, they expect their bank to do the same for them by engaging with them
personally and understanding their businesses specific banking needs
• Micro businesses view their bank as an extension of their own business - personal, important,
safe and invested in seeing the business succeed

12. 14
brand breakdown
customer
SUPPORT
MY NEIGHBORHOOD,
SUPPORT MY LIFESTYLE,
SUPPORT ME,
AND WE CAN
DO BUSINESS

13. 15
brand breakdown
customer
landscape
quest
brand
SUPPORT
MY NEIGHBORHOOD,
SUPPORT MY LIFESTYLE,
SUPPORT ME,
AND WE CAN
DO BUSINESS
the brand being

14. 16
brand breakdown
• While there are many factors to consider when choosing a bank, it has become clear that
longevity and history matter a great deal
• Traditional banking is moving online, and branches are at risk of becoming unnecessary in their
traditional, transactional sense
• Many banks are offering special features that make banking easier; popular features include
access to branches on the weekend, mobile and online banking, 24-hour ATMs, and support from
banks to help customers make sound financial choices, such as alerts when they have spent too
much at clothing stores (emerging trend)
• There are many competitors across the Dime network, but none seem to express a specific and
personalized interest in or expression of the communities they serve (Astoria’s recent campaign
not withstanding)
• Larger competitors are known for their technology, convenience, and promotional pushes,
but very few are known for their customer service
• Smaller competitors are known for their customer service and dedication to the individual, but
few are known for their product innovation or forward thinking practices
• Community is very important and people are looking for a way to improve and enrich their own
landscape
personal

15. 17
brand breakdown
• For micro businesses, advancements in technology are key and online and mobile banking are
essential for the way they do business.
• Because of this, micro businesses are choosing larger, commercial banks for the technology and
products they provide business accounts
• Some micro businesses are looking for banks that provide mobile banking/phone apps
that will notify clients about a fraud, or provide online wire transfers
• Millennial micro business owners especially embrace aspects of tech at a fast rate
and are influential in changing how micro businesses are run
• While there are competitors across the Dime network providing different products and
technology offerings, few provide the personalized customer service that these micro businesses
seek from a traditional bank
• Reports show that on average, over ½ of micro businesses rate personal services from
their banks as being more important than financial expertise
• They also rank branch visits more highly than online banking for the personal service
they receive there
• Micro businesses have a desire to network with other businesses in the area and become
closer to their community; owners were excited and intrigued to learn about a potential
communal meeting space at Dime to be utilized for networking and partnership events
• These owners mentioned that other banks are not providing this type of interactive service
landscape
micro
business

16. 18
brand breakdown
landscape
INTERNET BANKING RULES
BUT CUSTOMER SERVICE
AND COMMUNITY
INVOLVEMENT
ARE ESSENTIAL

17. 19
brand breakdown
customer
landscape
quest
brand
the brand being
INTERNET BANKING RULES
BUT CUSTOMER SERVICE
AND COMMUNITY
INVOLVEMENT
ARE ESSENTIAL
SUPPORT
MY NEIGHBORHOOD,
SUPPORT MY LIFESTYLE,
SUPPORT ME,
AND WE CAN
DO BUSINESS

18. 20
brand breakdown
• 150+ year heritage
• Believes financial security for families builds stronger communities
• Provides reliable, personal service to customers
• Wants to double total deposits by 2018
• There is a low to moderate amount of awareness of Dime
• Many retail and micro business customers do not have a clear opinion of Dime. Those who are aware of
Dime and offered their perception see it as the following:
Good perceptions:
• Many felt it is trustworthy, small, personal, a family bank with a friendly staff that knows everyone by
name
• Micro businesses complemented the personal and committed service they receive from Dime
• Customers have referred to it as the “Neighborhood bank”
• Customers place an emphasis on the people at Dime, they feel they can trust more than the actual
services or appearance
Bad perceptions:
• Has a dated appearance, not conveniently located
• Some micro businesses view Dime as a “saving bank” that can not handle their micro business needs
like a commercial bank can
• Micro businesses mentioned the need for business credit cards which Dime does not currently provide
• Negative perception in online review space (i.e. Yelp)
No perception or misconceptions:
• Some thought it was a savings only bank based on the name, and others thought it was a credit union;
(one actually thought Dime sold sneakers)
• While micro businesses in the area recognize the brand, they are unfamiliar with Dime’s offerings
• No real online presence
brand

19. 21
brand breakdown
brand
A GOOD AND TRUE
NEW YORK BANK WITH
NO DISTINCT VOICE

20. 22
brand breakdown
customer
landscape
quest
brand
the brand being
A GOOD AND TRUE
NEW YORK BANK WITH
NO DISTINCT VOICE
INTERNET BANKING RULES
BUT CUSTOMER SERVICE
AND COMMUNITY
INVOLVEMENT
ARE ESSENTIAL
SUPPORT
MY NEIGHBORHOOD,
SUPPORT MY LIFESTYLE,
SUPPORT ME,
AND WE CAN
DO BUSINESS

21. 23
brand breakdown
• Take the time to truly get to know and understand customers as individuals and
as a part of the overall neighborhood
• Deeply understand the specific banking needs of micro businesses
• Build long-term loyalty through customer service and an in-depth focus on
neighborhoods
• Connect and partner with those in the neighborhood, especially with micro
businesses to show commitment to the neighborhood
• Customers believe that a bank has a responsibility, through it’s actions, to renew
and refresh people’s good faith in banking
• Through action and service, become the true neighborhood bank that will provide
a the best in class neighborhood experience, progressive and nimble services,
and an online bank that fits into peoples lives
QUEST

22. 24
Double total deposits by 2018
quest
BE THE CHAMPION OF
POSSIBILITY AND
INNOVATION
FOR THE PEOPLE AND
BUSINESSES WE SERVE

23. 25
brand breakdown
customer
landscape
quest
brand
A GOOD AND TRUE
NEW YORK BANK WITH
NO DISTINCT VOICE
the brand being
BE THE CHAMPION
OF POSSIBILITY
AND INNOVATION
FOR THE PEOPLE
AND BUSINESSES
WE SERVE
INTERNET BANKING RULES
BUT CUSTOMER SERVICE
AND COMMUNITY
INVOLVEMENT
ARE ESSENTIAL
SUPPORT
MY NEIGHBORHOOD,
SUPPORT MY LIFESTYLE,
SUPPORT ME,
AND WE CAN
DO BUSINESS

24. 26
brand breakdown
customer
landscape
quest
brand
the brand being
MAKE IT
HERE!
INTERNET BANKING RULES
BUT CUSTOMER SERVICE
AND COMMUNITY
INVOLVEMENT
ARE ESSENTIAL
A GOOD AND TRUE
NEW YORK BANK WITH
NO DISTINCT VOICE
BE THE ACTIVE
LOCUS OF
POSSIBILITY AND
INNOVATION
FOR THE PEOPLE
AND BUSINESSES
WE SERVE
SUPPORT
MY NEIGHBORHOOD,
SUPPORT MY LIFESTYLE,
SUPPORT ME,
AND WE CAN
DO BUSINESS

25. 27
Creative Platform
How the Brand Being will come to life in creative execution

26. 28
the creative platform
CONNECTED
SCRAPPY
DEDICATED
FRIENDLY COMMUNITY-CENTRIC
PASSIONATE
SECURE
EXPERIENCED
AMBITOUSENTHUSIASTIC
DIME BANK.

27. 29
the creative platform
DIME BANK.
MAKE IT HERE!
• Highlights Dime’s passion for the human-centric approach
• Embodies Dime’s quest to be the champion for the local community
• Reflects the personal checking and micro business customer’s mindset
• Can address internal and external brand message and values

28. 30
the creative platform

29. 33
dime in-branch expansion ideas

30. 46
concept farm proposal
Neighborhood EngagementHow we plan to expand upon this idea through identification of key branches and
development of an activation program that will truly engage customers

31. 47
where are we going
1. IDENTIFICATION OF CATALYST BRANCHES FOR PERFECTLY
FREE CHECKING AND BEYOND
2. PILOT EDUCATION AND OUTREACH PROGRAM THROUGH
CATALYST BRANCHES
3. DEVELOP MICRO BUSINESS FOCUS
4. MMA ONLINE

32. 48
catalyst branches
Catalyst Branches
While a special focus on highest performing branches may be a good strategy for reaching our goals, we felt
there may be a larger opportunity to move the needle if we focus on attributes which indicate the highest
potential, beyond those that have historically performed best.
Through the branch visits and analysis of Dime branch segmentation data, we have identified a set of attributes
which we believe when combined, present a high potential not only to meet 2015 deposit goals, but create a
mutually beneficial loop of financial education and feedback with the community.
We have identified these areas as catalyst branches.

33. 49
catalyst branches: criteria
VS.
qualitative criteria quantitative criteria
community ethnic niche optimal income population competition
People care deeply for
their community and
feel they have a stake
in its success
Strongly support
local business
Has specific ethnicities or
cultural groups of a
substantial size
Subsegments have
financial or organizational
needs Dime help to can
meet
Comparable median income
to high performing branches
Aligned with overall market
opportunities (mainstream
metro, mass middle class,
upwardly mobile) as defined
by segmentation study
Zip code income represents
largest percentage of market
prospect opportunity
Overall population of
area high and market
penetration low
Majority of population
fits within the Nielsen
P$ycle segment
opportunity
Relatively low number of
competitors in the area
to help create traction
quickly

34. 50
In order to assess all data inputs and prioritize influence based on our goals,
Concept Farm first developed a weighting and scoring system to look at both
qualitative and statistical information.
Before considering all factors, the following priorities were established:
1. In order to be considered a catalyst branch, a strong sense of community
involvement must be present around the branches. If they did not
represent this quality, they were removed from the list.
2. Areas that have a ethnic niche of a substantial size represent an
opportunity for Dime to cater to that community, so this was considered
as the second most important factor, but not mandatory.
catalyst branches consideration process

35. 51
The overall lowest score out of all criteria represented the highest potential among
branches. We weighted/ranked by the following:
- Primary ranked criteria
- Community emotional appraisal: 1 (most involved) - 4 (least involved)
- Ethnic niche: 1 (most diverse) - 4 (least diverse)
- Competitors: Number of banks within 10 block radius
- Market segment opportunity: 1 (most relevant) - 4 (least relevant)
- A-DTA market penetration: Ranked 1-25
- Secondary reference criteria
- Percentage of PFC accounts over $2500: Ranked 1-25
- Nielsen P$cycle segment (full zip code): 1 (most relevant) - 4 (least relevant)
- Nielsen zip code population market penetration: Ranked 1-25
catalyst branches weighting and scoring

36. 52
catalyst branches

37. 53
catalyst branches

38. 54
catalyst branches

39. 55
catalyst branches

40. 56
catalyst branches

41. 57
catalyst branches

42. 58
catalyst branches
Cedarhurst
Bay Ridge - 86th St.
Bay Ridge - 76th St.
Whitestone
Greenpoint
Flushing
Jackson Heights
Midwood
Williamsburg
Westbury
Our first draft of weighted, scored, and ranked branches (with A-DTA areas being priority):

43. 59
In looking at this list, we realized there were anomalies and outliers
that could not be quantifiably ranked or consistently weighted.
In order to choose the optimal branches to pilot our program,
analysis of the demographic data had to be considered, but intuition
and expertise was required to develop a recommendation.
catalyst branches consideration process

44. 60
catalyst branches
We evolved what we chose to weight and score, referenced all other data, then
reflected upon our knowledge of all areas to develop a recommendation

45. 61
For Inclusion
Hillcrest:
- This neighborhood was just out of the top ranking when population penetration was considered, but we felt the
conditions were ideal for a neighborhood engagement program (only 1 competitor within 10 blocks, school environment,
and a substantial Asian community)
Bayside:
- This neighborhood was just out of the top ranking, but after visiting the location, we saw potential for growth, based on
the family-centric feel and cultural diversity. We heard through the interviews that language barriers are a point of
separation between some of the residents and businesses in this area, which we saw as an opportunity to reach out to
the population who feel isolated by language.
Jackson Heights:
- While there are many competitors within the surrounding area, we felt that the neighborhood involvement, concentration
of local businesses, extreme diversity (substantial Indian community), and appropriate income levels made this branch
an ideal candidate for growth
Bensonhurst:
- Bensonhurst presents the right mix of income, neighborhood engagement, and low number of competitors in order grow
personal checking accounts and deposit goals. While the A-DTA market penetration initially kept them out of the running,
when compared to the overall population, there is substantial room for growth
Long Island City:
- This neighborhood represented many of the ideal qualities of a catalyst branch, but it’s market penetration within A-DTA
areas was an outlier (~50% of households). When we considered that the high-rise population in this area might be
skewing the data, this branch became an ideal opportunity for Dime to create change through neighborhood outreach
catalyst branches consideration: outliers

46. 62
catalyst branches
CATALYST BRANCH CONSIDERATIONS FOR CHECKING CUSTOMERS:
Hillcrest
Flushing
Williamsburg
Westbury
Bayside
Greenpoint
Jackson Heights
Bensonhurst
Cedarhurst
Long Island City
This approach to scoring allows us to evaluate all of the data based on what we know
are our priorities: community, niche markets, targeted income level and competitors.
This list is for consideration, discussion, and alignment with Dime stakeholders.

47. 63
Hypothesis:
These neighborhoods validate and reflect the ideas,
energy, and potential represented in the Brand Being and
present potential for growth.
While some of these branches might have lower balances
now, we feel with a little extra love, we can engage the
neighborhoods in order to grow in previously
underperforming markets to show success for a
network-wide program.
catalyst branches

48. 68
Community Engagement
and Outreach Plan
How we will pilot the community engagement plan through catalyst branch locations

49. 69
- In order for Dime to fulfill it’s desire to establish itself as a true neighborhood
bank, Dime must take an active role within with their communities and invest
time into understanding the unique financial needs of the people and micro
businesses within them
- Dime has the opportunity to differentiate itself from it’s larger competitors
with a community engagement and outreach program. This will not only help
define what a ‘neighborhood bank’ means from the customers’ and banks’
perspectives, but grow relationships within engaged communities
- Not only will this program educate, sell product, and grow deposits,
it can inform Dime’s innovations to create services that truly cater to the
communities they are in
community engagement plan

50. 70
Community assessment of 25
branches and research to date:
• Community involvement
• Neighborhood snapshot
• Ethnic populace
• Demo/psychographics
• General banking sentiments
• Brand perception/awareness
Macro
Micro
Community mapping &
organizational on boarding:
• Identification of specific sub-segment
opportunities within each branch area
• Specific cultural/ interest-based organizations
• Ethnic sub-segment organizations
• Community and financial needs of each audience
• Dime-specific product & service opportunities
• Recommendations on topic areas/community
approach for the neighborhood
In order to identify the right environment for a successful community engagement
program, we looked at all 25 branches for macro learning. Within catalyst branches
we identified, we will to dive deeper to understand their specific needs:
community engagement plan

51. 71
Phase I: Community discovery & mapping
Timeline: June 15 – July 15
Per branch, identify:
- Prioritized sub-set audiences - Korean, Indian/Pakistani, artists, etc.
- Financial and community needs of each audience
- Dime product offerings that best meet those needs
- Events that address those needs
- Organizational partnerships to reach each sub-set audience
community engagement approach

52. 72
community engagement approach
Phase II: Community Engagement
Timeline:
• July 15 – August 31 - Community outreach & event development
• August 31 - December 31 - Community events & supporting promotions
Community Engagement Strategy
- Deep partnerships with targeted groups
- Calendar of events
- Outreach/promotion through those partner organizations
- Local press coverage

53. 73
Phase II: Community Engagement
Working in partnership with local community organizations, we will launch an outreach campaign
which typically exists of:
Calendar of Events:
• Launch co-branded events both in Dime branches (when available) and in the local community
• These events are promoted heavily by our partners
• Events focus on both financial and community needs identified in Phase I
Outreach Materials:
• Organizational partners distribute fliers, HTML emails, Facebook post, Tweets, and host signage at
their facilities, etc. promoting the offerings of Dime bank that meet the needs of their constituents
Local Press
• Work with our local partners to leverage their press relationships to generate local press and local
event calendar listings. These listings do not require paid media support.
phase II: community outreach

54. 74
In order to see how this platform can serve Dime needs,
we chose Long Island City, a catalyst branch, to illustrate
a sample plan for consideration
community engagement sample plan

55. NEIGHBORHOOD
NEIGHBORHOOD LAYOUT
• busy, active metropolitan area.
• People sitting on benches outside, eating their lunch, construction workers
and tourists alike.
• There are a few small businesses, but mostly restaurants and a big grocery
store.
NEIGHBORHOOD ENERGY/VIBE
• quaint, close feel to the immediate area that Dime is situated
• old-fashioned light-up sign saying “Welcome to Sunnyside”, fresh fruit
markets spilling out onto sidewalks
• residents learn about their community through friends/word of mouth,
exploring and online research
CUSTOMERS
GENERAL DEMOGRAPHICS
• Avg. income: $54,400
• very diverse
• caters to families, elderly/retired, young people
LIFESTYLE
• Metro Mainstream
• hard working, family-oriented
• active in community even just by shopping in the local stores
NEEDS IN A BANK
• lots of ATMs
• trusted employees
• fast service
COMMUNAL SPACE
• generally good feedback
• small business owner (salon) loved the idea of the space, saying she would
definitely use it, especially for business meetings/interviews. Likes that it
would be a private and safe space.
GENERAL DEMOGRAPHICS
BANKS IN SURROUNDING AREA
SMALL BUSINESSES IN SURROUNDING AREA
“Appearance matters to any business, but most
important is the face behind the counter.”
SMALL BUSINESS
• wants superior banking knowledge
• employee-customer familiarity
• “bigger banks don’t understand the needs of a small business”
• good customer service-follow up calls, fraud protection etc.
• fast service, or a separate “small business” service
• during business hours
• helps business owners go in and out of bank faster
• Small Businesses Visited: Ferreteria Hardware, Kmia Salon
Avg. Income:
$54,400
long island city branch snapshot

56. 76
long island city catalyst profile
VS.
qualitative criteria quantitative criteria
community ethnic niche optimal income population competition
Heavy community
involvement; busy
active metropolitan
area
Fast paced, with quaint
tight-knit feel around
Dime branch
Caters to families,
elderly/retired, young
people
Multi-cultural & diverse,
slightly more Hispanics
Main branch market P$YCLE
Segment prospect within
A-DTA area: Metro
Mainstream (average income
$47,455)
Overall zip code income:
$54,400
Percentage of accounts over
$2500, ~27% (room for
growth)
Population: 28,302
Dime households
(across all DTA’s):
2,950 (10%
penetration)
Anomaly: Households
may not be fully
represented (high rise
may skew A-DTA
area)
8 competitors

57. 77
Phase 1: Community discovery & mapping
Timeline: June 15 – July 15
community engagement sample plan

58. 78
community engagement sample plan

59. 79
Our Process:
• Engage organizations
• Host brainstorm meetings with local organizations who reach our targeted
constituent groups
• Build program platform
• Work with our partner organizations to build out the elements of a co-branded
platform
• Program elements could include any/all of the following:
• Co-branded events — social, educational, B2C, B2B, etc.
• Educational content
• Customized product offerings
• In-branch activations
• Sponsored events
community engagement sample plan

60. 81
Phase II: Community Engagement
Examples of community engagement activity:
• Open Studios: Displaying local artwork and providing financial education from
successful artists
• B2C Panel Event idea: How to turn your hobby into a successful side business
• B2B Workshop idea: Celebrity-led seminar on how to build a lucrative art career
community engagement sample plan

61. 82
community engagement collateral examples
Facebook Post:
Distributed by our partner organization(s) through
their social platforms
FPO

62. 83
community engagement collateral examples
Flyer:
Posted at partner galleries and art
spaces throughout LIC and at Dime
branchFPO

63. 84
community engagement collateral examples
MAKING BANK
WHILE MAKING
ART
In partnership with Dime Savings Bank of
Williamsburgh, the Long Island City Artists Association
will be hosting a seminar about the ins and outs of
building a profitable creative career. Join celebrity
artist XXXX XXXX as she shares her expertise.
Register Now
HTML Email:
Sent by our partners through their email lists, as well as
to DIME customers
FPO

64. 85
Weekly dashboards present real-time data on:
- Online/offline reach
- Constituent engagement
- Brand perception change
- Checking account leads
- Checking accounts secured through community
engagement strategy
phase II: measurement

65. 86
phase II: measurement

66. 87
where we are going
2015 Campaign directionHow this plan will be executed across traditional and activation initiatives

67. 88
PHASE I: Perfectly Free Checking broad reach, 6/15-8/3
Media: Daily News & Newsday, 7/13-7/27
In-Branch: General in-branch posters, 7/13-8/3
Timing: Assumes newspaper & in-branch begin simultaneously
Hyper-local: Begin community mapping, 6/15-7/15
phase 1 plan

68. 89
next steps

69. 90
next steps
PHASE II: PFC local reach 7/27-8/31
Media: Transition to local papers (overlapping with large) 7/27
In-branch: Begin in-branch activation posters (top ten) ~8/1
General print materials continue
Hyper-local: Begin community program development 7/15-8/30

70. 91

71. 92
next steps
PHASE III: PFC & Micro business hyperlocal reach (9/1)
Media: Value add stories / calendars
In-branch: New posters (3 pieces) and inserts (3 pieces)
Hyper-local: Community activation and engagement events 9/1-12/1

72. 93*not to scale - for illustrative purposes only

73. 94
perfectly free checking promotional timing
may june july august september october november december
phase 1: planning &
production phase 1: in-branch materials / weekly activations
Larger newspaper ads: perfectly free
checking promotions (driving to branches)
Local newspaper ads: promote community events
& value added coverage
phase 1:
community mapping
& organizational
on-boarding
phase 2 : community events & supporting promotions
phase 2 :
community
outreach & event
development

74. 97
Appendix

75. 98
BACKGROUND
A select group of Dime branch managers and CF held a conference call on Friday, June 5th to discuss their findings from visiting
prospects during the Dime Business Sprint. In addition, it was an opportunity to insure that consistent feedback in the marketplace
was being obtained from each group as CF begins to build out the Brand Being. The data is derived from small businesses that
managers spoke to on their sprints or CF interviewed in branch areas.
SMALL BANK VS COMMUNITY BANK SATISFACTION
• Concept Farm research has shown that some small businesses appear to have a very utilitarian reaction towards large banks, yet
still seem to bank with them. While we know small businesses want personal customer service and for the bank to understand their
needs, we are finding that a lot of small businesses bank with large banks (Chase, Bank of America, and CitiBank) for their
convenience in location, longer hours, and products and services that smaller banks may not be able to provide.
• Dime branch managers mentioned that advancement in banking technology is causing more small businesses to bank with
commercial banks. Online banking is the key focus while some small businesses are looking for banks that provide mobile banking,
phone apps that will notify clients about a fraud, or convenient online wire transfers.
• Small businesses are also often looking for loans. Commercial banks are now bringing in their lending teams as opposed to using
branch managers, since they have a higher loan expectation. Since Dime offers a small business line of credit, there is an
opportunity to service this segment of the market.
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SMALL BUSINESS BANKING NEEDS
• Concept Farm has heard that low fees are important to small businesses and often a reason to change banks. Dime branch
managers confirmed that they have won a few small business clients due to their relatively low service charges and minimums
compared to commercial banks such as Chase. However, it was mentioned that once a banking relationship has been established
with the client, often time Chase and other larger banks will waive the fees which makes small businesses less inclined to leave and
switch banks.
• Chase’s has a renewed focus on building relationships and establishing trust with their small business customers in order to keep
them banking at Chase. Since relationship management is a key factor for small businesses, Dime will be facing off against Chase
and other large banks as they renew focus on relationship management.
• Many small businesses seek a business credit card; however, Dime is currently not offering this. It is important for many of these
small businesses to receive cash rewards or points for using their business credit card, especially when paying vendors large
amounts of money.
AWARENESS AND PERCEPTION OF DIME
• While many small businesses we spoke with are aware of Dime, most view it as a savings bank that is unable to handle their
small business needs like a commercial bank can.
need since it doesn’t offer money transfers internationally for personal accounts.
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COMMUNITY INVOLVEMENT
• Concept Farm noticed that there are several neighborhoods around the Dime branches that have a large population of a specific
ethnic group. While the branch managers mentioned that each branch is staffed with employees that speak the language of those
ethnic groups, the financial needs of select ethnicities vary and Dime needs to be prepared to satisfy them. For example, if a small
business owner needs to wire money as a consumer from his personal account to their family overseas, Dime is unable to fulfill that
need since it doesn’t offer money transfers internationally for personal accounts.
• Dime is currently working on partnering and networking with small businesses in the surrounding area such as Verizon, Big Apple
Circus, and the Brooklyn Cyclones. Maureen had spoken with a Verizon employee about hosting a networking event with small
businesses in the area and Verizon seemed very eager to join. It was also mentioned that there could be an opportunity to partner
with St. John’s University in Hillcrest to help with a Career Day or another event. There is an even larger opportunity for Dime to
partner with more small businesses in the area by opening a communal meeting space to host networking events.
branch manager report