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.
The document is an agenda for the Third Annual Middle East Retail Banking Forum being held in Dubai in October 2008. The forum will discuss opportunities and challenges in the growing Middle East retail banking industry. Over three days, industry leaders will discuss topics like Islamic banking, developing retail banking units, mobile banking, customer relationship management, and identifying new customer segments for growth. There will also be workshops, networking sessions, and the inaugural Middle East Retail Banking Awards ceremony. The agenda outlines the schedule, speakers, and goals to help retail banking professionals address issues, share best practices, and learn new strategies to compete in the changing industry.
This document discusses the challenges that banks face in serving small businesses. It begins by defining small businesses as having 1-10 employees and being in business for over a year. Small businesses make up over 90% of companies in Nordic countries and employ 25% of the workforce. However, banks have traditionally not prioritized small businesses as customers. The document then examines the needs of small businesses, such as support, time savings, funding, and tailored services. It also explores how small businesses perceive banks and vice versa. The mismatch in perceptions has made it difficult for banks to develop effective services for small businesses.
This document discusses digital banking versus branch banking and provides a roadmap for ING Vysya Bank to move towards more digital banking. It highlights the advantages of digital banking through a SWOT analysis and compares the products offered by ING Vysya Bank and Axis Bank. Additional features for ING's digital platform like wallets, chat, a virtual branch, and customized products are proposed. Research findings show a need for banks to improve digital services to increase profits and customer base.
4th Retail Banking Africa 2012 - South AfricaAshish Bhugra
This document provides an agenda for the 4th Retail Banking Africa 2012 conference taking place from July 10-12 in Johannesburg, South Africa. The agenda includes panels, presentations and discussions on strategically changing Africa's retail banking landscape. Topics will include beating competition through innovative retail banking strategies, governance of retail banking, Islamic retail banking, product development, payments, serving low-income customers and more. There will be panels with banking executives from across Africa to discuss the future of retail banking and protecting consumers' interests. The goal is to help banks adapt to remain competitive and better serve customers through improved experience, channels and strategies.
This document presents a business model for attracting the unbanked population in Nigeria to the formal banking system through a new debit card product. It discusses developing a cost-effective product that meets the financial, emotional and aspirational needs of the target market of 18-45 year olds in socioeconomic classes D and E with incomes of 5,000-50,000 naira. The product will work on ATMs, POS, web and mobile channels. It also outlines plans for the business, financials, marketing and assessing the product.
The document summarizes 5 days of testing a peer-to-peer fashion rental platform concept. Over the 5 days, the team tested hypotheses about potential customer segments, pricing, partnerships, and acquisition of lenders. They built a basic website and tested it with customers. On day 4, they recruited potential lenders outside a gym and through Facebook/Google ads. 12 lenders signed up in under 12 hours with low cost per click. By day 5, the team had validated the concept and customer segments but needed to further develop the business model and online platform.
The document is an agenda for the Third Annual Middle East Retail Banking Forum being held in Dubai in October 2008. The forum will discuss opportunities and challenges in the growing Middle East retail banking industry. Over three days, industry leaders will discuss topics like Islamic banking, developing retail banking units, mobile banking, customer relationship management, and identifying new customer segments for growth. There will also be workshops, networking sessions, and the inaugural Middle East Retail Banking Awards ceremony. The agenda outlines the schedule, speakers, and goals to help retail banking professionals address issues, share best practices, and learn new strategies to compete in the changing industry.
This document discusses the challenges that banks face in serving small businesses. It begins by defining small businesses as having 1-10 employees and being in business for over a year. Small businesses make up over 90% of companies in Nordic countries and employ 25% of the workforce. However, banks have traditionally not prioritized small businesses as customers. The document then examines the needs of small businesses, such as support, time savings, funding, and tailored services. It also explores how small businesses perceive banks and vice versa. The mismatch in perceptions has made it difficult for banks to develop effective services for small businesses.
This document discusses digital banking versus branch banking and provides a roadmap for ING Vysya Bank to move towards more digital banking. It highlights the advantages of digital banking through a SWOT analysis and compares the products offered by ING Vysya Bank and Axis Bank. Additional features for ING's digital platform like wallets, chat, a virtual branch, and customized products are proposed. Research findings show a need for banks to improve digital services to increase profits and customer base.
4th Retail Banking Africa 2012 - South AfricaAshish Bhugra
This document provides an agenda for the 4th Retail Banking Africa 2012 conference taking place from July 10-12 in Johannesburg, South Africa. The agenda includes panels, presentations and discussions on strategically changing Africa's retail banking landscape. Topics will include beating competition through innovative retail banking strategies, governance of retail banking, Islamic retail banking, product development, payments, serving low-income customers and more. There will be panels with banking executives from across Africa to discuss the future of retail banking and protecting consumers' interests. The goal is to help banks adapt to remain competitive and better serve customers through improved experience, channels and strategies.
This document presents a business model for attracting the unbanked population in Nigeria to the formal banking system through a new debit card product. It discusses developing a cost-effective product that meets the financial, emotional and aspirational needs of the target market of 18-45 year olds in socioeconomic classes D and E with incomes of 5,000-50,000 naira. The product will work on ATMs, POS, web and mobile channels. It also outlines plans for the business, financials, marketing and assessing the product.
The document summarizes 5 days of testing a peer-to-peer fashion rental platform concept. Over the 5 days, the team tested hypotheses about potential customer segments, pricing, partnerships, and acquisition of lenders. They built a basic website and tested it with customers. On day 4, they recruited potential lenders outside a gym and through Facebook/Google ads. 12 lenders signed up in under 12 hours with low cost per click. By day 5, the team had validated the concept and customer segments but needed to further develop the business model and online platform.
EMC World 2016 - cnaITL.06 Containers are not Cloud Native{code}
Containers are a hot ticket in 2016, and everyone seems to want to throw around the Cloud Native Application buzzword in relation to them. But despite a common perception, those two technologies are not joined at the hip! In this talk we'll distinctly cover what makes an application Cloud Native and talk about building applications with containers.
Este documento contiene la devolución de un alumno al profesor Estrada sobre su curso de TIC I. El alumno destaca las fortalezas del profesor como su claridad al dictar actividades, el interés mostrado en los trabajos de los estudiantes y el uso de imágenes representativas. Como debilidad señala que debería revisar las correcciones de los trabajos de los estudiantes y ser más exigente en las actividades. El alumno sugiere realizar debates y análisis de los trabajos para identificar errores com
今日1日おつかれさま、これはマレーシアのおいしい果物 Delicious Fruits of MalaysiaYama San
The document lists 18 popular fruits found in Malaysia, including the durian known as the "King of fruits" for its unique smell and taste, chiku which has an earthy sweet flavor, and banana, coconut, dragon fruit, guava, honey dew melon, jackfruit, langsat, mango, mangosteen, papaya, pineapple, pomelo, rambutan, sour sop, star fruit, watermelon. These fruits have characteristics like creamy or juicy flesh, sweet or acidic flavors, and are rich in vitamins and nutrients.
Opnieuw verliesjaar voor firma Delphine BoëlThierry Debels
De onderneming DELJIM van Delphine Boël heeft de jaarrekening over 2015 bij de balanscentrale neergelegd.
Dat jaar werd opnieuw afgesloten met verlies. Ook in 2014 was er verlies voor DELJIM.
Opmerkelijk is ook dat de hoeveelheid liquide middelen (cash) van bijna 100.000 euro eind 2014 naar zowat 6000 euro eind 2015 tuimelde.
Een vetpot is de vennootschap DELJIM nooit geweest.
This document discusses the use of social media, particularly Twitter, during crises and emergencies. It provides examples from the 2011 Queensland floods in Australia and the 2010-2011 earthquakes in Christchurch, New Zealand. Key findings include that Twitter allows for rapid sharing of first-hand information; different platforms are suited to different communication needs; and social media can help with community self-organization and resilience during crises. The document advocates analyzing social media communication patterns to improve emergency response strategies.
Thiery is a 32-year-old social worker who wants to get more fit. He downloads a pedometer app for his smartphone but then sees his friend using a wearable fitness tracker. Thiery spends €100 on a similar device that tracks his steps, stairs climbed, and heart rate during workouts. However, Thiery finds the device overwhelming with the amount of data it collects. A personal trainer is able to simplify the data and set achievable goals for Thiery, helping him stay motivated and gradually increase his activity levels.
The document discusses why deadlines should never be communicated to development teams in Scrum, as it can lead to lower quality work. It outlines two scenarios: 1) fixed deadline and scope leads teams to cut corners; and 2) variable scope to meet a fixed deadline allows for continuous forecasting and adjusting scope. The key points are that communicating deadlines provides no benefits and can incentivize lowering quality; variable scope and forecasting based on team capacity better supports high quality work. Setting deadlines goes against agile principles and the Scrum framework.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
Las enfermedades raras afectan a millones de personas en Europa y España. A menudo son crónicas y ponen en riesgo la vida. Diagnosticarlas y tratarlas es difícil debido a su baja incidencia. Esto genera un gran impacto en las familias de los pacientes. Se están realizando esfuerzos para mejorar la coordinación entre especialistas, apoyar a las familias, y aumentar la investigación de tratamientos.
This document provides 100 content marketing examples from various companies. It begins with an introduction explaining the purpose of the guide and encourages the reader to contribute their own examples. The bulk of the document then provides brief summaries of content marketing campaigns, each including a description of 1-2 sentences and a link to an example. The summaries cover a wide range of content types and industries.
This document provides a proposal and recommendations for a Wales-based charity called Ash Wales that aims to expand its smoking cessation training services from adolescents to companies for a fee. The summary analyzes Ash Wales' strengths and weaknesses, as well as opportunities and threats. It recommends targeting hotels in Cardiff, Wales due to their high smoking rates, presence in Wales' capital, and ability to pay for training. Improving marketing through a revised 4Ps strategy is also suggested to boost branding awareness and funding.
The document discusses LinkedIn's Hiring Accelerator solution to help companies address challenges in filling open roles. The Hiring Accelerator uses targeted LinkedIn advertising, a customized company career page, sponsored jobs, and direct outreach to candidates to generate interest, drive applications, and hire top talent faster. It provides an example of how a passive candidate could be exposed to the company brand and job opportunities through the Hiring Accelerator funnel and ultimately get hired. Success is measured by metrics like job views, applications, candidate pipeline, and awareness and engagement with the company page.
Planificación de programación i y ii 2014profemiria
Este documento presenta la planificación de la materia Programación I y II para el ciclo lectivo 2014 en el Centro Educativo Nuevo Horizonte. La materia se dicta para el 5to año de secundaria, con una carga horaria semanal de 2 horas. El objetivo general es que los alumnos comprendan la lógica de la programación estructurada y puedan resolver problemas mediante este paradigma. El contenido se divide en 3 bloques que abarcan introducción a la programación estructurada, manejo de arreglos, y uso del lenguaje
Banks are realizing that to provide superior customer service and survive, they must deliver a highly personalized customer experience. However, most banking consumers do not have a personal relationship with their local branch staff. Leading banks are aware that personalization needs to happen across all channels in order to build trust and loyalty. While digital banking is growing in popularity, many consumers still visit branches a minimum of nine times per year, providing opportunities for personalized service. Bank executives acknowledge needing improvement in personalization and meeting the needs of business customers. To better serve customers, banks must understand their perspectives, incorporate their feedback, and innovate continuously across all touchpoints.
The document discusses strategies for banks to increase revenue in challenging economic environments. It recommends focusing on cross-selling additional products to existing customers, leveraging branch networks as distribution points, expanding small business lending, and using customer credit data to identify other opportunities. The document also suggests that mergers or acquisitions may be necessary for some banks to achieve necessary scale, expand into new markets, and diversify their business lines in order to survive difficult conditions.
The future of marketing: Word of mouth, content marketing and social mediaDamien Cummings
The future of marketing: Word of mouth, content marketing and social media. This presentation discusses a 6-step framework for defining and "owning" conversations, looking at how to manage large volumes of content via the "3 E's" (Engrossing, Engaging and Everyday) and presents a new way of looking at distributing content via social platforms.
This document provides information about identifying clients and marketing strategies for CASA (current account and savings account) banking products. It discusses:
- The importance of banks and their roles in collecting deposits and providing credit.
- What CASA accounts are and how they combine features of savings and checking accounts.
- Methods for generating leads and sourcing prospective clients, including telemarketing, branch visits, referrals, and direct sales agents.
- The process for opening CASA accounts once a lead is generated.
- Marketing strategies banks use, such as promoting through branches and a dedicated sales team using materials like pamphlets and advertisements.
- Guidelines for direct sales agents in lead generation and conducting sales
EMC World 2016 - cnaITL.06 Containers are not Cloud Native{code}
Containers are a hot ticket in 2016, and everyone seems to want to throw around the Cloud Native Application buzzword in relation to them. But despite a common perception, those two technologies are not joined at the hip! In this talk we'll distinctly cover what makes an application Cloud Native and talk about building applications with containers.
Este documento contiene la devolución de un alumno al profesor Estrada sobre su curso de TIC I. El alumno destaca las fortalezas del profesor como su claridad al dictar actividades, el interés mostrado en los trabajos de los estudiantes y el uso de imágenes representativas. Como debilidad señala que debería revisar las correcciones de los trabajos de los estudiantes y ser más exigente en las actividades. El alumno sugiere realizar debates y análisis de los trabajos para identificar errores com
今日1日おつかれさま、これはマレーシアのおいしい果物 Delicious Fruits of MalaysiaYama San
The document lists 18 popular fruits found in Malaysia, including the durian known as the "King of fruits" for its unique smell and taste, chiku which has an earthy sweet flavor, and banana, coconut, dragon fruit, guava, honey dew melon, jackfruit, langsat, mango, mangosteen, papaya, pineapple, pomelo, rambutan, sour sop, star fruit, watermelon. These fruits have characteristics like creamy or juicy flesh, sweet or acidic flavors, and are rich in vitamins and nutrients.
Opnieuw verliesjaar voor firma Delphine BoëlThierry Debels
De onderneming DELJIM van Delphine Boël heeft de jaarrekening over 2015 bij de balanscentrale neergelegd.
Dat jaar werd opnieuw afgesloten met verlies. Ook in 2014 was er verlies voor DELJIM.
Opmerkelijk is ook dat de hoeveelheid liquide middelen (cash) van bijna 100.000 euro eind 2014 naar zowat 6000 euro eind 2015 tuimelde.
Een vetpot is de vennootschap DELJIM nooit geweest.
This document discusses the use of social media, particularly Twitter, during crises and emergencies. It provides examples from the 2011 Queensland floods in Australia and the 2010-2011 earthquakes in Christchurch, New Zealand. Key findings include that Twitter allows for rapid sharing of first-hand information; different platforms are suited to different communication needs; and social media can help with community self-organization and resilience during crises. The document advocates analyzing social media communication patterns to improve emergency response strategies.
Thiery is a 32-year-old social worker who wants to get more fit. He downloads a pedometer app for his smartphone but then sees his friend using a wearable fitness tracker. Thiery spends €100 on a similar device that tracks his steps, stairs climbed, and heart rate during workouts. However, Thiery finds the device overwhelming with the amount of data it collects. A personal trainer is able to simplify the data and set achievable goals for Thiery, helping him stay motivated and gradually increase his activity levels.
The document discusses why deadlines should never be communicated to development teams in Scrum, as it can lead to lower quality work. It outlines two scenarios: 1) fixed deadline and scope leads teams to cut corners; and 2) variable scope to meet a fixed deadline allows for continuous forecasting and adjusting scope. The key points are that communicating deadlines provides no benefits and can incentivize lowering quality; variable scope and forecasting based on team capacity better supports high quality work. Setting deadlines goes against agile principles and the Scrum framework.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
Las enfermedades raras afectan a millones de personas en Europa y España. A menudo son crónicas y ponen en riesgo la vida. Diagnosticarlas y tratarlas es difícil debido a su baja incidencia. Esto genera un gran impacto en las familias de los pacientes. Se están realizando esfuerzos para mejorar la coordinación entre especialistas, apoyar a las familias, y aumentar la investigación de tratamientos.
This document provides 100 content marketing examples from various companies. It begins with an introduction explaining the purpose of the guide and encourages the reader to contribute their own examples. The bulk of the document then provides brief summaries of content marketing campaigns, each including a description of 1-2 sentences and a link to an example. The summaries cover a wide range of content types and industries.
This document provides a proposal and recommendations for a Wales-based charity called Ash Wales that aims to expand its smoking cessation training services from adolescents to companies for a fee. The summary analyzes Ash Wales' strengths and weaknesses, as well as opportunities and threats. It recommends targeting hotels in Cardiff, Wales due to their high smoking rates, presence in Wales' capital, and ability to pay for training. Improving marketing through a revised 4Ps strategy is also suggested to boost branding awareness and funding.
The document discusses LinkedIn's Hiring Accelerator solution to help companies address challenges in filling open roles. The Hiring Accelerator uses targeted LinkedIn advertising, a customized company career page, sponsored jobs, and direct outreach to candidates to generate interest, drive applications, and hire top talent faster. It provides an example of how a passive candidate could be exposed to the company brand and job opportunities through the Hiring Accelerator funnel and ultimately get hired. Success is measured by metrics like job views, applications, candidate pipeline, and awareness and engagement with the company page.
Planificación de programación i y ii 2014profemiria
Este documento presenta la planificación de la materia Programación I y II para el ciclo lectivo 2014 en el Centro Educativo Nuevo Horizonte. La materia se dicta para el 5to año de secundaria, con una carga horaria semanal de 2 horas. El objetivo general es que los alumnos comprendan la lógica de la programación estructurada y puedan resolver problemas mediante este paradigma. El contenido se divide en 3 bloques que abarcan introducción a la programación estructurada, manejo de arreglos, y uso del lenguaje
Banks are realizing that to provide superior customer service and survive, they must deliver a highly personalized customer experience. However, most banking consumers do not have a personal relationship with their local branch staff. Leading banks are aware that personalization needs to happen across all channels in order to build trust and loyalty. While digital banking is growing in popularity, many consumers still visit branches a minimum of nine times per year, providing opportunities for personalized service. Bank executives acknowledge needing improvement in personalization and meeting the needs of business customers. To better serve customers, banks must understand their perspectives, incorporate their feedback, and innovate continuously across all touchpoints.
The document discusses strategies for banks to increase revenue in challenging economic environments. It recommends focusing on cross-selling additional products to existing customers, leveraging branch networks as distribution points, expanding small business lending, and using customer credit data to identify other opportunities. The document also suggests that mergers or acquisitions may be necessary for some banks to achieve necessary scale, expand into new markets, and diversify their business lines in order to survive difficult conditions.
The future of marketing: Word of mouth, content marketing and social mediaDamien Cummings
The future of marketing: Word of mouth, content marketing and social media. This presentation discusses a 6-step framework for defining and "owning" conversations, looking at how to manage large volumes of content via the "3 E's" (Engrossing, Engaging and Everyday) and presents a new way of looking at distributing content via social platforms.
This document provides information about identifying clients and marketing strategies for CASA (current account and savings account) banking products. It discusses:
- The importance of banks and their roles in collecting deposits and providing credit.
- What CASA accounts are and how they combine features of savings and checking accounts.
- Methods for generating leads and sourcing prospective clients, including telemarketing, branch visits, referrals, and direct sales agents.
- The process for opening CASA accounts once a lead is generated.
- Marketing strategies banks use, such as promoting through branches and a dedicated sales team using materials like pamphlets and advertisements.
- Guidelines for direct sales agents in lead generation and conducting sales
This document summarizes a presentation on estimating supply and demand for microcredit in a community. The presentation is given by representatives from Friedman Associates, an organization that helps microfinance institutions achieve their goals of sustainable and economically vibrant communities. The presentation covers conducting a supply and demand analysis through quantitative data analysis and qualitative key informant interviews. It discusses estimating the size of the capital gap in a community and identifying high priority zip codes for microloan programs. It also provides guidance on assessing if a microloan program is ready to ramp up, including reviewing strategic goals, loan guidelines, lending procedures, use of portfolio data, and investing human resources. The overall document aims to help microfinance organizations better understand their market opportunities and make strategic decisions about their micro
Tarek Nehad Nassar has over 7 years of experience in banking as a Personal Banker Supervisor at Ahli United Bank and as a Sales & Service Representative at Commercial International Bank. He has a Bachelor's degree in Accounting from Modern Academy in Cairo. His key skills include customer satisfaction, customer reporting, data processes, decision making, and he has received training in superior quality service, customer service excellence, selling skills, anti-money laundering, and forgery/falsification. References are available upon request.
This report analyzes customer satisfaction with banking deposit products from State Bank of India (SBI). The report includes an introduction on the importance of customer satisfaction. It then outlines the objectives, research methodology, scope and limitations of the study. Key findings from data analysis include that most customers are satisfied with SBI's services and prefer its low interest rates and longer repayment periods. Suggestions for SBI include improving customer awareness, disclosing any hidden fees, and focusing more on retaining existing customers through better customer service.
Rebooting the branch: Branch strategy in a multi-channel, global environment.Luis Del Castillo
The rise of the digital consumer and the high-cost infrastructure of physical banking locations are leading to a declining ROI for branches.Evolving the branch strategy to align with changing consumer and economic realities can help banks boost ROI and position themselves for the future.
Banks have evolved from merely providing money to offering a wide range of services enabled by technological developments. Customers can now perform all banking transactions remotely. The document then defines banking and the roles of banks. It outlines the different types of banks in India and discusses their commercial and economic roles. It also covers bank marketing concepts like segmentation, targeting, positioning and the marketing mix of product, price, place, and promotion. Traditional and current marketing strategies for banks are highlighted. The importance of customer satisfaction is emphasized.
The upside to digital banking – Reduced transaction costs. What about the downside – Increased customer remoteness. In a world where building share of wallet is a top marketing priority, how do you build personal engagement with less and less face to face contact?
According to Gallup Research, “customers that are fully engaged represent an average 23% premium in terms of share of wallet, profitability, revenue, and relationship growth.”
Sponsor municipal sponsorship_namingrights_june-2015Bernie Colterman
Municipal sponsorship continues to grow as more municipalities look for alternate sources of non-tax revenue to off-set operations and fund new facilities.
This document summarizes options for small business funding. It discusses community development financial institutions (CDFIs) that provide loans under $250k for underserved entrepreneurs. It also discusses SBA loan programs that guarantee portions of bank loans. Alternative online lenders are described as providing quick approval but at higher interest rates, so caution is advised. The document recommends researching funding options and understanding requirements like the 5 C's of credit before applying for loans. Resources like Venturize.org are provided to help small businesses compare funding options and become loan-ready.
Winning Business Models for Mobile Remittances by Hugo Cuevas-Mohr, Mohr Worl...Mahindra Comviva
The right business model is the primary success factor to grow the share of the mobile and other digital channels. The presentation covers successful business models in the digital remittance space by Hugo Cuevas-Mohr, Mohr World Consulting
The document summarizes the findings of a survey conducted to understand customer preferences and satisfaction regarding various banks in India. Some key findings from the survey include:
- Most customers (70%) have savings accounts and use their bank primarily for savings purposes.
- Nationalized/public sector banks like SBI are preferred for services like loans but are seen as slower, while private banks offer better customer service and digital capabilities.
- Customer satisfaction levels varied, with 58% reporting being satisfied or good, while 10% were average and 32% said banks were best.
- Areas for banks to improve included providing more information, faster response times, financial literacy programs, and more personalized services.
The document summarizes a webinar presented by Cornerstone Advisors and Digital Insight on mapping business strategies to changing consumer behavior and delivery redirect. It discusses how consumer discovery, onboarding, experience, and advocacy have changed with new digital and social media channels. It presents a spectrum of delivery redirect strategies from physical focus to digital forte. Examples are given of credit unions that have successfully redirected their delivery channels. Steps outlined for financial institutions include aligning delivery strategies with corporate strategies and developing a channel roadmap that considers customer values, costs and contributions to sales.
1) Microfinance in Sri Lanka provides financial services like small loans and savings products to low-income individuals and small businesses.
2) Currently there are over 70,000 active borrowers in Sri Lanka with a total loan portfolio of over $70 million.
3) Common microfinance approaches used in Sri Lanka include individual lending, group lending models like Grameen Bank and Latin American styles, and village banking. Formal microfinance institutions operate alongside informal local money lenders and organizations.
Skills for the customer centered economy, st. louis oct 15 2014Blair Forlaw
Trends and challenges facing business and talent in the Age of the Customer. Background for panel discussion with HR leaders from five customer-centric firms. St. Louis Oct 15.
5 Key Steps to Drive with Fintech Customer JourneysDouglas Karr
Customer loyalty is waning in the financial industry as consumers are presented with a vast array of alternative offerings both on and offline. Careful research and design of customer journeys is having a positive impact on organizations to win, keep, and increase the value of prospects and customers. This is a webinar that I did on behalf of Salesforce.
Financial inclusion is the main means for financial inclusion. I am working for that exostively. It is important for readers. Please make it online. It is useful for the university teacher and students and other practitioners. For bank professionals also highly useful.
Mastering Local SEO for Service Businesses in the AI Era"" is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
Lily Ray - Optimize the Forest, Not the Trees: Move Beyond SEO Checklist - Mo...Amsive
Lily Ray, Vice President of SEO Strategy & Research at Amsive, explores optimizing strategies for sustainable growth and explores the impact of AI on the SEO landscape.
We’ve entered a new era in digital. Search and AI are colliding, in more ways than one. And they all have major implications for marketers.
• SEOs now use AI to optimize content.
• Google now uses AI to generate answers.
• Users are skipping search completely. They can now use AI to get answers. So AI has changed everything …or maybe not. Our audience hasn’t changed. Their information needs haven’t changed. Their perception of quality hasn’t changed. In reality, the most important things haven’t changed at all. In this session, you’ll learn the impact of AI. And you’ll learn ways that AI can make us better at the classic challenges: getting discovered, connecting through content and staying top of mind with the people who matter most. We’ll use timely tools to rebuild timeless foundations. We’ll do better basics, but with the most advanced techniques. Andy will share a set of frameworks, prompts and techniques for better digital basics, using the latest tools of today. And in the end, Andy will consider - in a brief glimpse - what might be the biggest change of all, and how to expand your footprint in the new digital landscape.
Key Takeaways:
How to use AI to optimize your content
How to find topics that algorithms love
How to get AI to mention your content and your brand
The Strategic Impact of Storytelling in the Age of AI
In the grand tapestry of marketing, where algorithms analyze data and artificial intelligence predicts trends, one essential thread remains constant — the timeless art of storytelling. As we stand on the precipice of a new era driven by AI, join me in unraveling the narrative alchemy that transforms brands from mere entities into captivating tales that resonate across the digital landscape. In this exploration, we will discover how, in the face of advancing technology, the human touch of a well-crafted story becomes not just a marketing tool but the very essence that breathes life into brands and forges lasting connections with our audience.
The advent of AI offers marketers unprecedented opportunities to craft personalized and engaging customer experiences, evolving customer engagements from one-sided conversations to interactive dialogues. By leveraging AI, companies can now engage in meaningful dialogues with customers, gaining deep insights into their preferences and delivering customized solutions.
Susan will present case studies illustrating AI's application in enhancing customer interactions across diverse sectors. She'll cover a range of AI tools, including chatbots, voice assistants, predictive analytics, and conversational marketing, demonstrating how these technologies can be woven into marketing strategies to foster personalized customer connections.
Participants will learn about the advantages and hurdles of integrating AI in marketing initiatives, along with actionable advice on starting this transformation. They will understand how AI can automate mundane tasks, refine customer data analysis, and offer personalized experiences on a large scale.
Attendees will come away with an understanding of AI's potential to redefine marketing, equipped with the knowledge and tactics to leverage AI in staying competitive. The talk aims to motivate professionals to adopt AI in enhancing their CX, driving greater customer engagement, loyalty, and business success.
INTRODUCTION TO SEARCH ENGINE OPTIMIZATION (SEO).pptxGiorgio Chiesa
This presentation is recommended for those who want to know more about SEO. It explains the main theoretical and practical aspects that influence the positioning of websites in search engines.
From Subreddits To Search: Maximizing Your Brand's Impact On RedditSearch Engine Journal
The search landscape is undergoing a seismic shift, and Reddit is at the epicenter. Google's Helpful Content Update and its $60 million deal with Reddit, coupled with OpenAI's partnership, have catapulted Reddit's real-time content to unprecedented heights.
Check out this insightful webinar exploring the newfound importance of Reddit in the digital marketing landscape. Learn how these changes make Reddit an essential platform for getting your brand and content in front of evolving search audiences.
You’ll hear:
- The evolution of Reddit as a major influencer on SERPS over the years.
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Customer Experience is not only for B2C and big box brands. Embark on a transformative journey into the realm of B2B customer experience with our masterclass. In this dynamic session, we'll delve into the intricacies of designing and implementing seamless customer journeys that leave a lasting impression. Explore proven strategies and best practices tailored specifically for the B2B landscape, learning how to navigate complex decision-making processes and cultivate meaningful relationships with clients. From initial engagement to post-sale support, discover how to optimize every touchpoint to deliver exceptional experiences that drive loyalty and revenue growth. Join us and unlock the keys to unparalleled success in the B2B arena.
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1. Identify your customer journey and growth areas
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Unlock the secrets to enhancing your digital presence with our masterclass on mastering online visibility. Learn actionable strategies to boost your brand, optimize your social media, and leverage SEO. Transform your online footprint into a powerful tool for growth and engagement.
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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
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
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
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
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
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
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
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
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
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
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
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
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
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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
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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
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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
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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.
branch manager call report
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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.
branch manager report
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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