1

INDEX
Sr No. TOPIC
1. Marketing
2. Defination of marketing stratergy
3. Type of stratergies
4. Real-Life marketing
5. Marketing mix
6. Consumer oriented model
7. HDFC bank marketing stratergy
8. Marketing mix of HDFC Bank
9. HDFC Bank general buisness stratergies
10. Achievements
11. HDFC standard life insurance marketing stratergies
12. Conclusion


2

Marketing
Marketing is the process of communicating the value of a product or service to customers, for
the purpose of selling the product or service. It is a critical business function for attracting
customers.
From a societal point of view, marketing is the link between a societys material requirements
and its economic patterns of response. Marketing satisfies these needs and wants through
exchange processes and building long term relationships. It is the process of communicating the
value of a product or service through positioning to customers. Marketing can be looked at as an
organizational function and a set of processes for creating, delivering and communicating value
to customers, and managing customer relationships in ways that also benefit the organization and
its shareholders. Marketing is the science of choosing target markets through market analysis and
market segmentation, as well as understanding consumer buying behavior and providing superior
customer value.
There are five competing concepts under which organizations can choose to operate their
business; the production concept, the product concept, the selling concept, the marketing
concept, and the holistic marketing concept
]
The four components of holistic marketing are
relationship marketing, internal marketing, integrated marketing, and socially responsive
marketing. The set of engagements necessary for successful marketing management includes,
capturing marketing insights, connecting with customers, building strong brands, shaping the
market offerings, delivering and communicating value, creating long-term growth, and
developing marketing strategies and plans.

3

Marketing strategy
Definition
An organization's strategy that combines all of its marketing goals into one comprehensive plan.
A good marketing strategy should be drawn from market research and focus on the right product
mix in order to achieve the maximum profit potential and sustain the business. The marketing
strategy is the foundation of a marketing plan.
Marketing strategy is defined by David Aaker as a process that can allow an organization to
concentrate its resources on the optimal opportunities with the goals of increasing sales and
achieving a sustainable competitive advantage.
[1]
Marketing strategy includes all basic and long-
term activities in the field of marketing that deal with the analysis of the strategic initial situation
of a company and the formulation, evaluation and selection of market-oriented strategies and
therefore contribute to the goals of the company and its marketing objectives.

Developing a marketing strategy
Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill
market needs and reach marketing objectives. Plans and objectives are generally tested for
measurable results. Commonly, marketing strategies are developed as multi-year plans, with a
tactical plan detailing specific actions to be accomplished in the current year. Time horizons
covered by the marketing plan vary by company, by industry, and by nation, however, time
horizons are becoming shorter as the speed of change in the environment increases

Marketing
strategies are dynamic and interactive. They are partially planned and partially unplanned. See
strategy dynamics. Marketing strategy needs to take a long term view, and tools such as
4

customer lifetime value models can be very powerful in helping to simulate the effects of
strategy on acquisition, revenue per customer and churn rate.
Marketing strategy involves careful scanning of the internal and external environments. Internal
environmental factors include the marketing mix and marketing mix modeling, plus performance
analysis and strategic constraints. External environmental factors include customer analysis,
competitor analysis, target market analysis, as well as evaluation of any elements of the
technological, economic, cultural or political/legal environment likely to impact success.

A key
component of marketing strategy is often to keep marketing in line with a company's overarching
mission statement
Once a thorough environmental scan is complete, a strategic plan can be constructed to identify
business alternatives, establish challenging goals, determine the optimal marketing mix to attain
these goals, and detail implementation.
[4]
A final step in developing a marketing strategy is to
create a plan to monitor progress and a set of contingencies if problems arise in the
implementation of the plan.
Marketing Mix Modeling is often used to help determine the optimal marketing budget and how
to allocate across the marketing mix to achieve these strategic goals. Moreover, such models can
help allocate spend across a portfolio of brands and manage brands to create value.



5

TYPES OF STRATEGIES
Marketing strategies may differ depending on the unique situation of the individual business.
However there are a number of ways of categorizing some generic strategies. A brief description
of the most common categorizing schemes is presented below:
Strategies based on market dominance - In this scheme, firms are classified based on their
market share or dominance of an industry. Typically there are four types of market dominance
strategies:
Leader
Challenger
Follower
Nicher
According to Shaw, Eric (2012). Marketing Strategy: From the Origin of the Concept to the
Development of a Conceptual Framework. Journal of Historical Research in Marketing., there is
a framework for marketing strategies.
Market introduction strategies
"At introduction, the marketing strategist has two principle strategies to choose from: penetration
or niche" (47).


6

Market growth strategies
"In the early growth stage, the marketing manager may choose from two additional strategic
alternatives: segment expansion (Smith, Ansoff) or brand expansion (Borden, Ansoff, Kerin and
Peterson, 1978)" (48).
Market maturity strategies
"In maturity, sales growth slows, stabilizes and starts to decline. In early maturity, it is common
to employ a maintenance strategy (BCG), where the firm maintains or holds a stable marketing
mix" (48).
Market decline strategies
At some point the decline in sales approaches and then begins to exceed costs. And not just
accounting costs, there are hidden costs as well; as Kotler (1965, p. 109) observed: 'No financial
accounting can adequately convey all the hidden costs.' At some point, with declining sales and
rising costs, a harvesting strategy becomes unprofitable and a divesting strategy necessary" (49).
Early marketing strategy concepts were:
Bordens marketing mix
"In his classic Harvard Business Review (HBR) article of the marketing mix, Borden (1964)
credits James Culliton in 1948 with describing the marketing executive as a 'decider' and a 'mixer
of ingredients.' This led Borden, in the early 1950s, to the insight that what this mixer of
ingredients was deciding upon was a 'marketing mix'" (34).
7

Smiths differentiation and segmentation strategies
"In product differentiation, according to Smith (1956, p. 5), a firm tries 'bending the will of
demand to the will of supply.' That is, distinguishing or differentiating some aspect(s) of its
marketing mix from those of competitors, in a mass market or large segment, where customer
preferences are relatively homogeneous (or heterogeneity is ignored, Hunt, 2011, p. 80), in an
attempt to shift its aggregate demand curve to the left (greater quantity sold for a given price)
and make it more inelastic (less amenable to substitutes). With segmentation, a firm recognizes
that it faces multiple demand curves, because customer preferences are heterogeneous, and
focuses on serving one or more specific target segments within the overall market" (35).
Deans skimming and penetration strategies
"With skimming, a firm introduces a product with a high price and after milking the least price
sensitive segment, gradually reduces price, in a stepwise fashion, tapping effective demand at
each price level. With penetration pricing a firm continues its initial low price from introduction
to rapidly capture sales and market share, but with lower profit margins than skimming" (37).
Forresters product life cycle (PLC)
"The PLC does not offer marketing strategies, per se; rather it provides an overarching
framework from which to choose among various strategic alternatives" (38).
There are also corporate strategy concepts like:

8

Andrews SWOT analysis
"Although widely used in marketing strategy, SWOT (also known as TOWS) Analysis
originated in corporate strategy. The SWOT concept, if not the acronym, is the work of Kenneth
R. Andrews who is credited with writing the text portion of the classic: Business Policy: Text
and Cases (Learned et al., 1965)" (41).
Ansoffs growth strategies
"The most well-known, and least often attributed, aspect of Igor Ansoffs Growth Strategies in
the marketing literature is the term 'product-market.' The product-market concept results from
Ansoff juxtaposing new and existing products with new and existing markets in a two by two
matrix" (41-42).
Porters generic strategies
Porter generic strategies - strategy on the dimensions of strategic scope and strategic strength.
Strategic scope refers to the market penetration while strategic strength refers to the firms
sustainable competitive advantage. The generic strategy framework (porter 1984) comprises two
alternatives each with two alternative scopes. These are Differentiation and low-cost leadership
each with a dimension of Focus-broad or narrow. ** Product differentiation ** Cost leadership
** Market segmentation * Innovation strategies This deals with the firm's rate of the new
product development and business model innovation. It asks whether the company is on the
cutting edge of technology and business innovation. There are three types: ** Pioneers ** Close
followers ** Late followers * Growth strategies In this scheme we ask the question, How
9

should the firm grow?. There are a number of different ways of answering that question, but the
most common gives four answers:
Horizontal integration
Vertical integration
Diversification
Intensification
These ways of growth are termed as organic growth. Horizontal growth is whereby a firm grows
towards acquiring other businesses that are in the same line of business for example a clothing
retail outlet acquiring a food outlet. The two are in the retail establishments and their integration
lead to expansion. Vertical integration can be forward or backward. Forward integration is
whereby a firm grows towards its customers for example a food manufacturing firm acquiring a
food outlet. Backward integration is whereby a firm grows towards its source of supply for
example a food outlet acquiring a food manufacturing outlet.
Prospector
Analyzer
Defender
Reactor
Marketing warfare strategies - This scheme draws parallels between marketing strategies
and military strategies.
BCGs growth-share portfolio matrix "Based on his work with experience curves (that also
provides the rationale for Porters low cost leadership strategy), the growth-share matrix was
originally created by Bruce D. Henderson, CEO of the Boston Consulting Group (BCG) in 1968
10

(according to BCG history). Throughout the 1970s, Henderson expanded upon the concept in a
series of short (one to three page) articles in the BCG newsletter titled Perspectives (Henderson,
1970, 1972, 1973, 1976a, b). Tremendously popular among large multi-product firms, the BCG
portfolio matrix was popularized in the marketing literature by Day (1977)" (45).
Marketing participants often employ strategic models and tools to analyze marketing decisions.
When beginning a strategic analysis, the 3Cs can be employed to get a broad understanding of
the strategic environment. An Ansoff Matrix is also often used to convey an organization's
strategic positioning of their marketing mix. The 4Ps can then be utilized to form a marketing
plan to pursue a defined strategy. Marketing Mix Modeling is often used to simulate different
strategic flexing go the 4Ps. Customer lifetime value models can help simulate long term effects
of changing the 4Ps, e.g.; visualize the multi-year impact on acquisition, churn rate, and
profitability of changes to pricing. However, 4Ps have been expanded to 7 or 8Ps to address the
different nature of services.
There are many companies especially those in the Consumer Package Goods (CPG) market that
adopt the theory of running their business centered around Consumer, Shopper & Retailer needs.
Their Marketing departments spend quality time looking for "Growth Opportunities" in their
categories by identifying relevant insights (both mindsets and behaviors) on their target
Consumers, Shoppers and retail partners. These Growth Opportunities emerge from changes in
market trends, segment dynamics changing and also internal brand or operational business
challenges.The Marketing team can then prioritize these Growth Opportunities and begin to
develop strategies to exploit the opportunities that could include new or adapted products,
services as well as changes to the 7Ps.
11

Real-life marketing
Real-life marketing primarily revolves around the application of a great deal of common-sense;
dealing with a limited number of factors, in an environment of imperfect information and limited
resources complicated by uncertainty and tight timescales. Use of classical marketing techniques,
in these circumstances, is inevitably partial and uneven.
Thus, for example, many new products will emerge from irrational processes and the rational
development process may be used (if at all) to screen out the worst non-runners. The design of
the advertising, and the packaging, will be the output of the creative minds employed; which
management will then screen, often by 'gut-reaction', to ensure that it is reasonable.
For most of their time, marketing managers use intuition and experience to analyze and handle
the complex, and unique, situations being faced; without easy reference to theory. This will often
be 'flying by the seat of the pants', or 'gut-reaction'; where the overall strategy, coupled with the
knowledge of the customer which has been absorbed almost by a process of osmosis, will
determine the quality of the marketing employed. This, almost instinctive management, is what
is sometimes called 'coarse marketing'; to distinguish it from the refined, aesthetically pleasing,
form favored by the theorists. An organization's strategy that combines all of its marketing goals
into one comprehensive plan. A good marketing strategy should be drawn from market research
and focus on the right product mix in order to achieve the maximum profit potential and sustain
the business. The marketing strategy is the foundation of a marketing plan.


12

MARKETING MIX
The marketing mix is a business tool used in marketing and by marketing professionals. The
marketing mix is often crucial when determining a product or brand's offering, and is often
synonymous with the four Ps: price, product, promotion, and place; in service marketing,
however, the four Ps have been expanded to the Seven Ps or eight Ps to address the different
nature of services.
History
The term marketing mix was coined in an article written by Neil Borden called The Concept of
the Marketing Mix.
[2]
He started teaching the term after he learned about it from an associate,
James Culliton, who in 1948 described the role of the marketing manager as a "mixer of
ingredients"; one who sometimes follows recipes prepared by others, sometimes prepares his
own recipe as he goes along, sometimes adapts a recipe from immediately available ingredients,
and at other times invents new ingredients no one else has tried






13

CONSUMER-ORIENTED MODEL
"P"
category
"C" category "C" definition
Product Consumer

Price Cost
reflecting the total cost of ownership. Many factors affect Cost,
including but not limited to the customer's cost to change or
implement the new product or service and the customer's cost for
not selecting a competitor's product or service.
Promotion Communication
represents a broader focus. Communications can include
advertising, public relations, personal selling, viral advertising,
and any form of communication between the organization and the
consumer.
Distribution
(Place)
Convenience
With the rise of Internet and hybrid models of purchasing, Place is
becoming less relevant. Convenience takes into account the ease
of buying the product, finding the product, finding information
about the product, and several other factors Marketing is the
process of communicating the value of a product or service to
customers, for the purpose of selling the product or service. It is a
critical business function for attracting customers.


14

Contemporary Approaches
Recent approaches in marketing include relationship marketing with focus on the customer,
business marketing or industrial marketing with focus on an organization or institution and

Orientation Profit driver
Western
European
timeframe
Description
Relationship
marketing /
Relationship
management
[5]

Building and
keeping good
customer
relations
1960s to
present day
Emphasis is placed on the whole relationship between suppliers
and customers. The aim is to provide the best possible customer
service and build customer loyalty.
Business
marketing /
Industrial
marketing
Building and
keeping
relationships
between
organizations
1980s to
present day
In this context, marketing takes place between businesses or
organizations. The product focus lies on industrial goods or
capital goods rather than consumer products or end products.
Different forms of marketing activities, such as promotion,
advertising and communication to the customer are used.
Societal
marketing
[5]

Benefit to
society
1990s to
present day
Similar characteristics to marketing orientation but with the added
proviso that there will be a curtailment of any harmful activities
to society, in either product, production, or selling methods.
Branding Brand value
1980s to
present day
In this context, "branding" refers to the main company philosophy
and marketing is considered to be an instrument of branding
philosophy.
15

social marketing with focus on benefits to society. New forms of marketing also use the internet
and are therefore called internet marketing or more generally e-marketing, online marketing,
"digital marketing", search engine marketing, or desktop advertising. It attempts to perfect the
segmentation strategy used in traditional marketing. It targets its audience more precisely, and is
sometimes called personalized marketing or one-to-one marketing. Internet marketing is
sometimes considered to be broad in scope, because it not only refers to marketing on the
Internet, but also includes marketing done via e-mail, wireless media as well as driving audience
from traditional marketing methods like radio and billboard to internet properties or landing
page.
Marketing Research
Marketing research involves conducting research to support marketing activities, and the
statistical interpretation of data into information. This information is then used by managers to
plan marketing activities, gauge the nature of a firm's marketing environment and attain
information from suppliers. Marketing researchers use statistical methods such as quantitative
research, qualitative research, hypothesis tests, Chi-squared tests, linear regression, correlations,
frequency distributions, poisson distributions, binomial distributions, etc. to interpret their
findings and convert data into information. The marketing research process spans a number of
stages, including the definition of a problem, development of a research plan, collection and
interpretation of data and disseminating information formally in the form of a report. The task of
marketing research is to provide management with relevant, accurate, reliable, valid, and current
information.
16

A distinction should be made between marketing research and market research. Market
research pertains to research in a given market. As an example, a firm may conduct research in a
target market, after selecting a suitable market segment. In contrast, marketing research relates to
all research conducted within marketing. Thus, market research is a subset of marketing research.
Marketing Environment
Staying ahead of the consumer is an important part of a marketer's job. It is important to
understand the "marketing environment" in order to comprehend the consumers concerns,
motivations and to adjust the product according to the consumers needs. Marketers use the
process of marketing environmental scans, which continually acquires information on events
occurring out side the organization to identify trends, opportunities and threats to a business. The
six key elements of a marketing scan are the demographic forces, socio-cultural forces,
economic forces, regulatory forces, competitive forces, and technological forces. Marketers must
look at where the threats and opportunities stem from in the world around the consumer to
maintain a productive and profitable business.
The market environment is a marketing term and refers to factors and forces that affect a firms
ability to build and maintain successful relationships with customers.Three levels of the
environment are: Micro (internal) environment - forces within the company that affect its ability
to serve its customers. Meso environment the industry in which a company operates and the
industrys market(s). Macro (national) environment - larger societal forces that affect the
microenvironment.
17

Market Segmentation
Market segmentation pertains to the division of a market of consumers into persons with similar
needs and wants. For instance, Kellogg's cereals, Frosties are marketed to children. Crunchy Nut
Cornflakes are marketed to adults. Both goods denote two products which are marketed to two
distinct groups of persons, both with similar needs, traits, and wants. In another example, Sun
Microsystems can use market segmentation to classify its clients according to their promptness
to adopt new products.
Market segmentation allows for a better allocation of a firm's finite resources. A firm only
possesses a certain amount of resources. Accordingly, it must make choices (and incur the
related costs) in servicing specific groups of consumers. In this way, the diversified tastes of
contemporary Western consumers can be served better. With growing diversity in the tastes of
modern consumers, firms are taking note of the benefit of servicing a multiplicity of new
markets.
Market segmentation can be viewed as a key dynamic in interpreting and executing a logical
perspective of Strategic Marketing Planning. The manifestation of this process is considered by
many traditional thinkers to include the following;Segmenting, Targeting and Positioning.


18

HDFC Bank: Marketing Strategy
Though net interest income has grown only 22 per cent , the bank still reports PAT growth
of 30%
In good times and bad, HDFC Bank sticks to its 30 per cent profit growth. Delivering such
growth, quarter after quarter, is a carefully crafted strategy. Its a well known fact that the bank
increases its provision cover for its loans, such that it can deliver 30 per cent growth in more
challenging years. This strategy is evidently paying off this year. Though the net interest income
has grown at 22.3 per cent in the first quarter compared to the corresponding one last year, the
bank has managed to deliver a 30 per cent net profit growth.

The bank is nimble-footed enough to change its loan mix in different scenarios. With corporate
India going through a difficult phase, the bank has increased the share of retail loans to 52 per
cent now from under 50 per cent last year. Analysts say the bank is growing ahead of the sector
across most retail segments. According to Emkay Global, the 33 per cent growth in retail loans
year-on-year (YoY) and 4.4 per cent quarter-on-quarter was predominantly led by automobile
loans (up 19 per cent YoY), commercial vehicles (60 per cent YoY), business banking (27 per
cent YoY), home loans (up 23 per cent YoY) and personal loans (34 per cent YoY). These
segments cumulatively account for 80 per cent of the retail loans.

19

Even as the rest of the industry is faced with deceleration in deposits, the bank has managed to
grow its deposits by 22 per cent YoY and 4.4 per cent sequentially. The banks loan/deposit ratio
has moved up by 360 basis points sequentially to 82.8 per cent. The low-cost current account-
savings account deposits have also grown by 14 per cent YoY. Though the banks net NPAs are
up 24 per cent annually and 12 per cent sequentially, Vaibhav Agarwal of Angel Broking says it
has enough fire power to sustain a bottom line growth of 30 per cent even after provisions and a
net interest income growth of 22 per cent.

Analysts say since the bank has created a buffer in good times, it would be able to deliver
superior earnings even in difficult times. Would this kind of growth sustain in the years to come?
Given that Indias nominal GDP growth is 12-14 per cent, analysts believe credit growth would
be in 17-20 per cent. Given that HDFC Banks share in the banking sector is 4.3 per cent, there is
enough room for growth. This effectively means the bank can grow at least 22-25 per cent for
some more years. Agarwal says this kind of growth is driven by fundamentals and is no magic.






20

BCG MODEL USED BY INDIAN
BANKS
Growth-Share Matrix
Market growth rate on Vertical Axis indicates the
annual growth rate of the market in which the
business operates
Relative market shares (Horizontal Axis) refers to
SBUS market shares relative to that of its largest
competitors
Growth share matrix divided into 4 cells, each
indicating different types of business.


21



MARKETING MIX OF HDFC BANK










22

Marketing is a total system of business activities designed to plan, price, promote and distribute
wanted and satisfying products to target markets to achieve organisational objectives.
Marketing strategies of banking sector revealed that banks can base their marketing strategies
on various parameters which are broadly in terms of 7Ps of marketing viz., Product, Place, Price,
Promotion, People, Physical Evidence and Processes. Marketing strategy is the firm's product-
market choice which is guided by the environmental necessities and firm's objectives and
capabilities. The present paper focuses on the Marketing Strategies of SBI and INGV Bank for
their financial services in Kadapa Corporation, A.P. India. Product related strategies include
Interest based, Fee based and Technology based activities. Interest based activities strategy
includes mobilisation of deposits and advancing loans to the customers. Location strategy,
parking place strategy and sitting facility strategy are ingredients of Place related strategies.
Promotion related strategies comprise of Marketing division strategy, Advertising media
strategy, Social activities strategy and Branding strategy. Price related strategies comprise
Strategic pricing strategy, Pricing approach strategy and Price privileges strategy. People
related strategies have a huge workforce manning the extensive network in the country. belief
of the public sector banks is that the larger the number of employees better serve the
customers. People related strategies are pertaining to well versed with computers and training
programmes to employees. The physical evidence refers to physical environment, facilities, the
branch decors, excellent furnishings, spacious layouts and atmosphere. Processes refer to the
actual procedures, mechanisms, and flow of activities by which the service is rendered.
Processes related strategies are classified into Market processes, Customer processes and
Operational processes.
23



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25



26


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28













29

HDFC Standard Life Insurance Marketing Strategy
The company was on 14th August 2000, and is based in Mumbai, India. HDFC Standard Life
Insurance Company Limited operates as a subsidiary of Housing Development Finance
CorporationLimited.
HDFC Standard Life Insurance Co. Ltd. is a joint venture between Housing Development
Finance Corporation Limited (HDFC Limited) - India's leading housing finance institution, and a
Group Company of the Standard Life Plc, UK.
HDFC Standard Life Insurance is a new Indian life insurance company that operates out of 52
locations. HDFC Standard Life Insurance Company Ltd. is one of Indias leading private life
insurance companies, which offers a range of individual and group insurance solutions. It is a
joint venture between Housing Development Finance Corporation Limited (HDFC Ltd.), Indias
leading housing finance institution and one of the subsidiaries of Standard Life plc, leading
providers of financial services in the United Kingdom. Both the promoters are well known for
their ethical dealings and financial strength and are thus committed to being a long-term player
in the life insurance industry all important factors to consider when choosing your insurer.
HDFC Standard Life Insurance is the first private life insurance company to be granted a license
by IRDA
It offers clients a range of insurance plans to meet their savings, investment and protection needs.
In the financial year 2002-03, the company registered a year-on-year growth of over 260%. It is
also the first new life insurance company to declare its third successive bonus for participating
policy holders.Analysis of the industrys environment


30

SWOT Analysis HDFC Standard Life Insurance
HDFC and Standard Life first came together for a possible joint venture, to enter the life
Insurance market, in January 1995. It was clear from the outset that both companies shared
similar values and beliefs and a strong relationship quickly formed. In October 1995, the
companies signed a 3-year joint venture agreement.
STRENGTH
1. Domestic image of HDFC supported by Prudentials international image is strength of the
company.
2. Strong and well spread network of qualified intermediaries and sales person.
3. Strong capital and reserve base.
4. The company provides customer service of the highest order.
5. Huge basket of product range which are suitable to all age and income groups.
6. Large pool of technically skilled manpower with in depth knowledge and understanding of the
market.
7. The company also provides innovative products to cater to different needs of different
customers.

WEAKNESS
1. Heavy management expenses and administrative costs.
2. Low customer confidence on the private players.
3. Vertical hierarchical reporting structure with many designations and cadres leading to power
politics at all levels without any exception.
4. Poor retention percentage of tied up agents.
31

OPPORTUNITIES
1. Insurable population According to ING only 10% of the population is insured, which
represents around 30% of the insurable population. This suggests more than 300m people, with
the potential to buy insurance, remain uninsured.
2. There will be inflow of managerial and financial expertise from the worlds leading insurance
markets. Further the burden of educating consumers will also be shared among many players.
3. International companies will help in building world class expertise in local market by
introducing the best global practices.
4. Insurance liberalization in India is expected to result in a wider choice of major commercial
insurance covers, such as fire, export credit,...

32

CONCLUSION
1. Banks and Credit Union Marketers Taking Different Paths in 2012
A follow-up to the fourth most read article of 2012, this blog post provided details into the
differences between bank and credit union marketers as noted in the 2012 Bank and Credit
Union Financial Marketing Survey conducted by The Financial Brand and myself early last
year.
The post discussed how, while both banks and credit unions were anticipating constrained
budgets in 2012, that was where the similarities ended. Not only were banks expecting to be
dealing with trust and compliance issues for much of the year, they were going to be focusing on
different products and services in their promotional efforts.

2. 10 Resolutions Bank Marketers Can't Ignore in 2012
In 2012, I invited industry leaders to provide their perspective on what goals bank marketers
should focus on during the upcoming year. Much like personal resolutions, it was universally
expected that many of the resolutions may not be met, but the aspirations of hopefully making
progress on these ambitious goals were discussed.
Last year, the goals for marketers focused on challenges such as measurement of results, channel
integration, enhancing the customer experience, big data, leveraging social media, innovation
and building both a customer and bank value strategy. Interestingly, possibly because of the
scope of these resolutions, the most discussed bank marketer resolution for 2013 ended up being
to have greater focus on a narrower set of goals.
33

3. Big Data Provides Big Opportunity for Bank Loyalty
To get a perspective on the challenges and opportunities available to banks in the area of rewards
and loyalty, I reached out to the leaders of four companies that were currently leveraging
structured and unstructured data to provide unique solutions to the banking industry. These
leaders were also co-panelists with me at the 2012 BAI Payments Connect Conference.
This roundtable interview provided great insight into ways that banks and credit unions could
take advantage of the 'loyalty trifecta' of bringing together payment and transactional insight,
targeted communication and offers as well as mobile functionality. Interestingly, a year later, few
organizations have cashed in on this opportunity.

4. The State of Bank and Credit Union Marketing in 2012
As mentioned above, I partnered with Jeffry Pilcher from The Financial Brand at the beginning
of last year to develop the 2012 Bank and Credit Union Financial Marketing Survey. This
allowed both of us to better understand the challenges and opportunities of marketers in the
banking and credit unions industries
This post provided an initial overview of the results from over 300 financial marketing
professionals at organizations of all sizes. (the highest rated post provided credit union and bank
break-outs). The primary challenges facing institutions last year continue today and include the
need for better measurement of results, the importance of expanding share of wallet and
optimizing the media mix for improved effectiveness and efficiency.

34

5. Are Bankers Ready For The Bank 3.0 Reality?
Before Brett King's newest book, Bank 3.0 was even released, I was lucky enough to get an
interview with the visionary and founder of Movenbank who had previously written Bank
2.0 and Branch Today, Gone Tomorrow. During the interview, he discussed the challenges
traditional banks are having as they try to transform themselves for the consumer who places a
higher value on time than locational convenience.
The interview also dug into how Brett envisioned the payments competitive landscape
transforming and how he believed social media and banking may integrate in the future. In early
2013, I am looking forward to another interview with King as Movenbank goes live as a digital
bank.

6. Five Banking Megatrends Impacting Consumers
In November of last year, I had the opportunity to be interviewed by Bankrate.com regarding
what I saw to be the biggest changes in the banking industry that are impacting consumers. This
post provided the transcript to the discussion, highlighting the changes in mobile and online
banking functionality, how branches will begin to be reconfigured or go away entirely, and how
mobile wallets may eventually replace our leather versions.
I further discussed how many banks are significantly changing the way consumers may interact
with their banking accounts and how prepaid cards are becoming a viable alternative to
traditional checking accounts.
35


7. Banks Transforming Branches to Improve Efficiencies
Discussing a topic that I will definitely be covering again in early 2013, this September post
delved into the impact that the confluence of financial and customer behavioral changes was
having on bankings' branching network strategies. This was also a major theme in the interview
with Brett King in the #5 post in 2012 as well.
Referencing recent research reports from Fitch Ratings and Infosys as well as articles in various
trade journals, this post discussed how banks are looking at alternatives to traditional branches to
serve customers more efficiently. The post also discussed the potential of shrinking branch
networks and new technology that will enable alternative financial product delivery options.

8. Will PFM 'Tricks' Be A Customer Experience Treat?
With a headline playing off a Halloween theme on October 31, this post provided an analysis of
how personal financial management tools are being used by consumers and delivered by third
party providers. Referencing a 2012 study by The Federal Reserve, as well as research from Aite
Group, Javelin Strategy and Research and Celent and a blog post from Ron Shevlin, this article
also discussed the potential (or lack thereof) for PFM growth.
Finally, I was able to review one of the more innovative PFM products available to banks
recently introduced by the team at Finovate 2012 winner, MoneyDesktop. This tool, with both
online and mobile user interfaces, is a way for banks to quickly offer dynamic PFM services to
their customers.
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9. Banks Including Retargeting as Part of Marketing Strategy
As banks expand their digital marketing strategies to optimize marketing spend and
effectiveness, retargeting has become more commonplace. A strategy that captures customer
insight as they move around the web, either shopping for financial products or simply just
visiting a bank site, this tactic allows bankers to 'reconnect' with the same consumers later,
providing offers that may generate new business.
Including an interview with Lloyd Lee from New Control and research from both ComScore and
BizRate Insights, this post dug deeply into both the benefits of retargeting and the methods used
for best results.
10. Monetizing Mobile Banking
The tenth most popular post in 2012 was developed after a presentation and interview done
with Matt Wilcox, SVP from Zions Bancorporation in conjunction with Drew Sievers, CEO of
mFoundry at last year's BAI Retail Delivery Conference in Washington, DC.
The post highlighted many of the ways banks can now expand their view of mobile banking as a
cost containment channel (which it may not be) to include several revenue opportunities that can
be integrated within the service. Through partnerships with third party providers, the article
describes how the mobile channel could provide a 'revenue annuity' at a time when fee and
interchange income is being squeezed.

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I hope to continue to cover a wide variety of topics in 2013 that are of interest to my readers. If
there is any subject you are especially interested in, let me know. It is always fun to research the
unknown and uncover ideas and strategies that can make us all more