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using the marketing approach for providing better services to their clients.

MARKETING DEFINED

The aniticipation, management, and satisfaction of demand through the exchange process

The marketing management philosophy that

holds achieving organizationalg oals depends on knowing the needs and wants of target market and deliveringthe

desired satisfactions better than competitiors.No w it is very crystal and clear that banking and

marketing are two differentterminol ogies.


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Because banks provide the services so that is whybank use the servicemarketing tool

in the bankingindustr y. Like this large numbers of businessorgan izations offer services

airlines, hotels,insuran ce, consulting firms, medical and lawpractices, entertainment companies, real

estate firms,retailers & others so they also use service marketing.The banking industry faces some

exceptional challenges when it comes tomarketing. The public tends to view banks and other financial

institutions withsuspicion, or they take them for granted. In either case the ability to positivelyimpac

t the public's perceptions of banks requires creative and forthrightmarket ing.Show me a successful business and

I'll show you a marketing success story.Those companies who had the foresight to dominate their

industries from thestart enjoy the greatest perk afforded to any marketing campaign, said perk being"Name-

branding". To this day we make "Xerox" copies, not "photo" copies. Wereach for a "Kleenex" as opposed to a

tissue. Regardless of what brand of popwe have in our refrigerator we offer up a "Coke". When our drains are

cloggedwe discuss "Rotorooting" them. Once your product or service becomessynon ymous with a

concept you are on your way to guaranteed growth! It isworth noting that the companies I've

mentioned continue to market, but they arein the luxury position of only having to purchase "maintenance"

marketing. Whilecosting considerably less than their previous dominant posture, it keeps them

inthe public mind. Does anyone with young children not have McDonald's menucommitted to memory? Yet

McDonald's continues to run periodic campaigns for one reason the competition is aggressively inviting you into

their driveway.McDo nald's is also a great example of specific target marketing. Whenever they
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attempted to reach a more mature

demographic through the introduction of "adult" fare, the campaigns fell flat. So they continue to market to there

provendemogra phic, namely kids.Hold on. We're talking about marketing banks. To becertain we are not selling

hamburgers. Banks mustfocus on several things when marketing. They need toinstill confidence.

They need to image themselves in amemorable way. They need to provide specificreason

s for the public to move from their presentprovide r to their institution. This can only beaccomplishe

d when you reach beyond the obvious and focus on the criteria thatdistinguish you from the competition. We

all know that banks provide checkingaccoun ts, make loans, provide safety deposit boxes, etc. But at some point

intime there was a banking group who decided to open on Saturdays. Someoneinitiate d the concept of free checking,

24 hour banking, and adding services suchas financial planning. And these trends were

eventually mirrored by thecompetition out of necessity.What are your strengths? What sets you

apart from the competition? Your people? Your services? Your location(s)? All the above? I worked with

apharmacy several years ago that was located in a town saturated withpharmacies. My advice to them was to

ignore the obvious, prescription filling, andfocus their marketing on their unique features. They were the only

pharmacy intown with a certain brand of vitamins and herbals, with a 5minutecholeste rol/blood sugar

test, and with prescription flagging to notify their clients of renewal dates. By focusing their marketing on these unique

services they gavethe public specific reasons to shop with them. Prescription refills

followednaturall y. Take the time to determine what your unique features are. Brainstormwith ALL of your

employees. Who knows? There might be an innovative


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marketing mind sitting behind one of your drive-thru windows. Once you

havecomplied a list of reasons to choose you over your competition, get the word out!The challenge

now becomes how best tocommunicat e your strengths to the public. Toaccomplish this in the most

cost effective way youneed to determine what demographic will most benefitfrom the service(s), then purchase

thosemediums that are more inclined to reach them. Whilemarketing is not an exact science, there are

generalrules of thumb that are time tested. For example, the 50 + demographic havehabitually read a

newspaper over a morning cup of coffee, while the younger demographics tend to rely on electronic

mediums for their news. Radio andtelevision formats appeal to specific groups of consumers, and

proper selectionis very important. Billboards provide a conscious and subconscious imprint of your

name. My advice it to pick as many appropriate target mediums as you canafford and stick with them

for no less than a year. Success is not instantaneous,b ut it can be lasting.

Bank Marketing , Financial

Services Marketing
Bank executives and marketers faced with ongoing challenges can

make better business decisions with the help of software, data and analytic services fromMapping

Analytics:1.Who are my best customers and how can I keep them?2.Where is the greatest market potential to find new

customers?3.W hat locations should I choose to expand our branch network?4.Is our network of bank branches

optimized for maximum performance?T he answer to each of these questions depends in large part on

geography andlocation. That means working with Mapping Analytics experts in mapping and
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analysis since 1989 - makes sense. Many banks, both large and small, use our services

to improve marketing and branch network decisions.We can help you in the following analytic areas:

BANK CUSTOMER SEGMENTATI ON ANALYSIS


Gain a clear understanding of your customers.Map

ping Analytics combines data from your customer information file with demographic and lifestyle

datathat describes and predicts consumer behavior andbuying patterns. For banks with

commercialcu stomers, we segment by SIC codes and businessdemog raphics.By segmenting your customers into

groups based on their type and behavior, youwill have a foundation for successful marketing, including

targeted promotions,mar ket expansion and branch network optimization.Lea rn more

aboutcustomer profiling.

BRANCH TRADE AREA AND PERFORMAN CE ANALYSIS

Using customer, product mix and transaction data, Mapping Analytics can helpyou construct accurate trade

areas for existing branches and estimate tradeareas when evaluating new branches.Accur

ate trade areas based on actual customer behavior, rather thanapproximati ons based on

mile rings or drive times, are essential to understandingb ank branch performance.Ma pping Analytics determines

branch performance by comparing your bank'sproduct mix within its trade area to market penetration and

share of wallet. Weuse commercially available market data in our analysis to score penetration,
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potential and share of wallet. You will be able

to see the level of demand for your products and services in any area.Analyzing branches according to

their performance helps you make better decisions regarding product offerings and

marketing campaigns. This analysisalso serves as the foundation for optimizing your branch network

and evaluatingpoten tial new branch locations.

BRANCH NETWORK OPTIMIZATIO N & NEW

BRANCH EVALUATION
Based on results of branch trade area and branchperforma nce analysis,

Mapping Analytics will developa model you can use to evaluate any existing or potential bank

branch location - or your entire networkof branches.An analysis of your branch network also includes your candidate

sites and competitor sites. It will help youdetermine which locations generate the greatest positive impact

on your overallnetwork. A branch network analysis will help you answer the following questions:

Which areas within the current network offer the most potential for openingnew branches?

How many branches could/should be added to the current network?

Which branches should be

closed?And, when opportunity arises for opening a new branch, you will be able toquickly

determine how a potential site compares with existing sites and theimpact on your overall branch network.
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Role of Marketing in Banking