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As the global financial crisis and U.S. credit rating downgrade takes grip, banks of all sizes are challenged to leverage and activate custom media channels to reassure, engage, inform, advise, and notify customers, stakeholders, and investors. Quick response to ever-changing conditions and market gyrations requires nimble content provisioning and adept use of digital media channels for rapid versioning, content personalization, and customization relative to audience types and levels of sophistication.
The Critically of Custom Content and Digital Media Channels in Reassuring Customers and Managing Messages, Conversations and Communications
As the global financial crisis and U.S. credit rating downgrade takes grip, banks of all sizes are challenged to leverage and activate custom media channels to reassure, engage, inform, advise, and notify customers, stakeholders and investors. Quick response to ever-changing conditions and market gyrations requires nimble content provisioning and adept use of digital media channels for rapid versioning, content personalization, as well as customization relative to audience types and levels of sophistication.
This may be less daunting for those banks with custom media properties, content-rich web sites, and established customer linkages and connections through social media, online communities and email communications systems. However, many may have to scramble to develop timely, relevant andinformation-rich content that addresses new issues, complexities, concerns and complications in banking relationships among large enterprise, SMB and consumer customers. While others will be struggling to create and deliver critical content in new formats, eMedia types and delivery channels, such as mobile,web, and point-of-service signage systems. These embrace eMagazines, mobilemessaging, email, web postings, podcasts, mobile video, IP-TV programming, webinars, on-demand webcasts, and HumanKiosks at branch office locations.
How well are banks delivering positive impressions during market recessions? To what degree are they reassuring customers and managing messages, conversations and communications around economic trials and business performance tribulations? The CMO Council is keen to find out by tapping its extensive membership base in financial services, as well as members of the ABA’s marketing network and other affiliated groups in North America.
Union Bank - Dave Dean - SVP, Corporate Marketing
First Tennessee Bank - Dan Marks - CMO
AIG Bank - Rich Smith - SVP, CMO
MidSouth Bank - Alex Calicchia - EVP, CMO
Middleburg Bank - Robert Miller - EVP, CMO
The CMO Council's latest best-practice video series continues the discussion around mobile engagement started by the CMO Council and SAS, when two white papers were released in late 2014 that reveal insights from leading marketers around mobile as a critical component in consumer engagement. Listen as leading brand marketers share the details around their mobile strategy development and integration, challenges they have faced, how they are using mobile to engage customers, and their outlook for the future of mobile as a critical marketing channel.
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In Search of a Sustainable Model for Global Banking - McKinsey Quarterly
Strengthening Governance, Risk, and Compliance in the Banking Industry - Economist Intelligence Unit
Customer Relationship Management in Banking - WhitePapers.org
Self Service as Customer Service - Credit Union Times
Banking the Unbanked: Going Mobile - TechRepublic.com
SMS: The Foundation for Mobile Banking and Payments - Banking Business Review
Customer Centricity: The Key to Success in Retail Banking - BankTech.com
Mobile Banking Overview - MMAGlobal.com
Rebuilding Trust in Banks - Gallup.com
Social Banks and the Future of Sustainable Finance - Olaf Weber, Sven Remer
A Practical Guide to Social Media in Financial Services - Christophe Langlois
Modern Banking - Shelag Heffernan