ABA Bank Marketing School

Transcription

1 ABA Bank Marketing School Course Catalog aba.com/bms BANKERS

2 Branding the Customer Journey Instructor: Tom Hershberger Length: 2 hours Successful brands build strong emotional connections with their customers and motivate desired behaviors. Effective brand management provides a comprehensive structure for organizing and identifying a brand promise that can be aligned with delivery of the desired customer experience. Bank employees are the caretakers of the brand. They become brand ambassadors when they are fully engaged in the bank s brand. Every employee, from senior management to frontline staff, influences how a brand is managed and delivered to customers. Driven by a desire to build lifetime relationship value, banks are actively examining customer touch points with the organization to ensure expectations are being met and delivered consistently over time. Customer satisfaction and loyalty are both key performance indicators for organizations that are successfully building relationship value. Emerging business strategies have banks actively examining every stage of a customer s journey to identify competencies and prepare for required changes in delivery channels. By completing pre-session exercises students will gain insights into how their organization s brand is currently being communicated, reinforced and delivered to customers. Students will research their organization s brand promise and assess brand delivery using journey mapping resources. After successfully completing this course, students will understand the concepts and processes to: Develop the foundational constructs for defining and delivering the desired brand experience Integrate brand promise with the customer experience Assess customer contacts and interactions with brand touch points across all delivery channels Identify methodologies to assess how brands are delivered to customers Common barriers and problems to effective brand and experience management Defining and delivering a brand promise Examining brand fulfillment using customer journeys Mapping the customer journey through multiple delivery channels Validating the customer experience with research and performance metrics Brand and customer experience standards for all delivery channels Compliance and Marketing Instructor: Charles LeFevre, CRCM Length: 2 hours This course will provide students with an overview of the laws and regulations that govern a bank s advertising and market planning. Students will learn how these laws and regulations relate to loan, deposit and non-traditional products, give-away s and to customer privacy. The course will also provide student s practical knowledge to ensure the bank s advertising is effective and compliant when developing appropriate marketing collateral. After this course students will: Understand the laws and regulations that govern advertising and market planning 1

3 Be able to ensure advertising is effective and compliant in marketing collateral Learn the resources available to make sure collateral is compliant Legal and regulatory review Disclosures general, omissions, contradictory information, fees, etc. New product/service compliance risk assessment Targeting allegations Disparate impact possibilities Delivery channels Consumer understanding potential to mislead Puffery over-promising, guarantees, refunds, bait & switch considerations Privacy, coercion, incentives, harassments (UDAP) Third party considerations Case studies and advertising examples will illustrate highlighting payment amount, advertising teaser rate, payment amount and no closing cost feature, rate specials and payment amount Resources shared will include sample forms, Websites, guides for UDAP, risk managing Effective Digital Marketing Instructors: Amber Farley and Sean Hockenbery Length: 8 hours Customers interact with your brand at many touchpoints, like pitstops along a journey. The objective of this course is to equip students with a strategic mindset to connect the dots between available marketing channels and the customer journey. Marketing is, has been and will always be about reaching the right audience, at the right time. However, it s easy to get overwhelmed with all of today s available digital channels and touchpoints to consider. Today s consumers spend the majority of their day online and on mobile devices, yet marketing budgets don t always maximize that opportunity. In this course, we ll share effective tactics for planning digital channel selection, maintaining the brand across the entire spectrum of engagement, applying the right channel at the right time, being resourceful with implementation and measuring success. Students will walk away with, proven marketing processes to maximize brand engagement and simple planning tools to effectively execute a strategic marketing plan for the bank across all digital touchpoints. After successfully completing this course, students will understand concepts and processes to: Align marketing goals with the strategic business objectives of the bank Define and develop target customer personas Map the journey of how to reach, attract and eventually convert the target audience into customers Select the right digital channels, tactics and platforms Determine the proper creative messaging per channel Develop KPIs and other performance metrics Implement the plan across multiple channels Track performance (awareness, leads, conversions) Optimize results Discussion on how and why the consumer marketplace has evolved Discussion on user experience and expectation Strategy development 2

4 Customer persona development Creative messaging and design best practices Content marketing Social marketing marketing Search marketing Online display & mobile marketing Retargeting Geo-fencing Production implementation Data gathering, metric analysis, performance review and optimization Effective Marketing Leadership Instructor: Lance Kessler, CFMP Length: 2 hours One of the biggest challenges facing marketers today is having a seat at the executive table in order to have the appropriate level of influence and impact on the organization s strategic direction. This course is designed to explore the role of marketing and how strategic leadership is essential to that role. Through interactive discussion and handson activities, students will explore how they can become stronger leaders in their organizations. Some of the areas that will be explored and discussed will include topics such as: The role of marketing in your organization The marketing leadership challenges facing bank marketers Your leadership identity The key dimensions of effective marketing leadership How effective marketing leaders should spend their time and effort What it takes to be a strong leader Improving marketing s internal credibility After successfully completing this course, students will be able to: Gain clarity on what the role of marketing should be in their organizations Identify the marketing leadership challenges and how to overcome them Describe his/her leadership identity as it relates to his/her bank and marketing team Gain insight into the key dimensions of effective marketing leadership Understand how they are spending their time and effort related to the key dimensions of effective marketing leadership Determine how much time and effort bank marketers should be spending on key dimensions of effective marketing leadership Determine how to improve marketing s credibility inside the bank 3

5 Marketing Intelligence & Practical Application of Marketing Intelligence Instructor: Tom Hershberger Length: 4.25 hours This course is designed to give students a comprehensive review of the types of marketing research appropriate for financial institutions. Students will be expected to conduct basic research on their own to familiarize themselves with public third-party resources prior to attending the school. Both quantitative and qualitative methodologies are discussed. Students will be exposed to two dimensions of research; customer and market. Through this lens they will walk through analyzing customer survey results, identifying organic growth and market opportunities and pinpointing a bank s advantage by analyzing the competitive landscape. This session will unite quantitative and qualitative research techniques with practical application of examining research results, developing critical observations and creating appropriate responses and strategies to leverage the research information. Students will use research from an actual banking scenario and have the opportunity to work in groups applying what they ve learned to create insight for developing strategy. Students will take away a marketing intelligence toolbox that includes research and survey templates, how to s for appending data and calculating share of wallet, an MCIF due diligence checklist, a branch scorecard and report examples, and a complete list of resources to obtain research and refine intelligence. At the conclusion of the course, students will: Be better consumers of research Be able to identify public data resources and its application Have an increased familiarity with paid resources for enhanced analysis Have a greater understanding of the relationship between research and planning Have increased familiarity with different methodologies and the reasons for using each of them Have a greater appreciation of the potential of data analysis Have a greater understanding of deriving actionable intelligence from information Reasons for conducting research Research methodologies Data analysis Reporting findings Types of customer and market analyses Marketing Planning Instructor: Lance Kessler, CFMP Length: 7.25 hours The Marketing Planning Course uses the Path to Superior Execution as its framework. This framework is designed to convey to students that marketing planning does not happen in a vacuum. Marketing Planning is dependent on a number of different elements in the organization for it to be successful. Some examples of the elements that surround marketing planning that are covered in this course are the situation analysis, competitive strategy, market segmentation, etc. The implementation of a five-step participatory marketing planning process is discussed and later applied. During the first part of this course, the instructor lays the groundwork for building a marketing plan that generates revenue. In the second half of the course, the students apply those elements to a real-life case study. 4

6 After successfully completing this course, students will be able to: Identify the Path to Superior Execution and how marketing planning relates to that path Explain how the organization s competitive strategy relates to the marketing planning process Describe the role market segmentation plays in developing customer-centric marketing plans Understand the components of an effective marketing plan and how to build one Take the knowledge and experience gained from applying the concepts in this course to a real-life case study and transfer them directly back to the workplace The Path to Superior Execution Situation Analysis Competitive Strategy/Competitive Advantage Focus on the Customer & Focus on Revenue Generation Customer-Centric Model The Challenges of Human Engagement and Digital Engagement Market Segmentation: Framework and Application Participatory Marketing Planning Process Bank-wide Marketing Planning Local Market Level Marketing Planning Measurement of Marketing Plans Leadership/Accountability as it Relates to Execution of the Marketing Plan Marketing ROI Instructor: Joann Marsili, CFMP Length: 3.50 hours Marketing professionals are required to fill so many roles within a financial services company. They provide strategic direction, research client needs, conduct competitive intelligence, develop new products, manage company communications and its brand, support sales activities, and improve client experiences. And they do much more. Given the large demands and challenges of the job, many find it difficult to effectively evaluate and prioritize marketing activities. More difficult still, how to show the financial return to the bank of these marketing programs. The Marketing Return on Investment Course gives you the foundation to achieve these goals. These skills are critical in the protection and expansion of your marketing budget, building a case to invest in new projects, and demonstrating to your senior management team and board of directors that you are effectively managing the company s marketing resources. After successfully completing this course, students will be able to: Calculate Return on Investment (ROI) on your marketing campaigns Evaluate the economic value of your marketing programs Determine which approach is right for you in creating a marketing budget The importance of ROI to you and to your institution Building the case for your marketing budget The economic value of your marketing programs 5

7 The creation of unique value propositions to help drive increased sales, lower your cost of acquisition, differentiate your company and help you grow faster than the competition How to measure ROI using different variables in the marketing mix Marketing s Impact on Bank Profits and Strategy Instructor: Jeff Marsico Length: 6 hours How does Marketing drive profit? Bank revenues, unlike most commercial businesses, are largely driven by its balance sheet. And the balances sheet changes slowly, strategically. Understanding various balance sheet components and ratios, and how they drive the income statement and its ratios is critical to understanding how Marketing impacts bank performance. Financial statements measure performance to internal and external constituencies. Internally by management and the Board of Directors, and externally by shareholders, regulators, and customers. Management reporting, including Asset-Liability Management (ALCO) and profitability reporting, are used internally to manage risks, measure progress, and drive decision-making. Identifying profit drivers that result in positive financial performance is critical to developing bank strategy that focuses on strategic objectives that drive long-term financial performance. After successfully completing this course, students will be able to: Understand the composition of bank balance sheets and income statements Calculate balance sheet and income statement ratios most commonly utilized by internal and external bank constituents Identification of best of class performance Impact on risk and profits of the bank s interest rate risk position Impacts on risk, pricing, and performance of the bank s liquidity position Understand the drivers of line of business, product, and customer profitability How different Marketing initiatives impact interest rate risk, liquidity, and organizational/ product/customer profitability Utilization of Management Information to develop strategy The interrelation of Marketing activities on bank profitability and strategy Course Content Bank financial statements Bank balance sheet and profitability ratios Traditional interest rate risk sensitivity gap analysis Impacts to net interest income and economic value of equity due to interest rate changes Bank liquidity calculation and understanding Definitions of organizational, product, and customer profitability Components of profitability: funds transfer pricing, cost allocation, capital assignment Strategic planning process Using management information in strategy development and measurement 6

8 Marketing Risk Management Instructor: Kimberly Barker Conway Length: 2.25 hours Risk is the degree to which known or unknown events may impact an organization s ability to achieve its objectives. The degree of risk is measured both in its impact and in the likelihood, or probability, of occurrence. Reputation risk is the risk to earnings or capital arising from negative public opinion and impairment of the Company s image in the community or with other parties. Reputation risk affects the institution s ability to establish new relationships, products or services, or continue serving existing relationships. Reputation risk can arise from a number of events and is typically a consequence of credit, legal and regulatory compliance and operational risks. This risk can expose an organization to litigation, financial loss, and damage to the brand. Operational risk, while often a contributor to reputational risk, is the risk of loss associated with the people, systems and processes of an organization. Aside from reputational damage, operational risk can lead to increased costs or decreased revenue. Managing operational risk can help ensure that your marketing programs are executed on accurately, on time, on budget and on strategy. Best practices indicate that Marketing Risk Management can mitigate reputational and operational risk. This course is designed to give students a framework to establish or enhance the structure needed to be effective and prepared demonstrate an organization s diligence in reducing the risk associated with marketing activities and deliverables. After successfully completing this course, students will gain a foundation in: Understand the importance of documenting marketing processes and executing on them as documented Gain insight into the tools and steps that make documenting approvals, managing vendor relationships and organizing data related documentation simpler Have an awareness of best practices for marketing compliance preparedness Gain a framework to enhance the Marketing Risk Management discipline at their organization (process, structure, protocols, tools, etc.) Understand that managing risk is as much about relationships as it is about process An overview of the processes that should be documented by every marketing department, what should be included in the documentation, how to ensure procedures are kept current and how to vet and communicate new and revised procedures. Documentation is about more than process. What else you should be documenting, retaining, updating, etc. Discussion of affordable tools and steps that can used by banks with small and large budgets to track approvals, house vendor relationship details and organize information related to usage rights, trademarks, approved models and selection criteria 7

9 PR/Communications Instructor: Theresa Wendhausen, CFMP Length: 3.25 hours As today's financial services organizations pursue business opportunities and grapple with complex issues, effective communication has never been more crucial. The speed of technology, the demands of informed consumers, the changing needs of diverse interest groups and a sophisticated public - all add to the challenge of communications and public relations today. Understanding the relative effectiveness of different media for marketing communications has added to this challenge. In addition, the myriad of tools available has further complicated decisions regarding how to allocate resources across media channels. This class will examine various media, including traditional mass media like television, mail and radio as well as digital media. Media will be evaluated from the perspective of both receivers and senders of marketing communications taking into consideration both the consumer and business markets. In addition to the discussion on effective usage of marketing communication channels, students will also be asked a series of questions for consideration specific to how they currently handle certain aspects of public relations within their organization such as requests for donations, media list compilation, media contact strategies, and the creation of an annual communication plan. During the course of the session, they will consider many choices and options to answer these questions. There are no right or wrong answers; only the individual bank marketer will know the correct answer for their own particular financial institution. As a result, students will leave with the simple fundamentals for policies and procedures to create a strategic communications plan which may include a community-giving plan for their financial organization. After successfully completing this course, students will have an understanding of: The types of communication channels available How communication channels can be categorized and successfully used by financial institutions How to Develop a Measurable Communication and Public Relations Plan - Prioritizing organizational goals for communication sensitivity; Identifying audiences with varying stakes in the goal; Setting measurable outcomes The elements for consideration when creating a strategic program for community giving; provide template to assist in creating simple tools for limiting or eliminating inappropriate or unwanted requests for charitable contributions The tools available to enable them to leverage public relations initiatives including media contacts, annual marketing calendars, in addition to managing corporate citizenship activities to increase visibility in their financial services organizations Identification of the kinds of communications channels that currently exist Effective Usage of channels o Business to consumer, business to business o As a part of a CRM philosophy Discussion on the strengths and or weaknesses or the various types of channels available Benefits of effective usage o Increased efficiency and reduced costs by using the strengths of each channel in an optimal way o Increase market coverage and customer reach Definition of public relations management Discussion on strategic choices to consider when creating a corporate giving program Provide essential s for planning, managing programs and communication 8

10 Relationship Management & Sales Instructor: Shon Aguero Length: 4 hours Almost everything that a marketing professional does for their financial institution is with one end in mind developing profitable customer relationships. Every relationship starts with a spark. And in business that spark is our value proposition to the customer. This course begins with developing a meaningful value proposition and then progresses through creating an infrastructure in which relationship building can occur. While we tend to think of relationship building as a soft skill the reality is that it takes disciplined processes and management routines to be consistently effective. Along the way we will discuss WHAT we are selling (value proposition), WHO will buy it (customer segmentation), WHO will sell it (building the sales team), and HOW we will sell it (sales management routines). After successfully completing this course, students will be able to: Develop a meaningful customer value proposition Build & support successful needs-based sales teams Create the infrastructure necessary for managing different types of banking relationships The customer relationship starts with understanding your value to the customer Relationship management sounds warm and fuzzy but actually requires considerable infrastructure to be consistent and to create long term value for your organization What are the differences in approach between managing a relationship with a business vs mass market retail? How data & customer segmentation factor into your relationship management processes Organizational awareness and collaboration are keys to optimal success 9