Question

Topic: Branding

Increasing Our Brand Equity

Posted by Anonymous on 7/3/2005 at 2:28 AM ET 250 Points
We were the Information Technology division of one of the largest local banks in the Middle East. Two years ago after a spin-off we became a separate company where we provide banking and financial solutions to others as well as to our local bank. The management feels that our customer service to the local bank has dropped and we give more priority to external customers. Our CEO has asked us to increase our brand equity to the local bank and remove any negative perceptions.
I am now incharge of creating a marketing campaign targetting all the staff at the local bank. I will highly appreciate any feedback and advise to make the internal campaign a successful one.
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RESPONSES

  • Posted by adammjw on 7/3/2005 at 6:17 AM Member
    Manals,

    A few questions.First of all has the number of your outside clients grown over those two years? If so whats the acquisition rate? What is the retention rate of your clients over those years of your operation?You have to find out if your performance with respect to other customers is really good or not.The case be that your outside clients value your services try to find out why and what kind of services they find most helpful.
    Then on what basis the management feels! I would rather hear knows that your are under-performing towards your bank?Has there been any serious research carried out?If so what your bank clients say about your services?What they miss from your side?What kind of services they would need most of all from you.
    Then compare the needs of your outside clients with those of your bank.Are they the same or different?
    If these are the same services and precisely the same needs you have to address them in a way they feel is the best for them.
    However it could be the case that your local bank clients need something more distinct or sophisticated.Then you have to align your offering with their requirements and position it accordingly.

    Hope it helps

    Adam
  • Posted by adammjw on 7/3/2005 at 9:11 AM Accepted
    Manal,

    From what you have described I can see a following picture:

    1.Spin-off resulting in ambiguous role-mix of working for both your bank and outside companies must have lead to such a predicament.Of course it is none of your fault.
    2.Generally you are performing ok, though the retention rate is not very impressive.
    3.You urgently need not so much to issue newsletters to your bank clients but sit together and share views.
    First listen carefully to their feelings and remarks they have about the way their problems are handled.Then come up with ideas how you can address them soonest possible.In my view you have to strike a balance between what the spin-off was made for;to me mainly support the bank; and then perform outsourcing sevices whenever possible.Right?
    I would suggest a divison on your workforce into two groups:
    - one in charge of your main bank needs
    -two for foreign services.
    Of course, the first one has to be stronger in force than the other as the workload and significance is much more pronounced.

    Adam
  • Posted by adammjw on 7/3/2005 at 9:18 AM Member
    Manal,

    To follow it up.I do not think you should prsent the people your success stories, but rather show empathic approach to their problems to make it possible to eliminate their frustrations as soon as possible.THe road to it is to learn to treat them same way as you treat your foreign customers- with utmost care and attention!
    If I were in their shoes and didn't feel special and unique with the money involved I would hate your success stories.

    Rgds

    Adam
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