2024重构金融服务营销洞察报告：建立交易之外的信任

Reimagining financial servicesmarketing in 2024 With technology as an enabler, banksand other institutions are marketing innew ways to reach new audiences From data privacy concerns eroding trust toseismic shifts in consumer demographics andcompetitive disruption, the list of worrieskeeping financial services marketers up atnight is long and getting longer. At the core of these concerns is a pressingquestion: How should modern financialinstitutions adapt to a Gen Z–dominated,consumer-empowered, sustainability-focused,digital-first marketplace? And what doesthat mean for banks, credit unions, insurancecompanies and other financial servicesorganizations in terms of how they goto market? The answers aren’t simple, but they have acommon core: The need to develop trusted andtransparent relationships, beyond the deposit,the investment, the mortgage or the premium. It’s not about how much money customershave when they first open an account, “It’sabout the journey,” says Muriel Lotto, ChiefGrowth Officer for Sandia Laboratory FederalCredit Union (SLFCU), which serves more than140,000 members across 13 branches in NewMexico and northern California. Customers want to know, “‘How can youprovide me guidance and advice about mymoney and what I should be looking at?’” Lottosays. “They have a real desire for us to play amuch bigger role in their lives and are cravinga trusted relationship. They want to feel ‘I trustthese people with my money.’” Financial services marketers of all sizesand shapes are carving out that role fornew audiences using a few proven strategicconcepts: omnichannel marketing to meetconsumers where they are, personalizationto address individualized needs, expanding to reach underserved demographics andleveraging data for timely insights into rapidlychanging market dynamics. Building authentic brands withlocal audiences Consumers have more financial productchoices than ever, and as a result, marketersneed to sharpen how they communicate theirdifferentiators, whether through purpose-driven messaging, compelling storytelling,transparency, simplicity, novelty or (morelikely) any combination of these. At SLFCU, Lotto and her team are using data,experience and listening to drive reinvention,which aims to establish the credit union as aneconomic engine across the southwest UnitedStates as it expands beyond its core serviceterritories and member base. Significant parts of the region, Lotto notes,consist of sparsely populated, geographicallyremote communities that are not wellserviced by the large national banks. Asa result, SLFCU is focusing on making itsservices more inclusive, accessible andapproachable. For example, the credit unionis exploring lowering its standard share pricefor becoming a credit union member. SLFCU isbecomingmore inclusive,accessible andapproachable. For instance, SLFCU recently formed a localpartnership with an advocacy organizationto put underserved people on a path tohomeownership. It also is offering programsand advocating for legislation on financialliteracy in the community and its schools,based in part on what it knows aboutmembers: Only a little more than half have atleast $500 in emergency savings. Given the underserved nature of the region,“We really see this as an opportunity tobecome the preferred financial institution,where we can really make a commitment tothese communities,” Lotto says. “For us it’s a recognition that if we really wantto be the economic engine of the southwest,then we have to change our approach, so weare not perceived as being an ‘elitist’ brand,”she says. That perception arrives, at least inpart, from the credit union’s connection to the1949 founding of Sandia National Laboratory,which is part of U.S. Department of Energy’sNational Nuclear Security Administration. “We want to lead the way,” Lotto says. “Wewant to be a responsible institution and a forcefor good.” It’s a delicate messaging shift, because somemembers will see the changes as making thecredit union “not exclusive enough,” whileothers continue to believe it is “too exclusive,”Lotto says. SLFCU is tackling the challenge in a varietyof ways. For instance, the credit union isramping up its paid advertising campaigns toreach more communities. And at a grassrootslevel, senior credit union executives arespreading the message by being visible,spending designated time at each branch tolisten personally to the needs of employeesand members. Being physically presentand accountable for feedback is both amanagement and marketing strategy forthe brand, signaling approachability andaccessibility. Branch visits are just one part of the outreach.SLFCU leaders see the importance of touchingmany different aspects of community, with aclear focus on diversity and impact. “We want to be aforce for good,” saysMuriel Lotto, ChiefGrowth Officer, SandiaLaboratory FederalCredit Union Bigger brands face more complicatedmarketing challenges But what if you’re a national brand servinglocal audienc