1. Ago Cluytens
ago@brandingthroughpeople.com
www.twitter.com/acluytens
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Beyond Branding
How To Thrive In The New Economic Reality

3. Change Ahead
01
Regaining Trust
02
Moving On
03

4. 01
A brave new world for financial services ?
Change Ahead

5. Trend 01
Financial services brand values
have fallen at historic levels

6. “Brand value has never before eroded as
quickly as it has in the financial services
sector during the 2008–2009 period.
As a group, financial services brands
have lost a third of their value in a matter
of months.”
-- Interbrand 2009 “Best Global Brands”

7. Interbrand Global Best Brands 2008 - 2009
2008 25590
2009 31980
+25%
5000 32000
2008 20174
2009 10254
-49%
5000 32000

8. That is 10%
of Citi’s market cap lost
due to “an intangible”

9. Trend 02
Consumers have lost faith
in their bank

10. “At the height of the
crisis, when customers’
trust was at an all-time
low, each and every
brand was affected by
the general mistrust
prevalent across the industry -
leaving no brand untainted
or unchallenged to maintain its
reputation.”
-- Interbrand 2009 “Best Global Brands”

11. Brands that invest in marketing during a
recession tend to gain market share when
the recession ends.
If the message is right and the campaign
is well executed, the investment will pay
off in the long run.

12. US Unemployment Rate, 2001 - 2009

13. “"There’s not one person involved in the demise of Lehman Brothers,
Bear or even the troubles that have fallen on Citigroup who thinks
they’re living happily ever after," Mr. Solomon said, "because their
reputations have been tarnished, and what do you have at the end
of the day but your reputation?"
(NY Times, Flickr.com, CCL, pdstahl)

14. Trend 03
New entrants are reshaping the industry

15. Peer-To-Peer learning groups are taking
a collective approach to investing

16. The Internet and Social Media are opening the
floodgates of competition

17. “The really exciting innovations in
financial services weren’t coming from
the big banks.
In addition to peer-to-peer networks, we
increasingly saw new entrants like
telecommunications companies,
software firms and retailers offering
alter native financial services that
harnessed advances in messaging and
Web-based-technologies.”
-- World Economic Forum, “Technology and Innovation in Financial Services: Scenarios to 2020”

18. “What if Starbucks opened an online-only
retail bank offering competitive deposit rates
and a modest range of loans and mortgages?
It could do that by partnering with a finance
company such as ING, which has the
appropriate banking licenses.
All it would need to do is install ATM machines
in its outlets, which would involve investing
some money but would allow it to get more
out of its existing branches.”
-- John Gapper, Financial Times

19. (Flickr.com, CCL, amateur_photo_bore)

20. 98.06%
repayment rate
1
loan every 13 seconds
5273
lenders joined this week

21. trend 01 + trend 02 + trend 03
= result 01
Branding is top on the
boardroom agenda

22. “What do you, as CEO, consider to be
your organisation’s current top
differentiating factors ?”
-- PwC, “Global Private Banking And Wealth Management Survey 2009”

23. Brand Value 210
Quality of CRMs 127
Product Open Architecture 106
Investment Performance 62
50 93,75 137,5 181,25 225

24. 02
Recapturing Consumer Faith
Regaining Trust

25. ?
Remember what happened to the

27. Isn’t that a little simplistic though ?

28. “As a manager, it is my job to
serve the customer”

29. “As a manager, it is my job to
protect the bottom line”

30. “As a shareholder, I am concerned about
your ROI”

31. “As a shareholder, I am concerned about
your business practices”

32. “As a lawmaker, I want to oversee your
role in society”

33. “As a lawmaker, I am concerned about your
financial survival”

34. “As a client, I am concerned about
my financial health”

35. “As a client, I am concerned about
our relationship”

36. Clients are no longer looking for complex
products promising high yield, but rather
trusted and independent advice that
addresses both their short- and long-
term needs.

37. “Most of the financial services brands’ recent
advertising campaigns focus on strength and
stability, something that may prove to last
beyond a momentary marketing campaign.
While the cynical may say that the world will
quickly revert to the impetuous motivations of
a 2007 bull market mentality, there is a subtle
yet profound change in how customers are
going to evaluate their service providers going
forward.”
-- Interbrand 2009 “Best Global Brands”

38. 96%
see clients are demanding increased
transparency from their bank and simpler
to understand products.
-- KPMG, “Private Banking In Switzerland, Quo Vadis ?”

39. Which business model is likely to do well in
the next three years ?
“Pure Play” 60
Hybrid Integration 28
Universal Bank 29
Independent Asset Managers 50
25 35 45 55 65
-- KPMG, “Private Banking In Switzerland, Quo Vadis ?”

40. Those that are likely to do well, are those
that from the crowd.
✔
stand out

42. ”We accept that clients belong to the CROs in
the first place, and not to the bank. That, at
the end of the day, creates happy CROs,
happy staff members, and happy clients”.
-- Jean-Pierre Cuoni, EFG Chairman

43. 03
How Forward-Looking Companies Can Benefit
Moving On

44. What
box ?

45. Five Steps To
Re-defining Your Box

46. Revisit Your Brand Values
01

47. Rework Your Business Model
02

48. Redefine Your Positioning
03

49. Reconnect With Your People
04

50. Rebuild Trust With Your Clients
05

51. Additional resources
Interbrand 2009 “Best Global Brands”
PwC, “Managing Tomorrow’s People”
PwC, “Global Private Banking/Wealth Management Survey”
KPMG, “Private Banking In Switzerland: Quo Vadis ?”

52. ago@brandingthroughpeople.com
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www.brandingthroughpeople.com