Bank marketers share their views on the ever changing digital landscape.

1. DATA, DESIGN AND DELIVERY: THE 3 D’S OF
TODAY’S DIGITAL MARKETING WORLD
By: By Pat Scanlon: President of the Corporate Financial Group
Presented By

2. INTRODUCTION
“Marketing is changing for the better,” says Pat
Scanlon, President of the Corporate Financial
Group. “Marketing for impact is the mandate now
as chief marketers accelerate their contribution to
the growth of their companies,” shares Scanlon
following discussions and debates by members of
the Corporate Financial Group (CFG) at the
network’s 2017 Spring Roundtables held in New
York.

3. Today’s marketer influences most of the customer
engagement funnel, opening doors to new
wholesale banking business and retention of
current clients. They’re doing this by using the
strongest tools in their arsenal: Data, Design,
and Delivery.
It’s called Marketing in 3D.

4. Marketing professionals are using data to discover
insights that will drive customer engagement,
defining the buyer’s (and customer’s) journey so
they can design the ideal client experience,
and deliver their stories in bold, new ways using
modern media.

5. Marketing for impact is the mandate now as
marketers accelerate their contribution to the
growth of their companies.
Today’s marketers influence most of the
customer engagement funnel, opening doors to
new wholesale banking business and retaining
current clients.

6. They’re doing this by using the strongest tools in
their arsenal: Data, Design and Delivery. It’s
called “Marketing in 3D.”

7. Marketing professionals are using data to
discover insights that will drive customer
engagement, to define the buyer’s (and
customer’s) journey so they can design the ideal
client experiences, and to deliver their stories in
bold, new ways using modern media.

8. They’ve challenged the status quo, thrown out
the old rules, and are now marketing for impact
as they make digital transformation happen in
financial services marketing.

9. This article tells stories about the 3 D’s as seen
through the eyes of members of the Corporate
Financial Group (CFG) and guests at the
organization’s 2017 Spring Roundtables.
(CFG is the preeminent membership
organization for B2B financial services
marketing professionals.)

10. At this event, we shared views from within our
CFG community and heard how experts and
companies are directing and navigating this
current evolution of marketing.

11. Insights are discovered through
data

12. Yes, but, how can insights be derived from data alone?

13. Data and analytics are more prevalent today as
new tools are helping us gather more
information, scrutinize it in greater detail, and
generate more hypotheses about buyer and client
behaviors.

14. But, even a study conducted by a major
consulting firm discovered that more than two-
thirds of companies admit that their “big data”
analytics do not deliver valuable insights about
their customers.
No Valuable Customer
Insight

15. To generate valuable insights, you need to
uncover the underlying value a person
(buyer) seeks from you, advised Mack
Turner, Global Insights and Marketing
Research Executive at Bank of America
Merrill Lynch.

16. Insights that move customers emotionally can
only be determined through a blend of data,
analytics and research.

17. Insights are the secret to successful marketing
strategy. So, to delve deeper, roundtable
participants were asked: What is an “insight”
anyway? How would you know one?
Here’s what they said:

18. “A statement that makes me pause and say, ‘Oh,
I didn’t think of it like that.’” – Lisa Torneden,
MUFG Union Bank
“An opinion based on a foundation of research” –
Jeremy Rich, Silicon Valley Bank

19. “The ‘so what’ behind any data point” – Cheryl
Pinkard, formerly of Capital One and now Chief
Marketing Strategist at Dividend Digital
Marketing

20. Here’s how experts in the fields of psychology
and logic define “insights”:
“Seeing what others don’t” – Gary Klein,
research psychologist and author

21. “Any piece of information that moves a
conversation forward” – Gary Klein
“Insights happen when new information meets
experience.” – Jim Figura, former CMO,
Colgate-Palmolive

22. Big-data people say they can tell you all about
behaviors, but they can’t tell you the motivation
for an action.
We need to get underneath the data and uncover
why people do what they do.

23. This takes deep observational, ethnographic
work, and a lot of in-depth interviews.
Researchers need to look for patterns, synthesize
what they’ve learned, and link the business
impact back to a fundamental value; the latter is
where a lot of people go wrong with insights.

24. Insights work is not easy; it’s hard to get to the
underlying themes of human behavior.
Turner advises marketers and researchers to pull
back from an immediate situation and ask,
“What is the real issue here that we’re trying to
solve?”

25. Insights work is not easy; it’s hard to get to the
underlying themes of human behavior.
Turner advises marketers and researchers to pull
back from an immediate situation and ask, “What
is the real issue here that we’re trying to solve?”

26. If you can connect a complication that a
customer is experiencing to the personal value he
or she is really seeking, then you’re discovering
insights — identifying behaviors, not data
points!

27. Design engagement around
insights aligned to the buyer’s
journey

28. In modern marketing, journeys replace the
traditional funnel as a more dynamic tool to align
insights and deliver experiences that matter to
each member of a buying team. The funnel is too
linear for today’s more active and self-directed
buying cycles.

29. Enterprise content strategy expert Kathy
Baughman, of ComBlu Chicago, moderated a
recent CFG discussion designed to be a guide to
mapping out the buyer’s journey.

30. Journey mapping is a tool that helps you define
the process by which your buyers buy.
It brings together in one place what is important
to customers at different stages of their journey,
the relationship and contact between you and
your buyer’s organization, the delivery of the
experience, and the tool with which to build the
internal collaboration to provide a coherent
overall experience.

31. The map directs you and your business partners
to new business! But, understanding the buyer’s
journey is hard work and requires you to do
some heavy lifting.

32. CFG members at the 2017 Spring Roundtables
agreed that resistance can be strong, as
expressed by these common excuses:

33. Relationship managers know the customers, so
we don’t need a buyer’s journey.

34. We can call a meeting and create the journey
from what we already know about our
customers.

35. The only decision-makers are the CFO and the
treasurer.

36. Our marketing automation platform will
automate the journey.

37. Journey mapping provides data and insights for
a variety of activities, including:
• a baseline for content audit, data for editorial plan for segment/role,
• a sourcing plan for new content insights for taxonomy and content architecture,
• a starting point for segment/role personalization,
• an operational plan for required processes, systems, tools, skill sets and
governance,
• data for account-based marketing efforts,
• requirements for your technology stack, lead generation insights, and
• channel strategy development

38. Here are some interesting statistics regarding
journey mapping:
• An IDG Enterprise Study reports that, on average, 6.8 people are involved in
any B2B purchase.
• In its “Buyers Journey Best Practices” report, Sirius Decisions estimated that,
on average, each persona in the buying process consumes seven or more
content pieces.

39. Creating a journey starts and ends with customer
knowledge – that is, the data and insights we
talked about in the DATA 3D.

40. Following are the steps required to create a
journey:
1. Know the triggers that cause a company to consider your product or service.
2. Know your buyers by their roles in the company.
3. Create a journey for each role for each trigger.
4. Have a well-designed and understood enterprise content strategy.
5. Create metrics that matter, like “commitment,” or “high-value engagement”
metrics.
6. Select the team based on internal collaboration.

41. Delivering best-In-class
marketing in the digital era

42. “The buying journey is not linear anymore.
Today’s challenge is to connect the siloed digital
journeys of our customers happening across all
channels, all the time,” Ana Villegas, Digital
expert and B2B Marketing Director for Dell
EMC, shared with the Corporate Financial
Group.

43. In the fast-paced environment we live in today,
data keeps growing and marketing technology
platforms are constantly evolving.
Meanwhile, publishers/agencies/brand roles are
expanding and customer expectations are more
demanding.

44. Despite these challenges, marketers need to
avoid getting lost in the noise.
They need to leverage digital marketing to drive
a best-in-class customer experience.

45. Personalization, quality content, content
distribution, KPIs, collaboration, all-digital all
the time, talent, innovation and continuous
learning are all critical elements of digital
success.

46. Here’s a peek at how some top digital marketers
are delivering on the digital promise.
Quoted below are Dell EMC’s Ana Villegas; Bill
Barrett, Global Head of Corporate Digital
Marketing at BNY Mellon; and Ken Fredman,
global head of digital at S&P Global Ratings.

47. Personalized, high-quality,
snackable content

48. Villegas: Let the customer drive the conversation
within their own journey and pick where to go.

49. Barrett: We have savvy audiences with greater
expectations. They expect consumer experiences
at every touchpoint. They expect a high-quality
user experience. So, it’s more critical now than
ever to put out the right message to the right
audience.

50. Fredman: We redistribute every piece of content
five different ways. Content has to be
“snackable.”

51. KPIs, collaboration,
all digital

52. Villegas: Think of your KPIs as value-creators,
not clicks. We created a new KPI that we call
High-Value Engagement, or HVE.
It’s a compilation of data that includes how many
pages a customer visits, the time spent on the
site, what was downloaded, and whether social
sharing occurred, allowing marketing to create a
score.
The more engagement, the higher the score. We
divided the score by the investment cost and that
gave us the cost of one “valued engagement.”

53. Fredman: Service level agreements (SLAs) are
still in play, but they only create a client-servicer
relationship, not a collaborative business partner
relationship focused on continuous improvement.

54. Barrett: Digital is not a department anymore; it’s
part of everyone’s job. At the end of the day you
need everyone working together. It’s all digital,
all the time.

55. Talent, innovation,
continuous learning

56. Barrett: Digital marketers require a specific set
of skills; the left brain/right brain distinction
does not apply anymore.
We need people with both an analytical and
creative mindset — people who are inquisitive,
willing to try new things, and who aren’t afraid
of failure.

57. Villegas: Dell launched an internal innovation
conference, where ideas are brought to one
place, one forum where we can organize, select
and budget to explore the top ideas. We
encourage groups to look across functions to
innovate.

58. Fredman: To help us learn continuously, we hire
interns who are seeing things at university level,
like turning news stories into data visualization,
or convergence vs. multimedia.

59. Click the link below to access the full three part
series, sharing views from CFG members on how
experts are directing and navigating this current
transformation of marketing around data, design
and delivery.
CFG Marketing Insights: Marketing in 3D

60. About the author
Pat Scanlon is President of the Corporate Financial Group (CFG), the only
membership organization for B2B financial services marketing executives. She
created the CFG 16 years ago to provide an ongoing dialog to advance marketing
in the banking industry. For more information about CFG, please visit https://
cfgglobal.com and follow @cfgglobal.

61. About FPS: We help commercial bank marketers develop compelling, brand-
relevant thought leadership that goes beyond enhancing brand awareness; we
move our clients from strategy to demand creation to drive real business results.
For more information, contact: FPS Operations Director Ventsi Petrova at
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