How do we turn dull financial stereotypes set in banks and offices more relatable to people? Scotiabank have nailed it in their newest ad celebrating budget-friendly family bonding.
“Personal finance in everyday experiences” - the campaign humanises finance with emotional appeal, showing real world applications of how money management and financial knowledge assists day to day life.
This approach can be creatively applied to most financial services -in the ‘Do it For Them’ campaign, or the ‘My Home Move Conveyancing’ campaign which connected with families to provide tools and products for real everyday financial support.
Do you like the campaign?
https://lnkd.in/eunwfFrX#FinancewithFeeling#Emotion#Marketing#FinancialServices
UniCredit is a fundamentally different bank today from the one I inherited when I became CEO three years ago. Transformation is no mean feat in any organisation, but in a banking group operating across 13 regions in Europe, the task in front of us was formidable and the stakes were especially high.
Three years later, we are consistently breaking our own records, having recently achieved our 13th consecutive quarter of growth, and acting as a reliable, supportive banking partner for clients across Europe in a time of unpredictable macroeconomic circumstances.
We are still on our transformation journey, but the fact we have arrived at this point today is testament to our people’s dedication. Transformation of the kind we have undertaken is possible, but only through empowering the people in your organisation to have accountability – they are responsible for the culture and values of your business, they are the drivers of change.
This change has to be towards a specific goal, which gives the transformation of your business purpose and underpins your vision and strategy. For UniCredit, this goal is to be the bank for Europe’s future. We have reorganised the business around this, making ourselves more agile, efficient, and innovative in its pursuit.
From this point, execution is essential. It is important to challenge yourself by asking what more you and your organisation can be doing to work towards the goal of your transformation; what can be improved, and what more can be done, to ensure you stay on course.
All of the above applies to any large organisation, not exclusively to banks. Through this approach, you can create a thriving, forward-thinking culture defined by accountability, leadership, and a commitment to excellence that propels your transformation forward and delivers success for all of your stakeholders.
It was a pleasure to talk about UniCredit’s transformation journey and the key issues impacting the European banking sector with Alex Frangos at The Wall Street Journal CEO Council. My time as CEO of UniCredit has been an incredible, educational, and rewarding experience. I am excited for what the next chapters of our transformation journey hold. #WSJCEOCouncilhttps://lnkd.in/eRnEGyXE
Rely on the strength and capabilities of a high-performing $70+ billion national commercial bank, plus the local touch that comes from dedicated bankers who deliver personalized attention and knowledge through deep connections in our regions.
There are only two kinds of community banks – the innovative & the doomed. Community bankers are often leaders — but somehow this quality is not so prevalent when it comes to critical areas like technology and innovation within their own institution. Last week I joined Bank World at its 29th Annual NorthEast Regional Banking Conference to speak in their keynote session and address how bankers need to banish complacency in order to thrive.
Together, we are committed to creating a positive and lasting impact. Let's keep working towards our goals and doing business effectively! 💼✨