campaigns powerpoint

Business to Business Relations

Summary• Situational Analysis

-SWOT-PEST

• Research• Key Messages• Target Audiences• Goals

-Objectives, Strategies, Tactics• Budget• Timeline

Situational Analysis• Local bank doing business since 2009

• Accreditations include being a member of FDIC and an equal housing lender.

• Opened new "Branch of the Future" in December 2009

• Technology is efficient, though with a learning curve.

SWOT AnalysisStrengths:

• Innovative, unique investment style

• Personal, friendly environment and strong

reputation in local community (voted Southwest Florida’s best

bank in 2011 & 2012).

• Can gauge local economy better than national banks

• Can approve loans for local businesses quicker than national

banks

SWOT AnalysisWeaknesses:

• Does not offer around-the-clock availability of resources.

• Name recognition not as high as national banks.

• No social networking presence.

• Hard for customers to easily find out.

more about the bank.

• Website offers little incentive to.

potential customers.

SWOT AnalysisOpportunities:

• Social media offers a wide variety of ways for the bank to

increase awareness.

• Improving the website could make the bank more appealing to

potential customers.

• Social media and online marketing could help spread the

message about the traditional appeal of good quality and friendly

service that the bank has.

SWOT AnalysisThreats:

• Outside competitors have and will compete with the new

technology-centered branch.

• Local competitors are continuing to extend loan terms longer

than the First National Bank of the Gulf Coast is willing to

extend.

• The economic status of America is causing the decrease of

businesses being created and sustained.

PEST AnalysisPolitical:• National and state legislation (SB 1666, proposed“financial crisis responsibility fee for banks)Economic:• FNBGC offers many unique services to customers,such as no ATM withdrawal fees• FNBGC does not have a national presence, whichhinders relationships with national businesses• In comparison to other states, Florida banks lag behindin terms of overall financial health

PEST AnalysisSociological:• Our society has undergone a major shift towards a fast-paced, high-tech way of operating.

Technological:• FNBGC offers a wide variety of technologically basedmethods of banking for its customers• The bank of the future branch marks an extreme shifttowards technological advancement, but we are stilllagging behind in other areas of technology

ResearchSecondary Research:

Contacted the SBDC at FGCU in order to find what would appeal to small businesses, our primary audience.

-Determined that most smaller, younger businesses have a need for a bank that will offer them start up loans. Most banks choose to only give loans to established organizations.-Recommended that the bank should become a Small Business Administration lender, minimizing risks of losing money on start up loans.

ResearchPrimary

Research:• Survey local businesses via trade shows and on individual basis

• Determine what they want out of a bank.

• Do online research to determine what other banks offer.

• Use this to further determine what businesses want.

• Lender Roundtable offered by SBDC

Key Messages Our bank values personal relationships with smaller companies.

Our staff prides itself on providing individual attention and

accommodations that larger banks do not provide.

We strive to make the loan process as personal as possible. Handling each

load on in-depth case-by-case bases.

Our Branch of the Future utilizes modern technology to encourage

independent and convenient banking.

AudiencesPrimary Audience: Small and new businesses.

Secondary Audience:

Established small and large businesses that already have a relationship with

a bank.

Influencers, such as SCORE and SBDC representatives.

Goals & Objectives

Goal I:To increase awareness about First National Bank of the Gulf Coast’s Bank of

the Future among the local businesses

Increase the number of businesses who know about First National Bank of the Gulf Coast by

50% by January 2014.

Objective 1:

Goal I:Strateg

y: Increase use of Social Media to reach new audiences and

maintain visibility with existing publics

Tactics:Tactic 1: Designate a specific employee to create and maintain social media sites.

Tactic 2: Create and maintain social media sites such as Facebook, Twitter, and LinkedIn.

Tactic 3: Send out press releases, media alerts, and produce commercials.

Tactic 4: Send out email-blasts through Constant Contact to current personal customers.

Goal II:To build the business-to-business customer base.

To increase the number of business-to-business customers by 20%

in order to help meet the monthly three million dollar goal by

January 2014.

Objective

Goal II:Strategy:

Introduce the Branch of the Future to small businesses within a 25-mile radius.

Tactics:Tactic 1: Organize and schedule open house events.Tactic 2: Send out press releases and media alerts announcing open houses.Tactic 3: Host four open houses, one every three months, to bring in local business connectors.

Press Release

Goal III:To develop meaningful connections with primary influencers

of our target audience of local businesses.Objective:

Develop a relationship with both the Small Business

Development Center and the local SCORE by January 2014.

Goal III:Strategy:

Participate in at least four SBDC or SCORE workshop or roundtable events.

Tactics:Tactic 1: Designate a specific employee to develop a connection with the SBDC and SCORE. Have

this person inquire about upcoming events, and where First National Bank of the Gulf Coast would best fit in while trying to develop connections with local businesses.Tactic 2: Subscribe to the SBDC/SCORE newsletters to help find out more about events going on within these organizations.Tactic 3: Use the local chapter workshops to network and connect with local businesses.Tactic 4: Use the roundtable events as a way to find out more about how our bank compares to other local banks.Tactic 5: Begin the process of becoming an SBA lender by having the designated employee contact the SBA office in Miami.

Budget

BudgetAssumptions

:• We would plan to hold an open house every three months, five times a year, where we would hand out brochures and paraphernalia with the banks name and logo.• Brochures and paraphernalia would be distributed by the banks own salary employees and interns and at trade-shows.• There would only be a one-time flat rate for the creation of the monthly newsletter template, we would also use the template for other newsletters throughout the year.

TimelineMay 2013- Contact new small business owners- Create a Facebook / Twitter / LinkedIn- Contact local newspapers / magazinesJune 2013- Send first set of press releases out- Contact Small business owners- Update Facebook / Twitter / LinkedIn- Put up advertisements around southwest FL

July 2013- Plan for first open house (media, invitations etc.)- Update website- Attend trade shows-Meet with the owners of small business

TimelineSeptember 2013- Update website- Send out newsletterOctober 2013- Attend trade show- Update social media- Media alerts / press releaseNovember 2013- Send advertisements to magazines- Send press release to newspaper- Update newsletter- Plan for 2nd open house

TimelineDecember 2013- Prospect 5 new businesses- Add new advertisements- 2nd open houseJanuary 2014- Update social media- Make new updated advertisements- Meet with the owners of the small businessesFebruary 2014- Attend trade show-Send newsletter-- Create end of the year surveys- Plan for 3rd open house

TimelineMarch 2014- Edit website- 3rd open house

Summative EvaluationSuccess will be measured in new business customers brought

into the bank. The first goal, to increase awareness about First National Bank of theGulf Coast’s Bank of the Future among the local businesses, would beevaluated by the social media activity and overall media attention.

The second goal, to build the business-to-businesscustomer base, would be evaluated through the overall success with theincrease in business investments after the open houses. The third goal, to develop meaningful connections withprimary influencers of our target audience of local businesses, would bemeasured by the amount of businesses who choose to invest after recommendations from primary influencers.