Banking on Digital Growth
Banking on Digital Growth

Episode · 1 year ago

83) #ExponentialInsights: The 5 Topics that Drive Traffic & Generate Leads


Consumers have more knowledge than ever before.

That means, if you want more loans, deposits and revenue…

Your content is more important than ever.

And if you want to nail your content and beat your competitors, then you only need to focus on 5 areas.

So says Marcus Sheridan, International Keynote Speaker and Rated #1 "Top Voices LinkedIn" for Entrepreneurship & Small Business, who joins me on today’s episode to explain those 5 subjects.

What we talk about:

- Why we need to let customers have more control

- The 5 topics that drive traffic and generate leads

- How to overcome finance’s trust issue

You can find this interview and many more by subscribing to Banking on Digital Growth on Apple Podcasts, on Spotify, or here.

Listening on a desktop & can’t see the links? Just search for Banking on Digital Growth in your favorite podcast player.

...this company loved to talk about themselves and what they didn't really talk about, nor therefore understand, was those fundamental questions, worries, concerns, issues, fears of their customers. Because of that, they weren't connecting because that they were blaming the design of their website. And it's the problem that have, obviously, is a philosophy. Mhm. You're listening to Banking on Digital Growth with James Robert Lay, a podcast that empowers financial brand marketing, sales and leadership teams to maximize their digital growth potential by generating 10 times more loans and deposits. Today's episode is part of the Exponential Insight series, where James Robert interviews the industry's top marketing sales and fintech leaders sharing practical wisdom to exponentially elevate you and your team. Let's get into the show Greetings and hello, I am James Robert Ley and welcome to the 83rd episode of the Banking on Digital Growth podcast. Today's episode is part of the Exponential Insight series, and I'm excited to welcome Marcus Sheraton to the show. Marcus is an international keynote speaker, rated one of the number one top voices on LinkedIn for entrepreneurship and small business and author of the book. They ask You answer. Welcome to the show. Marcus James. Robert. Pleasure, my friend. I'm sure we're gonna have a great conversation today. We definitely are. And I'd like to start off with you know, what is one thing that you're just excited about right now? As as I think the clouds are starting to lift and I there's a lot of hope in the air. I think there is some hope in there, you know? I mean, you know, before covid I was I was doing about 75 events a year. 122 nights, 125 nights in hotels, roughly absolutely seeing Q. For this year, people are finally scheduling in person stuff, which excites me. My agency has a big event in Q four this year. It will be in person as well, as well as virtual. I don't think there will be events. I shouldn't say this, but I think most events will be hybrid events as we go forward. But, you know, I'm I'm excited. I'm excited about that. And, uh, I think there's a lot of interesting things happening with sales and marketing and with digital, which I'm sure we'll get into today. But one if you if you said what's A? It's a trend that I'm excited about right now, and maybe we'll touch on it later, I don't know. But Gardner recently came out with a study that I thought was really profound, said that 33% of buyers today would prefer to have a seller free sales experience and that number is 44% for Millennials. If you think about that for seconds like Wow, Wow, what does that mean? Certainly how does that apply to the financial space? Right, And this is something that's going to affect all businesses going forward. So it's something I'm very hot on right now. I'm thinking a lot about it because it matches every every trend and shift we've seen for us being more informed than we've ever been as buyers and as consumers. Yeah, absolutely. And I think how much has Covid played out into may be accelerating? It really has some of this. So that's the thing that accelerated similar to like now sales teams have to think virtual selling and that's been just the essentially. It's just catapulted it into the future in terms of the way sales teams have to think it's the same thing with the way businesses have to allow more learning and quote interaction to happen without...

...necessarily talking to a person, so that it's on the customer's terms on their time and the style that they want it right. And this is something that a lot of companies don't don't understand yet. It's almost like if I had to make an analogy, James Robert would be you remember those. Choose your own adventure books back in the day. 100%. It's totally fun, right? They were cool because we actually got to dictate the terms somewhat. We felt like we were in somewhat control. I don't know about you. I always died, but I would just go back to the previous page and, like, take the other option as the choice controls controls the that's it. So those worked because of to your point control. Buyers today just want more control. Customers want control. They want to feel like they have done everything they can do first before they are forced to engage with a human. Now, I'm not saying this is good or bad. It's just the way that we've evolved. And so if that's the case. How do we as businesses facilitate that versus what most are going to do, which is what we always see is resist. It's I need to make sure they talk to me directly. It has to be face to face, and it has to be. These are the stories that we tell ourselves, but they don't even align with her own personal behaviors and opinions. That's where it's off track. So a couple observations to take what you're thinking and make it extremely practical. I love to choose your own adventure analogy. It's one that I share frequent myself. I try to get my son and we have four kids. I tried to get my, my my oldest son. He's 10 into the book series, and he just didn't really connect with it. He's actually into more of the who was, um, more of the historical bias it really is, and I've learned a lot from him just from having conversations. But take financial brands, and the most important moment on that buying journey is the application. That's the moment of truth to whenever we're going to apply for a loan or we're going to open an account. But when I think about the digital experience were forcing people down a single path. You can only open it online. But what if you have a question? That's right. What if that your digital experiences created more confusion instead of providing clarity so provide multiple paths at that moment of truth? And we've seen an exponential increase in C. T. A s different types of C. T s leads to an exponential increase in different types of conversion, which then leads to an exponential increase in deposits and loans. You mentioned something here. We want to resist that we want to force our will impose our will because we feel like we're losing control on the people. Exactly. You mentioned losing control. What is maybe holding others back specifically at the leader? You have a lot of conversations with leaders. What's holding them back? It's interesting. You still have a group, stunningly, and and I'm just going to be frank because that's the only way I know how to communicate in the financial space. This is more prolific, and that is leaders that still think it's 1995 which, by the way, was the year before the Internet took off. Okay, that the buyer, it's done that they're not informed. Now, granted, they might start off as uninformed, but eventually they will be informed if they want to be if they elect to be so banking on. Ignorance is not a very viable sales and marketing strategy for businesses today. So what we've got to do is we've got to put them in a position to be able to make decisions on their own. That doesn't happen unless we supply the right information in the white right way at the right context. For example, talk about the the financial space. Let's just be let me use it really, really simple example, Let's...

...say, And this is the most basic right. Let's say somebody is wondering, All right, what is the best type of savings account from me? Okay, it's a question that somebody might have. What's the best type of savings account or bank account for me now? If they were talking to a human, that human that worked for that particular financial institution would ask them a series of questions. Based on those answers, they would make a specific recommendation. My question James Robert is why Can we replicate that by the way we can? Why can't we replicate that on our sites without necessarily talking to a person? So, for example, it's very easy at this point, especially with all the tools that are out there, where you could create an application. They get to the site, and the site says, What is the best type of savings account for me, and then what they? What they're asked to do is they just have a series of questions that just show up one out of time. They answer one and then boom, the next one shows up and they're just going through this easy fluid process, and by the end of it, it says so. James Robert. Based on what you just said, it appears that this is the best type of account for you. And now this person in this case, James Robert feels like he was the one that dictated the terms that's seller free. And this is what you don't see. For the most part, someone saying, Well, they can open up account on my site that doesn't count as this. Choose your own adventure, this self selection, as I like to call it this idea of I can make the choices and by the choices and by the answers I give, I'm able to see a return of a recommendation that I would have originally had to talk to a real human for that. But now I can get that so much easier and get even further down the funnel without engaging the company directly. You know, you're you're talking about something that I had a conversation with. Whitney Low and episode number 72. She works for, uh, it has a platform called Ignite Cells, and they do just exactly what you're talking about. They've gotten really good at asking good questions to guide someone to their own unique conclusion because everyone is at a different place on their own buying journey. Now just that I got to say this change driver. I think one of the major issues that the financial space deals with is that curse of knowledge by those that are in the space right. It's It's one of those situations where we just assume that everybody understands what we understand, and so therefore we talk about it like everybody has gotten at least a high school financial education. The reality is that you and I both know there's all I mean when it comes to just financial understanding. I don't know if there is an industry that has more of a gap in terms of a large group that is like kindergarten level, another large group that's middle school level. Another large group. That high school, Another large group. That's college, another large group. That's doctorate. I mean, that's what we have. And so you have to find a way to communicate so that all parties understand. Many don't do this. Well, yes, and this idea. And I've had a lot of issue with this and have spoken about it very publicly of financial education and financial quote unquote literacy is probably doing more harm than good because it's through the lens of the financial brand and not that of...

...the consumer. And so it's about taking an empathetic approach. Now you keep hearing this term over and over again, asking, asking which is, you know, to the title of your book. They ask, you answer and I want to take a step back to provide some context for the dear listener of your own personal journey here of transforming your mind first and foremost, which then transformed your beliefs, then transformed your behaviors in action and allowed you to create the future that you're living today. Can we roll back the clock to where you were before on this journey? Because I think it's one that a lot of financial brand leadership teams can emotionally relate to. Well, I started a swimming pool company in 2001 out of college with a couple buddies, and we were growing that business, you know, fighting scratch and claw on. And in 2000 and eight hit. We all know what happened 2000 and 2000 and nine, and I was quite confident that we're gonna have to file bankruptcy during that time as a last ditch effort to save the company. I said, I'm going to throw myself into learning about this Internet thing because I can see it's really just starting to take over. And if we can figure this out, maybe we can save the company. So as I did that, I started to read all these fancy phrases online inbound marketing, content, marketing, social media, blog, all that stuff, you know, digital whatever. What I heard in my simple pool guy mind at the time was, You know, Marcus, if you just obsess over your customers' questions and I don't say that obsessed with lightly if you obsess over their questions, their worries, their fears, the concerns and you're willing to address them on your website through text through video just might save your company. So I said, Well, shoot, there's one thing I can do. I can listen well and I can talk about this stuff, teach about this stuff on our website And so I called it. They ask you answer a simple philosophy of saying If anyone has a question in our case about fiberglass swimming pools, we said we're going to be the go to source. And to make a long story short, James Robert, we became the Wikipedia of fiberglass pools and the most trafficked swimming pool website in the world. And then we became the largest builder fiberglass pools in the U. S. And then we became a manufacturer, a fiberglass poles. Then we become a franchise for all these franchisees all over the country, and I had a large exit last year from the franchise side. It was great. It's what I wanted. I still in the original company. And over this journey I started writing about what I was doing, which led to a following, which led to an agency which led to a speaking career. It's been quite amazing, but all started with a simple philosophy. They asked you answer. I think the key takeaway from all of this. It was never about you, Marcus. It was never about you, the swimming pool, river pools and spas. It was always about the questions, concerns, hopes and dreams. Yeah, of another person. You know, James. So I had this bank approached me like, literally oh, a week ago and she said, Markus, I'm thinking about redoing my website. I said, Okay, so let's look at it together real quick. And she was thinking design and I said, Ha sign is not your problem. We put all this stock and design because we get bored with what we're seeing. Problem is this. And let me just give you an idea of what your problem is. I want you to count. This is what I said to the, uh to the lady who was one of the VPs there. I said, I want you to count the number of times just on the homepage that you say...

...we, us or I And then I want you to count the number of times you say you or your And of course, by the end of that I think there was just in terms of those pronouns. There was something like, I don't know, like, 30 40. We us and there was, like five You, your And So hopefully if you're listening this you're picking up what I'm putting down This company loved to talk about themselves and what they didn't really talk about, nor therefore understand was those fundamental questions, worries, concerns, issues, fears of their customers. Because of that, they weren't connecting because that they were blaming the design of their website. And it's the problem. To have, obviously, is a philosophy of the way they go about communicating, which you know, James Robert, right? But they clearly clearly didn't know so pro tip to build upon Marcus's perspective and really make it practical. As you're listening to this, jot down a note, go to your website, control F on every page and search those pronouns of I and we versus you know, your and begin to wait that and it will become very clear into who you're communicating to. Exactly Exactly. It's very, very practical because you come back to the book here and the methodology they ask you answer. And you mentioned that there are really five major patterns trends. Topic Subjects that are guaranteed to drive traffic awareness generate leads which will ultimately lead to more loans, deposits, revenue. Can you briefly break down what these five big areas are? Yep, Yeah, and you hit it, too. If you do this, it's all about trust. Traffic leads and sales ultimately revenue for your institution and what we have found. Because again, after I did this as a pool guy, I was able to do it with companies all over the world. Multiplicity of industries B to B and B to B to C. And of course, when they asked, you answer, the book came out. Now it's thousands and thousands of companies because the books done very well. And so what we know to be true is this that you and I and we love to reach research specific things before we engage a company again, product or service doesn't matter. What we love to research is what we call the Big Five, these five fundamental subjects. Here's what we love to research Number one. We love to research cost questions. So if you do with cost rates pricing, we want to understand value. We wanna understand what drives it up. What drives it down? Why are some companies expensive? Why are some companies cheap, etcetera? We care about cost. I want to pause you real fast and make this very practical. This is why it's so dangerous as a financial brand to put your rates on a rates only page, take the rates from the rates page and apply them to the particular product page versus You have a product page that links over to the rates page. Make it easy for people to find and answer the question to Marcus's point. How much is this going to cost me? Yeah, and then explain why the rates do. What they do are what they are, because it's one thing to show a number, but just showing a number. Actually, commoditize is and leads to ignorance, explaining said numbers. Now all of a sudden are like, Ah, now I understand now it makes sense to me, and so this is very, very important. So that's the first one. Anything to do with numbers is number... Sure, any banker would appreciate that. Number two is problems or negatives. We Fascinatingly enough. When we get serious about buying something, we like to research. What's wrong with it? Notice you've never researched. What are the problems with unless you are actually looking to potentially buy or do that thing you don't research online? Is Cancun safe? Unless you're thinking about going to Cancun on a vacation, that's how it works. So that's number two problems. Number three comparisons we love to compare. We are constantly comparing this versus that online because when we're in the process of deciding on a significant purchase, we like to feel like we vetted accordingly. And one of the easiest ways to arrive to that point of comfort is by making sure we gave ourselves choice. We compared said choices, and we arrived at a conclusion. That's number three, So we got costs. We got problems. We've got comparisons. You have questioned James Robert. I want to add some context to that once again, back to comparison, and this goes to 2011 Shopper Science partnered up with Google They're zero moment of truth study specifically for financial brands. What they found is that a consumer uses 8.9 different sources of information as part of this comparison shopping. And that's why there's a benefit. And and we'll come back to this point here in a moment, potentially bringing a competitor's product to your own website and then benchmarking that against the fact you're a fool. If you don't, that is, if you're getting the question consistently and you know people are researching it. See, the problem is that we like to pretend again that the buyer, it's dumb and they don't know about that other option, that other brand, that other technology, whatever that thing is, this is naive. This is the ostrich with its head in the sand, thinking the problem will just go away. So comparisons was number three of the Big Five number four of the Big Five. His reviews were obsessed with reviews as a society to your point, James, Robert and then number five. We love searching for the best right and So I think of how many times you've gone online and typed in best such and such. I mean, it's prolific. It is absolutely prolific. So even in the financial space, it could be like best lenders for and then choose a type alone because we know that there's certain financial institutions that specialize in certain types of loans. And if you're a consumer, you oftentimes would feel more comfortable working with somebody that that was their thing, right, just like we could go down the list. But there's certain things that institutions will and will not loan for do and do not do. And so we like to search for those as buyers. So these are the Big Five cost problems, comparisons, reviews and best. Now here's what's interesting. Companies don't like to talk about those five things, and because they don't like to talk about those five things, it creates a delta of trust between them and the buyer. The consumer. So you cannot be the ostrich and think you're going to become the most trusted voice in your space just doesn't happen.

And so if you want to become that voice of trust, these are the things the questions that you should be addressing about your products, your services, about the industry and just take all the questions that are being asked that around those five main things, you will dominate your space. And I had to say, I have to say this, James, Robert and I don't mean to jump the gun, but I can tell you right now that too often I hear in the financial sector people saying, I can't do that because of compliance, all the total crock of Bs Because here's the reality the actual perfect title for my book would have been. They ask and you address it really well. But that's not catchy. So as they ask you answer. You see, sometimes people in regulated industries say I can't answer that. It's against compliance. It's against regs. No, no, no. You can address it, but you can't always give a specific answer. And so the approach that we should have is how do I address this? Well, sometimes the way we address it well is by explaining why we can't answer it specifically, but what they need to be aware of as they're thinking about that thing or we might source what others have said. But there is a workaround that is completely kosher and legal. So if you're listening this don't allow yourself to get in that place. You know? I mean, it's like people come to me and they say, Yeah, our attorney said this and this I said, Do you pay your attorneys to figure out a way to say yes or do you pay them to say no? Because if you just pay them to say, No, I'll be your attorney, that's easy. I can do that for you right now and I'll charge you 50% of whatever they're charging. If you're looking for somebody that's worth their salt, you find an attorney that teaches you, shows you how to say yes to the action. That's how you become a thought leader in your space. I want to talk about that becoming a thought leader. And you reference this with river pools, becoming the Wikipedia of of the pool business and, you know, content. We talk about content being the fuel of the digital growth engine. I think about bankrate dot com Nerdwallet. How does they ask You answer or they ask you address it play into this model to create content at scale. Well, it's almost like there's two components to that. Lots of industries, because of disruption, like to complain. What we've seen for certain is that complaining doesn't lead to innovation. Just doesn't happen. Talked to the insurance industry. They're in the same boat, right? So what we have to do is we have to be very honest with ourselves. Gotta step on the scale, look down, see the number after Thanksgiving and say that's what the buyer wants. So how do we adjust? Because there's certain patterns, friction free, sell or free less hoops. Easier to find what I'm looking for. All these new technologies that are evolving, they just replicate those things over and over again. So you understand the principle. You get it part of that as they ask, you answer because you could have this beautiful technology stack. But if you don't make it easy to understand the thing, if you're not teaching them to your point, James Robert in a way they can understand it that is built for the consumer, not for the dengue institution.

You're gonna be dramatically more effective. And speaking of that, what I mean, like somebody says, What do you What do you mean, Marcus, like, I'll give you one that not a single person listening to this has done that. Everybody that's listening should do, has a business, and that is this. There should be a section on your website that says who we are not a good fit for the moment you say you're not a good fit for is the moment a your entire audience flinches be. You become dramatically more attractive to those who you are a good fit for. If I went to anybody, is listening to us to has an organization. They work with her for her own. And I said, Are you the best fit for everybody? They say, yes, they don't know their customer. They don't know their industry because there's not a business alive that could say yes to that. And so if you define that on your site in your messaging now, suddenly the person is like that. God. Finally, somebody's calling it for what it is. Somebody has my best interest in mind versus their own. And let's be frank. Financial has a trust issue. Yes, we've got to overcome that How do we do that? You don't do it by ignoring it. You go out ahead on. Technology has transformed our world, and digital has changed the way consumers shop for and buy financial services forever. Now consumers make purchase decisions long before they walk into a branch if they walk into a branch at all. But your financial brand still wants to grow loans and deposits. We get it. Digital growth can feel confusing, frustrating and overwhelming for any financial brand marketing and sales leader. But it doesn't have to because James Robert wrote the book that guides you every step of the way along your digital growth journey. Visit www dot digital growth dot com to get a preview of his best selling book, Banking on Digital Growth, or order a copy right now for you and your team from Amazon. Inside you'll find a strategic marketing manifesto that was written to transform financial brands, and it is packed full of practical and proven insights. You can start using today to confidently generate 10 times more loans and deposits now back to the show. And that's where we've had this repeated theme, probably over the last 3 to 6 months on this podcast. Multiple people coming on different perspectives, walks, backgrounds, and we're all coming to the same conclusion. That niche is the new local niche is the new community because, historically a financial brand, you asked them who their ideal account holder is. It's going to be someone who is 18 to 65 with money in their pocket and a heartbeat. I'm like, No, no, no, no, no, you you define a niche. Let's dive deeper. That way we can understand who these people are, what's keeping them up at night, address those questions or concerns, provide them a path forward towards a bigger, better and brighter future. But then the knee jerk reaction flinch. What about those people who fall outside of that niche audience? Well, you can still help them, but you're not Chase. You don't have a $2.5 billion marketing budget to address everyone, and you risk being all things to all people. You risk your future and become a master of none. Exactly. So let me ask you, you've had a lot of conversations. Multiple verticals around the world, different businesses. What is the best way because I'm with you. You talked about stepping on the scale. All transformation begins by telling the...

...truth to yourself, where you've been, where you're at, where you can go next and then telling the truth to your team and then getting the training, the education of where you can go next so that the future doesn't feel so scary. What is the best way to transform not only the minds but also transformed the hearts of leadership teams to flip this script to flip this narrative from being what I diagnosis narcissistic marketing to playing the role of the helpful and empathetic guide on these hero journeys? This is probably the question it really is. James Robert the number one email I have gotten over the course of 12 years now, writing in the space, teaching whatever is not from business owners. That's in your Marcus. I need help more, please. Traffic sales, whatever. It's actually from marketers that are frustrated because their CEO or because their leadership team doesn't understand where digital is headed, and they're so frustrated that they want to leave the company. It's number one email I get to this day, so we have a huge problem. How do we overcome it? We could spend a whole podcast, probably on this subject. None of the answers I'm about to give are easy. One is going to sound self serving because it's incredibly true. And that is I wrote that Deng book. They ask you answer not for marketers because they're already eating the dog food. I wrote it for the business owner that is resisting the leadership team that doesn't get it. That doesn't catch the vision because it's not written by marketers for marketers. Much of the stuff that we talk about and try to convince leadership of we don't know how to say in a way that resonates and we need to start, especially if it's from a marketer. You have to stop speaking marketing. You have to speak the language of a leader. You say, What's the difference? I can tell you what. I ain't using Deng freeze content marketing. When I'm talking to leaders, I say things like, Do you feel that trust is fundamental to your business? Yeah, I do, Marcus. Okay. So would you like to become the most trusted voice in your space? Yes or no? Yes, I would. Would you like to know how. Yes, I would. Okay, now we can have a conversation. What have I not talked about? I ain't talked about marketing. I ain't talked about s c o ain't talked about social media. All the tactical. If we don't get the principles, all the platforms and all the other stuff don't really matter. They've got to understand the principles. Because then if you understand the principles of let's just call it trust, for example and how to get it. How to win it. It doesn't matter. Okay? My space becomes Facebook becomes something else, becomes something else. Roll with it, baby. It doesn't matter because the principal carries over to the next thing. Trust is another pattern that has come up multiple times now in this conversation and and the way that I think and and talk about trust, trust is the bridge in the pyramid of any human relationship. Respect is at the foundation. Help me when I have a need. Not when you have a need. You know, Brand, help me. The consumer at the pinnacle of the human pyramid of the human relationships. It's love which, you know, we could go down a philosophical conversation. Talk about the Greeks and their five different types of love and the five languages of love. But we're gonna look at love is just commitment. Yeah, to bridge that gap, it's trust what you say, what you do. And from a banking perspective, we...

...have to make deposits repeated deposits into a Consumers trust fund that sits between their ears. And it can take weeks, months, years to make enough deposits to transform their thinking about a brand which would transform their behavior and the actions that they take and it can take. And, you know, thinking about the Robin Hood debacle. It can take minutes, days for all of that trust to be depleted. How do you prepare people to run the marathon play the long game, but to still build some courage and confidence early on so that it gives them hope that we can do this? And we can leave behind the old self of the traditional world of thinking about what we want as a brand to take an empathetic first approach to marketing? Well, to me, this goes back to what's your mission statement? What are your core values? Do you really believe him and love him, Or are there they B s words on the wall? Yeah. Are they words on a wall? Because if you think about they ask, you answer as a philosophy of business, which is what it is. It aligns with most words that are on a wall. Yet most companies haven't done it because they feel that by giving somehow they're going to lose. And what's funny is they're going to lose that which they don't yet have, nor have earned. And so companies need to take this seriously. For example, if you think it's serious about becoming a thought leader, you can't be passive about content production. You should have. At least I'm talking about the smallest of companies. You should have at least one. Let's call it content manager somebody that's got the journalistic skills, if you will, to be at a meet with the subject matter experts within your organization and take what they have that wonderful intelligence and IP that they have in their brains in their head and somehow distillate on a screen so the rest of the world understands it, therefore, benefitting the subject matter expert, the company, the audience and the process, everybody stinking wins. It's not gonna happen, though, unless you make investments like that. That's the type of thing that we need to do that we need to show. I can't help but think, you know, going back to the some books Early 19 hundreds William waddles the science of Getting Rich Napoleon Hill. It's about giving more than you take, giving more than you take. And it's a gift, the gift that you put out into the world to educate and empower others that might not choose to do business with you. But you're leaving the world a little bit of better place than you found it. But I even think a little bit smarter because you've taken everything that you know coming back to your SMEs are subject matter experts, and you're transferring that knowledge that I p out of their heads into a place to educate, empower and elevate others. This is this is a big deal when you're talking about here, James, Robert, right, because once again, remember how we did the pronoun thing earlier. This is another good test. It's like if you have that newsletter or whatever your email communication is with your customer base. What percentage of the time are you making an offer? Right on that new type of account. Versus what percent of the time are you putting a deposit in their account of information of helpfulness? Right. That is the key. You know, I am. Let me give an example of this. We have to be protective of...

...our customers of our audience and their perception of us. So I'm prolific on LinkedIn. All right, so if you're listening to this right now, you should be following me on LinkedIn because I'm very good on LinkedIn. I'm a good follow. I'm a good follow because I don't jump on you. I'm going to give you one great piece of content a day on LinkedIn. So I put my best stuff. Yeah. How often does an event say, Hey, Marcus, could you promote us on LinkedIn almost every single time? How often do I say yes? One in 1000. I have an agency that puts on our own events all the time, all the time. Guess what My agency knows. We can only go to Marcus on rare occasion to promote one of our events because I'm that stinking picky. My ratio is probably 30 to 1 32 1. Give, give, give, And this is the mindset that we need to have. Some problem is to your great point that you made James Robert. I would say most companies right now are more along that 5 to 1 in that five being five offers our latest offer. One. Oh, here's a helpful piece of information, by the way. Yeah, yeah, and this prolific in the financial brand space because of the direct marketing history that we have seen wrapped up and we're trying to unroll, Unwrap that so that you know it's not. You do a and immediately get B. It's a happens and we know this B c D. And then we're going to go all the way to Z not because that's what we want. That's just how the consumers shopping. I always like to to end, and this has been a fantastic conversation, and I do. I'm grateful for your knowledge and insight that you've shared to the dear listener. I always like to end one practical micro piece of advice, insight or recommendation. Nothing major but something small that they can start in following you. I think it's very practical to see how this is lived out Number one. But what is another small practical insight recommendation for them to just get 1% better? So many of these I'm gonna have to give you two just gonna have to. So I'm gonna give you one That's more of just a rule to live by. And then one that's like a practical goal for the website. Experience for your customers rule to live by. One of the best things that somebody told me early on and my digital career was It's dumb not to dumb it down. The goal isn't to sound smart too often in the financial space, really trying hard to sound smart. The goal is communion that the freaking light bulb comes on. And I say as the customer, that's the bit that makes total sense. I get it. That is a win, and that's a huge win stuff. Not to dumb it down. One other piece of advice. Take the major products or services you offer as a company. Okay, ask yourself. What are the major questions we know everybody has about each one of these. You should be at a brainstorm. At a minimum, 10 per product or service. You offer at least 10, many of which are Big five related. By the way, Once your brain store them, ask yourself how many of these are dressed well on our website Right now, you'll find the answer is less than 10%. That gives you your homework, everyone for the next year. There we go. You mentioned following you on LinkedIn. You've also mentioned the event at the end of the year. What is the best way for them to learn more about that? Just... continue this conversation and to continue this knowledge transfer to them have an amazing event called digital sales and marketing world. I could go into it, but I won't. It's very good. Check it out. Digital sales and marketing world dot com Just like it sounds. My agency is called impact impact. You can find us at impact plus dot com amazing free education and courses on our site. Give, give, give baby. Alright, we eat our own dog food. If you want to reach out to me personally, I'll just get my email address there. But here, Marcus and Marcus Sheridan dot com is the easiest way to get holding me directly. Marcus at Marcus Sheridan dot com. That doesn't go to my assistant. That goes to me. And so if you want to reach out to me directly, this way to do it and, of course you can follow me on LinkedIn. That's where. My best stuff that Marcus. This has been a pleasure. Thank you so much for joining me today on another episode of banking on digital growth. As always, until next time be well, do good and make your bed. Thank you for listening to another episode of Banking on Digital Growth with James Robert Ley. Like what you hear? Tell a friend about the podcast and leave us a review on apple podcasts, Google podcasts or Spotify and subscribe while you're there. To get even more practical improvement insights, visit www dot digital growth dot com to grab a preview of James Roberts. Best selling book Banking on Digital Growth or order a copy right now for you and your team from Amazon. Inside, you'll find a strategic marketing and sales blueprint framed around 12 key areas of focus that empower you to confidently generate 10 times more loans and deposits until next time, be well and do good.

In-Stream Audio Search


Search across all episodes within this podcast

Episodes (258)