Banking on Digital Growth
Banking on Digital Growth

Episode · 7 months ago

85) #ExponentialInsights: Tools in Your Toolbox: Branding in the Financial Space

ABOUT THIS EPISODE

Banks that mimic the strategy of great retail brands are at the cutting edge: They’re doing social selling. (Don’t cringe.) Social selling is just another tool in your toolbox.

In this Exponential Insights episode of Banking on Digital Growth, I interview Jody Guetter, CMO at Social Assurance, about all things brand in the financial space.

What we talked about:

- What retail brands are doing right but banks are doing wrong

- Social selling is a must

- Launching a whole new brand purpose (during a pandemic)

- Human behavior, social advocacy, employee engagement, and so much more

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.
 

...social selling is still selling. It'sjust another tool in your toolbox, right? It's just another channel inwhich to build relationships to which to shake virtual hands to stillposition that you're an expert and talk about the things that matter to you andhow you can support them. Mm You're listening to banking on digitalgrowth. With James Robert lay a podcast that empowers financial brand marketing,sales and leadership teams to maximize their digital growth potential bygenerating 10 times more loans and deposits. Today's episode is part ofthe exponential insight series where James robert interviews the industry'stop marketing sales and fintech leaders sharing practical wisdom toexponentially elevate you and your team. Let's get into the show greetings in.Hello, I am James robert, ley and welcome to the 85th episode of theBanking on Digital Growth podcast. Today's episode is part of theexponential insight series and I'm excited to welcome jodi Guitar to theshow. Jodi is the chief marketing officer at social assurance weretogether with her team, They have helped over 1500 financial brands buildremarkable brands, culture and communities. Welcome to the show, JodiThank you James Robert. Pleasure to be here. I'm a big fan and I can't believeit's 85 episodes already. You're just hammering out the content. It'sfabulous, 85 episodes in less than a year. We're moving quickly towards 100and I got to be honest, I'm just grateful to have the opportunity tohave and really build this platform, not for myself the way it's like I, I,I want to host the party. I want to invite all of these very smart people,people who are smarter than me to just bring these insights out into the worldat scale because together we are going to elevate the minds of financial brandmarketing cells and leadership teams and speaking about that, this idea ofelevation, you're doing some good work right now with the A. B. A. And you,you're sharing with me, tell me what's going on there with with the marketingschool because you you've been a student and now you're a part of theadvisory board. What's one good thing that's happening right now with justthis idea of education? Yeah, absolutely. So I graduated from theAmerican Bankers Association Bank Marketing School in 2017 and that waspart of my development plan, being a market on new banking and kind of goingdown that development path. And was fortunate since that to remain on as anadvisory board members. So every year collaborating with other bank marketers,you know, year after year on a core curriculum and really then working withfaculty members, identifying faculty members, working with them on curatingthe content for each of these sessions. And so that's been a tremendousexperience. And I think one of the things that's just been incrediblyexciting with the school is taking this core curriculum with fundamentals ofbank marketing, but being able to see just year over year the advancement ofthe curriculum too. So it's not some outdated way of thinking about bankmarketing, but understanding what are the fundamentals, but also what are theareas that are changing at a rapid pace when we think about our data andanalytics or marketing intelligence classes? Where it was, you know, threeor four years ago to where it is today is just leaps and bounds ahead. Um andthat's just because of the exponential growth and changes in technology andthe information available to us. And then when I think obviously aboutdigital marketing that wasn't even on the curriculum as much or as much timeallotted, you know, four years ago vs.

Where it's at today. And so I thinkit's just super exciting that bank marketers are recognizing newopportunities emerging trans technologies but also how do we educateourselves to advance our own development those around us andobviously the bank community at large with what we're doing educationtraining, that's such a key part of just what we do and what we think a lotabout here because when you think about this idea of digital transformation,it's so easy for the mind to directly go to like just technology technologytechnology. But I see transformation as two key components. Number one tellingthe truth about where you've been, where you're at and where you could gonext on, let's just call it this journey of transformative growth. Andthen number two getting the training and the education to provide clarityand awareness of of what that future could look like so that it's not soscary. And you've experienced a lot of transformative growth over the years.I'd like to go back because I think that that's gonna help set some contextfor today's conversation. You've come from a marketing and a cell'sbackground in the retail world. You spent time at Macy's and then went intothe banking space at midwest. What have been the biggest learnings that you'vegained from both sides of? We'll call it the marketing and sells table. Thankyou. Yeah, I've definitely had a little less conventional path to get to whereI'm at today, my marketing and sales career. You're right, started back inAustralia and working for a high end retailer there and and predominantlyreally focused in on product planning, product placement, product strategy. Soa lot of research taking place, consumer research, a lot of the numbersin the weeds. And then when I immigrated to the U. S. I had theopportunity to do a very similar role for Macy's corporate working with theirluxury brands. So again, working with brands like Now Y. S. L. D. Or all ofthese really behemoths brands. But I think some of the things in that spacethat is really translated over to my banking space. Two things that reallystick out to me data and analytics using numbers to make decisions and tomake good decisions. But then I think also about as branding, we're talkingabout, you know, some of the top most recognizable brands in the world, youknow that I've had the opportunity to work with. And so I think a lot aboutwhat branding really means and the customer experience associated withthese friends. And I think that In the retail world and especially with theseluxury brands, those 2-3 things, branding and customer experience iskind of one bucket and the use of data and analytics and we're talking, youknow, I've been in the US. now for you know 10 years so and I started mycareer you know straight out of school to and we were already using insightsusing data to make decisions. I won't age myself but a long time ago where itfeels like now in in banking and the financial services, it's just reallybeen the last couple of years for especially for community banks thatthey're even talking or understanding why data is important, why branding isimportant, why the customer experience is important as you're talking throughthis. I can't help but think about a conversation my wife and I wererecently having because you're talking about like Chanel and Dior and, and uhNeiman Marcus, right, Neiman Marcus is on the brink of collapse. And I thinkabout Neiman Marcus as an incumbent financial brand, they brought in andhave consolidated a lot of these, more...

...of niche brands like you had mentionedChanel Dior Dolce Y. S. L. Tom Ford even. But even if Neiman Marcus goesthe way of Blockbuster and some of these others that will call them thetraditional retail brands, all of these other more niche brandswill continue to survive and thrive. Why is that? What is putting Neiman'sand Saks and Nordstrom? What is putting them at risk for collapse where youhave these other brands that are actually probably thriving even more soin this post covid world from, from what I've been reading and seeing inthe marketplace. Yeah, that's a tough one. James robert.I think a couple of the things that I've seen is there's not as muchcontrol over the brand in these um, you know, locations, these tree retaillocations like a Saks and Neiman Marcus, right? Your brand has a story in thatbrand, but it's being managed by Neiman Marcus, right? And where the brands arestill performing from a sales perspective, is in their flagshipstores, where it is about this unbelievable customer experience fromthe second you step foot in locations like that. And this is still atraditional experience, right? Like when we translate that over to thebanking experience, it's still going to a brick and mortar location, right? Andthe experience with these brands in a flagship store where you have youremployees, your brand advocates, your proven processes in place as to whyyou're building brand advocacy and loyalty to. It's very different to theretail, you know, environment of where another store is secondarily selling orrepresenting your brand to. And I think that brands have realized that therecan't be any part of that journey with that brand is jeopardized whetherthat's the online experience or, you know, in a brick and mortar location.It's interesting, you're talking about this idea of experience in the worldworld, but from what I see to this, this idea of branding has also gonedigital. Um, I'll take my wife once again, you know, she's watching fashionshows being streamed on Youtube. You now have influencers, individuals whoare influencing the buying decisions and patterns for consumers based uponwhat they're posting, say on instagram. And it's this idea of social sellingthat can be very exciting for a financial brand. It can be extremelyterrifying as well. The idea of influencer and you mentioned this ideaof advocacy, employee advocacy, even when you think about this socialselling and the fear that it can strike in the hearts and the minds of atraditional banker, let's maybe put some of those fears at rest and putsome minds at ease by what is social selling for that matter? If we couldjust define that in today's post Covid world and maybe what are theopportunities? Yeah, absolutely. Well, you know, a couple of things come tomind, I think to back it up slightly, when you talked about your experience,like with your wife and content and user generated content and how brandsare being influenced in a digital world, you're right. Great brands, translatingtheir brands are over to a digital environment and they're doing itthrough user generated content. And the data speaks for itself that people arebuying brands that they have loyalty with, that they trust that there'sreviews that they associated with, a...

...lifestyle that they aspire for or thatresonates for them as well. And so we're even seeing that in the financialspace with people that are doing social selling and uh incorporating usergenerated content into their overall content strategy, they're building thatthey're either positioning themselves as a brand that people aspire to beassociated with, or they're making real connections with that brand becausethey stand for the same things, they talk the same language, they have thesame beliefs about community, which is a huge one or social impact. But socialselling, I really being a prior banker in the bank, I still consider myself abanker, but being in the bank and trying to sell these types ofinitiatives and strategies to the head of Commercial, the head of Agriculture,the head of retail, I really try to simplify it and maybe I over simplifyit but I'm trying to really explain social selling is still selling. It'sjust another tool in your toolbox, right? It's just another channel inwhich to build relationships to which to shake virtual hands to stillposition that you're an expert and talk about the things that matter to you andhow you can support them. So it's not going to replace what you've donehistorically and what has worked for you historically. But really trying tolook at it. This is just another tool in your toolbox and it really is aboutmeeting people where they are and the reality is there in the digital spacethere on story show they're interacting in a digital capacity there, visitingyour website, you need to be able to speak their language and meet themwhere they are, speak their language, meet them where they are, this is notreplacing any anything, this is just another tool in the toolbox and that'ssomething, you know we're hearing, we're hearing from, you know, Gregmartin being a commercial lender for a big six, the entrepreneurs bank ofgreat conversation paul long is going to be coming on as well and have someconversations about how they're practically applying its augmentation.It's, we'll call it an upgrade to all the good things. A banker has beentraditionally doing what are the best ways because you tapped into this, butbut I want to go a little bit deeper to overcome some of the fears and maybethe insecurities that they might have in social selling, because it's alittle bit different, there's some personal branding that goes along withthis, because when you think about influencer marketing, you think aboutthose who have already built an audience and can influence, and I thinka lot of that can happen on the retail side, naturally, we're starting to seesome of that, but then also on the commercial side mortgages with, withrealtors as well, so there's a lot of opportunities, but then we have theinternal influencers, the subject matter experts that can bring thatknowledge to bear in the marketplace. What I hear a lot though, is it? Idon't know, I just I don't feel like I could could ever be good in front of acamera or I don't feel like I have anything to add. And I think if we canjust remove that like that self limitation, we open up a whole newworld of opportunity, what are the best ways to maybe get the fear to go away?Because fear is just false evidence appearing real and the stories that wehave with ourselves in our own minds, right? Right? You're so right, andthere's this, you know, with learning and with the unknown and we've tryingnew things, there's this uncomfortable feeling around that, right? And peopleare struggling with being uncomfortable and instead of embracing, you know, thethe embracing being uncomfortable, they're using the fear to dictate, youknow, where they're going to go with this. In my opinion, this always startswith organizational advancement, right? This isn't about one person doing onething differently, it's really is about...

...organizational advancement. And what isthe organization doing to really drive adoption of these new initiatives,whether it be social selling or again digital advocacy or whatever, whateverthe initiative is. But how are they investing in internal communicationstraining and development, reward and recognition to really drive adoption ofthese new initiatives. So these employees feel empowered and equippedto implement social selling so they feel equipped to understand how to setup a linked in page, how to kind of put their best foot forward. But then thiscontinual investment in this organizational advancement is going tobe around engagement. Now they've adopted this initiative now, they haveadopted social selling. How do we drive ongoing engagement? And that's going tocome from continuous coaching and reinforcement and recognition andadvancement. And then how are we going to get them to that through thatprocess, to where their advocates for this, right? And once they're advocatesfor social selling, if you get a couple, the rest will follow if you will, um aswell. But it is about this journey around organizational advancement. Andhow do you take your employees through this journey of adoption? You know,engagement, you know, and advocacy around it. Technology has transformedour world and digital has changed the way consumers shop for and buyfinancial services forever. Now, consumers make purchase decisions longbefore they walk into a branch. If they walk into a branch at all, but yourfinancial brand still wants to grow loans and deposits, we get it. Digitalgrowth can feel confusing, frustrating and overwhelming for any financialbrand, marketing and sales leader, but it doesn't have to because James robertwrote the book that guides you every step of the way along your digitalgrowth journey, visit www dot digital growth dot com to get a preview of hisbest selling book banking on digital growth Or order a copy right now foryou and your team from Amazon inside, you'll find a strategic marketingmanifesto that was written to transform financial brands and it is packed fullof practical and proven insights you can start using today to confidentlygenerate 10 times more loans and deposits. Now back to the show, I likethis, this perspective, you're talking about organizational advancement andit's not just one person, it's not just one team. And I see there are fourtransformations that have to happen to make this a reality number onetransform the self number to transform the team and the number threetransformed the organization. Because the team, an organization is made up ofteam, teams are made up of individuals. And when you, when you get through allof these three transformations, then you can truly transform the lives ofpeople in the community and the community is no longer just a physicalplace, zip code borders, boundaries. A community can also be framed around aperson's belief systems and and and their values and and I think this ideaof transformation, you've been doing a lot of that Since you've joined socialassurance in August of 2020 and you've recently launched a whole new brandpurpose. You're on a mission, you're on a mission to empower ignite and enablefinancial brands to leave their mark and be remarkable what sparked thistransformation because I think, you know, speaking from that point of truthand experience that you've you've been here, you're living that what sparkedthat for for you coming in at social assurance. Yeah, great question. Acouple of things I think is a SAS company. We really stopped and talkedabout like, what is our role in this in this process, Right? Like what are wereally here to to do? And for us, we...

...talked a lot about the role that wewanted to play with our clients, that we did not want to be just asubscription service that kind of sat on the shelf and just kind of you justgot the annual invoice and you renewed it every year. And we really talkedabout, okay, what's our mission here? And we really want our clients to bethe heroes of their community, right? And we really looked at our softwaresolutions as were the mechanism in which you can communicate that rightwithout marketing platform. You know, you can communicate what you're doingfrom a marketing perspective, our community platform, you can trackmeasure, promote social good with our sales agents, you can promote socialselling and personal branding. And so we really viewed all of our softwaresolutions that's playing an integral role, empowering your marketing teamwithout marketing platform, igniting your community, enabling your sales andso really repositioning our products services. But really as this holisticapproach to organizational advancement to that, it wasn't just to your pointearlier about one person, one team, it's about this holistic organizational,you know, advancement and holistic view of what we're doing and we really feelif you do these three things and do them well, you're not just going toexist and we don't want our clients to just exist and go through the motions.We want them to be remarkable, we want them to be known as heroes in theircommunity and to have a profound impact on their community for their stories tobe remembered in their communities as well. And so we just felt reallypassionate about our software, can tell a much bigger story about what ishappening in banks and credit unions and financial brands and to be able toelevate that to the point of being remarkable and remarkable being bothfinancial performance in playing engagement and all of these othermetrics that showcase that you're a successful brand as well. I want to totap and dive deeper into kind of each one of these three areas, obviouslymarketing and cells. But then you you've come back to this point ofcommunity, community community, what are the biggest roadblocks that you seewhen it comes to marketing cells? Community in this digital post? Covidworld that we're all navigating through, that could hold a financial brand backfrom maximizing not only their growth potential, but the value that they cancreate in the communities that they serve. Yeah, well, I think it was kindof the catalyst two of us investing in developing our community product. Ourcommunities by product was we knew that these social good, this communityreinvestment, all of these philanthropic activities were takingplace at a community level and that community banks and credit unions do anexceptional job of this. And but that what we were identifying was to kind ofprimary things. They weren't doing a great job of communicating it outwardlyright. Like it's like, you know, as from a marketing strategy perspectivethat should be in your marketing strategy, how do we communicate thegood that we're doing? And then the second part, going back to the employeeelement, really uniting and igniting the employees around philanthropic andcommunity activities too. So it became totally integrated as part of theirbrand and their culture experience too. And so those kind of two things reallymissing in what we identified, we really try to create a solution thatcould help drive that employee advocacy, give the data and the information tothe marketing team to then be able to communicate it really effectively aswell. I hear what you're saying you see...

...and I agree a lot of communityfinancial brands are not doing a good job communicating the the good thatthey're doing in the communities that they serve both community bank withSierra and credit unions as well. I mean it's built into the business model.I hear a lot of times like specifically marketing teams and even leadershipteams, they're like, we're the best kept secret. And I'm like, what do youmean you're the best cups? What do you want to be a secret exactly? You wantto, you know, like let's shout this from the rooftops. And I think moreimportantly, if we can empower our internal advocacies to unite and ignitearound a common purpose, Yeah, that goes so much further than justmarketing the brand because in this post Covid world Trust is the currencythat we trade and do business around. And people are going to trust peoplefar more people are gonna bank with people far more than they ever willwith the brand. And you hear that in the physical world, I walk into thisbranch. I know my banker by name, I know my Lord officer by name. I trustthem and they might not trust the brand per se. But they trust the person whorepresents the brand. What are the opportunities to take that that legacythinking which is so sound in human behavior and just simply control c copyand then control v paste it into the digital world. Right? And that's wherelike what you talked about earlier run with social selling like what isstopping people? You know I'm not good at this. What do I write? You know whenyou think about good marketing, whether it be a personal brand or a much largerbrand, it's all about authenticity. And so if you're really in graining thismessaging and culture internally to where it's really understood, there'syour content there, Jolinda, right? Like talk about the things that matterto you that matter into your community. If you're building up this tremendousamount of personal loyalty by you know, again, people come into the bank andthey know you by first name, there's your user generated content Jolinda,right? People are advocating now for you. And so it's part, you know,obviously education, but it is about having this really powerful brandmessaging that is just consistent throughout the entire organization, towhere it really is often authentic to where it's not forced and it comes veryorganically and natural to people to talk about how much will banking on apurpose that's larger than the commoditized promotion of just dollarsand cents, putting the transformation of people over the transaction ofdollars and cents. How much of that will play in this role going forwardwhen it comes to social selling, social advocacy, employee engagement. What areyour thoughts on that? I believe that we're already seeing kind of a littlebit of a great awakening if you will, you know, from 2020 and the research ofwhat has come out of last year and has been already released this year as well.What is more and more important to the consumer and purchasing decisions, butalso retention and advocacy for a brand. And so there's some tremendous researchout there already. I think we're going to see it even more. Um, Snapchatactually did a pretty cool research study to around financial services anddecision making to So you're not just talking about the current environmentand what is important to people today, But you're talking about a whole newgeneration of consumers who financial wellness, financial literacy, financialwell being is incredibly important to...

...them and these are 18-24 year olds. Um,and so there is a clear need to build strategies around this for financialbrands. Historically, a lot of that has lent into just financial literacy. Butagain, as we talked about niche banking, niche positioning as well, how are youreally understanding, what are we good at and how we, again, going tocommunicate that as part of our brand and even our growth strategy as well?And so I think it's going to be very, very, very important for brands to makesure that they understand who they are. But how are they incorporating this asa communications strategy to grow and acquire and retain their customer base?Yeah. This idea of niche and have been having a lot of conversations withJeffrey Kendall over at Nimbus around this and I can't help but think to kindof go back to the beginning of our conversation, a niche bank opportunity.And Jeffrey and I could literally just have like, we could just talk nichebanking all day long podcast by the way. I mean it's a lot of fun because like,well now it's like, you know what if what if you had the Bank of Gucci right?Imagine what that would look like. And I think it would be interesting for aplay for Gucci because Gucci you talk about data and insights how much moreinformation they would gain into a Gucci brand lover to come and maketheir marketing even that much better. I don't think Gucci would ever get intobanking too, you know, for the financial aspect, I think they'd getinto it for the data and the insights that they would gain from the purchasebehavior and, and that would just be completely transformative. Youmentioned this, this um research being done by Snapchat and I think it'simportant to note right here, what they found is over 50% of jen's ears state.They are less less likely to buy from a brand that promotes issues that haveopposing views and this is where that C. R. A. This purpose banking on purposecomes back and like shout this from the rooftops. But going deeper into that,you talked about like the stress 60 of Gen Z's feel stress weekly or daily andmoney and money plays so big into that. So what are the opportunities there forfinancial brands to either like reduce that stress or take away that stressaltogether? Because this is what's holding so many people back from reallyliving their best life ever. Yeah, absolutely. Uh yeah, I I wrote a blogon that jen's so that Snapchat study and had some, you know, try to reallytranslate that are about to the financial services environment too,because there is a lot of conversation around, you know, millennials and gen zit and we need to thank them and we need to do a very focusing on thesegment, but they're not really focusing in on the why behind thesegment as well. And so I thought that that article really had some greattalking points about really, why not to ignore them and to not just pigeonholedthem into a category because they're very clear that they have some veryclear financial goals and situations that need to be addressed as it relatesto. How do banks and credit unions play a role in eliminating that stress or agreater equipping them. This is where I really see again, technology cominginto play because it's not just about your junior achievement program andhaving somebody walk into the school and um you know, giving them a pamphletand here's how to balance a checkbook, right? Like, yes, financial literacyplays a role and we actually all need to as a community, we need to do abetter job at doing that and making sure that our um communities have theright financial education so they can...

...be prosperous and financiallysuccessful and that takes us out of poverty. But financial wellness reallyI believe comes into how do we integrate technology more into thisprocess? So people understand more about financial goals, No more aboutwhere they should be if they want to accomplish said goals and there's somereally great um you know, MX is doing an awesome job with some Gamification,like apps, you know, as part of their mobile banking experience. Theirdevelopment team have done some incredible things ever if I as well,their um financial wellness programs that they're doing in schools, but it'svery different, it's integrating technology with avatars and they have aprogram that's phenomenal where the students actually own a food truck andyou know, there are a food truck. I know it's very aspirational and it'sit's amazing, but it's just a very different concept of how are we usingGamification, like virtual reality, all of these different types oftechnologies that are allowing us to talk about financial wellness in adifferent um in a different capacity and and to a different audience indifferent ways as well. And that's where I get really excited about thepotential. Yes. And on the point of food truck a personal aside, you know,I love cooking breakfast for my wife and kids and cook on a, on a skilletthat we got an early marriage and when my wife was pregnant I started cookinggrilled cheese sandwiches. So I always said I would open up a food truck, itwould be called who moved my cheese? Great marketing right there James. Yeah.And so and I think to your point about this financial literacy, financialwellness, financial empowerment, that's the next level up because there's a biggap between knowing something and doing something and growing. And so it allcomes down to like micro winds, micro moments. I mean there's a lot now weknow about behavioral economics. I was just talking to a university class andthe professor was asking me if I was a guest lecturing. He said, what would beone thing that you would recommend our marketing students? No, I said you needto start studying human behavior even more because people are going to tellyou what they want sometimes. And what I mean by that is there's a bigdifference between you know someone saying what they want or what they'rethinking about or what they'll do than actually watching and observing thatbehavior. Because sometimes we say one thing that our actions are completelydifferent and on that point of actions there has been a fantastic conversationtoday Jody and grateful for all the knowledge that you shared. But as wewrap things up, what is one practical action? One step one micro behaviorthat you could recommend financial brand marketing cells, leadership teamsdo to empower them, to ignite them to enable them so they can continue toleave their mark and be remarkable. What would be that one small thing youcould recommend that they can start doing today? I don't know if it's small,it could be small, but it needs to be bigger. Um but I've been really tellingour bank clients and been advocating 2021 needs to be the year of upskilling and re skilling your team and investing in education as we thinkabout so many of the digital tools implemented or expedited on the projectQ in 2020. And just all of these other shifts in strategy, there hasn't been alot of focus on the employee impact and the employee role in these strategiesto, and so, you know, internal communication and again, building outan opportunity to train and educate...

...people that don't have the skills, butat that senior leadership position, the people that are steering the ship onthese initiatives, they need to be investing in up skilling themselves sothey can really understand more things about not just the technology, but howit translates throughout the organization and how it really affectsthe customer as well. And so I think that that can start small, but it needsto be part of a much bigger, longer term strategy and plan going Forward100 agree because there are four, I call them the four digital growthoperating environments, you can be learning, you can be thinking, you canbe doing and you can be reviewing which will inform your next iteration oflearning and it's so easy to get trapped in the doing of whatever itmight be that you have to be intentional to create that space andtime to always come back and learn to gain new insights to help the unawarebecome aware of what the future could look like. Because as you mentionedbefore, fear of the unknown is one of the greatest fears that hold us backfrom achieving just even our full potential as financial brand leaders,as marketing and sells teams. And there was a great report that was justreleased from uh, sloane that really dives deep into that. And if anyonewants to continue to dive deeper into the conversation that we started todaywith you personally, what's the best way for them to reach out and say hello?Yeah, absolutely. Um, I love connecting on linkedin. So Jody get a C F M P onlinkedin, obviously social assurance as well. Um Jody at social assurance dotcom. I love learning. I love learning from others. And so I just welcomed theconversation and I very much grateful for today's conversation to Jamesrobert. It's been wonderful. This has been fun Jody and thank you for joiningme on another episode of Banking on Digital growth. Thank you have a lovelyday. You too as always. And until next time be well. Do good and make your bed.Thank you for listening to another episode of Banking on digital growthwith James robert. Ley. Like what you hear, tell a friend about the podcastand leave us a review on apple podcasts, google podcasts or Spotify andsubscribe while you're there to get even more practical improvementinsights, visit www dot digital growth dot com to grab a preview of Jamesroberts, best selling book banking on digital growth or order a copy rightnow for you and your team from amazon inside you'll find a strategicmarketing and sales blueprint Framed around 12 key areas of focus thatempower you to confidently generate 10 times more loans and deposits. Untilnext time, be well and do good.

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