Six Tips for Banks to Develop a Small Business Content Program

October 18, 2016

In a recent EMI blog post, we discussed ways that banks could re-engage with the small business market. One of these ways was to develop content of interest to small businesses. The development and distribution of targeted content can enable banks to re-establish credibility, act as a proof point of banks’ commitment to small businesses, and reposition banks as a key source of advice for small business owners.

The following are six tips for developing a content program aimed at small businesses:

Conduct due diligence. Survey small businesses and company stakeholders to develop insights into what content topics small business owners are interested in, how they consume content, and how they perceive banks as content providers. In addition, banks should study competitors’ content development to identify best practices as well as approaches to avoid. And banks should also assess content topics and styles deployed by dedicated business media, such as Inc. and Entrepreneur.
Develop a content portal. Large banks—such as Bank of America (Small Business Community), Capital One (Spark Business IQ), JPMorgan Chase (Chase for Business Resource Center), U.S. Bank (Connect), and Wells Fargo (Wells Fargo Works for Small Business)—have all developed small business portals. These portals publish a regular stream of small business-related content, which aim to drive small business awareness, interest and engagement. Establishing content templates and guidelines—covering content length, styles, colors, fonts, logo treatment, images and graphics, and approval processes—facilitate timely content development and publication.
Focus on topics of interest to small businesses. Content developed for small business owners tends to be focused on key business life stages (e.g., starting a business, growing, selling), and related business challenges and financial needs. Such content positions the bank as a trusted advisor for small businesses at different stages of evolution, and can act as a catalyst for small business engagement.
Utilize a range of content types. Banks have a range of different content types at their disposal, each of which offers specific advantages in terms of developing and presenting content. These include articles and blog posts, case studies and success stories, podcasts and webcasts, videos and infographics. Wells Fargo has a dedicated “Wells Fargo Stories” section on its website, which include thumbnail summaries, which link to additional detail, including video. Content should be presented in easy-to-consume formats for small business owners who are bombarded with information on a daily basis.
Promote content across multiple channels. Banks should aim to present this content across a number of channels, including social media (in particular LinkedIn and Twitter), the company website, small business media, and small business-oriented events. In addition, this content should be adapted for use by the bank’s small business bankers in branches or on the road. Some banks that maintain small business content and advice portals extend this branding into social media. A standout example here is the @WellsFargoWorks Twitter handle, which mirrors the bank’s Wells Fargo Works for Small Business portal.
Carry out small business surveys. Many of the large banks now conduct and publish regular (annual, quarterly or even monthly) surveys that track business sentiment and key challenges. These surveys help demonstrate the banks’ commitment to the small business market. And findings from the surveys provide fodder for content development that can be used across a range of channels. Many of these have been in place for more than a decade (PNC has published a semi-annual PNC Economic Outlook since 2003), and some include a metric that is tracked over time (e.g., the Bank of the West Small Business Growth Index). A number of banks create market-specific versions of these surveys (U.S. Bank publishes versions of its annual small business survey for 11 markets in its footprint), which help raise the bank’s profile in these markets. Banks have also conducted one-off surveys of current hot topics (e.g., the TD Bank EMV Survey in November 2015) or focused on targeted segments (the August 2016 Bank of America Women Business Owner Survey).

Developing relevant and engaging content across multiple media enable banks to position themselves as aware of small business ambitions and needs, and committed to partnering with small business owners to develop pathways to business success.

Multiple Motivations Drive Credit Card Issuers to Introduce New Plastic in 2016

May 11, 2016

The first four months of 2016 have seen a steady stream of new credit cards entering the market. Issuers have a range of different objectives for introducing these new cards, including:

Filling gaps in the issuer’s product portfolio

PNC lacked a travel rewards card, so launched the Premier Traveler Visa Signature Card in April 2016. The card features an earn rate of 2 miles per dollar, offers a choice of mileage redemption options, and carries an $85 annual fee (waived the first year). The card also promotes a 30,000 bonus miles offer, and an introductory offer on balance transfers (most other travel cards have purchase-only introductory offers)
TD Bank launched the TD Cash Visa Signature Credit Card, which features an unlimited 2% cashback on dining, 1% on other purchases, a $100 cashback bonus, and no foreign transaction fees.

Discover introduced the Discover it Secured Card, which both expands the it suite and enables Discover to target higher-risk borrowers. Applicants for this secured card must deposit at least $200 to open an account. Unlike many other secured cards, the Discover it Secured Card offers 1-2% cashback on spending. It does not carry an annual fees, but does have an APR of 23.24%.

Launching enhanced versions of existing products

Chase’s new Freedom Unlimited Card has many of the same features as Chase Freedom (APR, introductory offer, bonus offer, fees). However, the new card offers unlimited 1.5% cashback on all purchases (Chase Freedom had featured 5% on up to $1,500 spent in categories that changed quarterly).

American Express launched SimplyCash Business Plus, an enhanced version of its main small business cashback credit card, SimplyCash Business. SimplyCash Plus Business Credit Card features charge card-like functionality, which allows cardholders to exceed their credit limit for specific large purchases. However, these purchases must be fully paid for at the end of the billing cycle.
Wells Fargo introduced the Wells Fargo Propel American Express Card, the third in a series of Propel cards. The card offers 3 points per dollar on gas, as well as 2 points per dollar at restaurants. Cardholders who hold qualifying Wells Fargo checking or savings account receive a 10% points bonus.

Introducing new co-branded or private-label cards following new partnerships

Citi announced the launch of the Costco Anywhere Visa Card, following Costco’s well-publicized decision to split from American Express. The new card features 4% on gas spending (on up to $7,000 in gas spend), 3% on travel and at restaurants, 2% on Costco purchases, and 1% on other purchases.
Barclaycard launched a suite of three JetBlue MasterCard credit cards (two consumer and one business), following JetBlue’s decision to switch from American Express. All three cards feature no foreign transaction fees, in-flight savings, and a higher earn rate on JetBlue spending.

American Express introduced two new co-branded cards from Charles Schwab, the American Express Platinum Card for Schwab, and the Schwab Investor Credit Card from American Express.

As issuers look to grow their card volumes and outstandings, they will need to regularly revisit their card portfolios to determine if they are meeting customers ever-changing payment needs and preferences. Issuers should be prepared to act quickly to change elements of their card portfolio, e.g., adding new cards, enhancing existing cards, and even eliminating some cards. And these product portfolio decisions should be supported by other card-related decisions, on pricing (interest rates and fees), incentives (bonus offers and introductory rates), ongoing rewards (earn rates and redemption options), and value-added features.

Leading U.S. Banks Continue Robust C&I Loan Growth

August 14, 2015

The leading U.S. banks reported a 10% y/y rise in average commercial and industrial (C&I) loans in 2Q15, based on an EMI analysis of the FFIEC call report data.

Interest income on C&I loans rose 5% y/y, indicating that downward pressure on commercial loan pricing persists. This is reflected in the following table, which shows consistent y/y declines in commercial loan yields. However, there are signs that yield are now stabilizing.

Most leading banks report that the commercial loan market is highly competitive. So, how are banks managing to grow their C&I loan portfolios at double-digit rates?

Banks are targeting specialty segments. Many leading banks reported that targeted vertical segments drove overall commercial loan growth in the second quarter. Comerica’s average technology and life sciences loans rose 20% y/y, compared to only 3% for total Comerica middle market loans. And while KeyBank grew its commercial, financial and agricultural loans by 12%, loans to the transportation sector grew by a hefty 42%. A bank’s selection of target segments depends on a number of factors, including segment size and growth, concentration of specific segments in their footprint; and the bank’s heritage in serving this segment. To more effectively build a presence in specific vertical markets, many banks are now creating dedicated teams that include industry experts. In addition, a number of banks are developing segment-specific content, which both establishes bank credibility and creates opportunities for prospect engagement.
There are signs of growth in commercial loan utilization. As the economy and business optimism improves, companies are more inclined to invest to grow their businesses. A number of banks are now reporting a slow-but-steady rise in commercial loan utilization. Regions reported a 97 basis point increase in line utilization during the quarter. Equally, Fifth Third’s commercial line utilization rose from 32% to 33% in the second quarter.
Banks are increasingly focused on optimizing commercial client lifetime value. As in consumer banking, banks are seeking to optimize relationships with commercial clients by taking a lifetime value approach and focusing not just on acquisition, but on all key stages of the relationship (including onboarding, retention and cross-sell). The effect of this approach for banks can be significant. Since the start of 2010, Huntington Bank has grown commercial relationships by 36%, but commercial relationship revenue by 72%. The percentage of Huntington’s commercial clients with 4+ services rose from 32.6% to 43.4% over the past three years. This long-term perspective may also help explain why yields on new commercial remain low. In discussing its quarterly financials, KeyBank claimed that “if we believe we have a client who wants a broad relationship and the credit metrics look good for us, we know that over time we can generate a profitable relationship, even if we are pressured a bit on the loan pricing.”