Screen Shot 2021-04-06 at 1.36.18 PM.png

Recently, Gramercy Institute Chief Analyst, Bill Wreaks met with Marty Dauer, Chief Marketing & Communications Officer at Kroll on Financial Marketer TV.  

 

Financial marketing professionals may know Kroll better by its former name—Duff & Phelps. Kroll acquired the Duff & Phelps brand and has full-on embarked upon an initiative to re-brand the Duff & Phelps brand under Kroll. There are many moving parts and pieces to the rebrand effort and as Dauer points out, internal audiences are not only central—but critical—to this successful rebrand, “the whole idea is to engage people."

Marty Dauer.jpg

Founded in 1932, Duff & Phelps is an independent advisory firm with nearly 5,000 professionals in 30 countries and territories around the world. Kroll’s reputation is built on security, cyber-security investigation services and risk consulting. Today, Dauer leads both marketing and communications at Kroll. Prior to his leadership at Kroll and Duff & Phelps, Dauer held executive positions with GE, Tyco and Marsh.  

 

As Marty Dauer reflects back, “2020 was both our best year and our worst year. It's the worst year because, well, because we all had to endure the pandemic. But it was the best year because we focused and we adapted well. We've demonstrated flexibility. We are now more nimble than ever."

 

Gramercy Institute was fortunate to borrow a few moments with Marty Dauer on a recent episode of Financial Marketer TV. We are pleased to present some key takeaways from the interview here.

MARKETING HAS CHANGED FOREVER

  • There is no new normal anymore. Normal doesn't exist. We all have to rethink marketing. Outreach has changed. Office dynamics have changed. This will have impact on how we market financial services in the future. In the future, there will be a much more sophisticated approach to digital marketing—and we are ready for it.

  • We have all become experts in Zoom and other new communication APs and technologies. These new communications have us all glued to our desktops. Marketers NOW need to cut through this—almost as entertainment. This post-pandemic view is a real opportunity for financial services marketers. 

 

MEDIA CONSUMPTION HABITS HAVE CHANGED

Dauer looks at media consumers today in three groups.

 

  • There's a group of media consumers that will never change back from digital media channels that have become the new norm in this pandemic era.

  • There are those who will admit that they "kind of like" the flexibility in this new kind of life-work situation that has come about from this new way of working at home and at work at the same time.

  • There is emerging a new class of audience that needs to simply "unplug" in response to the "always-online" focus that they have had to deal with over the course of this pandemic. Those that are burned-out from the digital existence. How do we reach these people who want to unplug? We should pay some serious marketing attention to this third group."

 

 

CHANGES AHEAD IN FINANCIAL MARKETING

Dauer points to three distinct areas in which marketing is changing, as we move forward:

 

  • Fintech Disruption: Fintech disruption certainly extends to financial marketing. For example, the way that we can now deposit checks into our bank accounts by simply taking a photograph of each—this has changed the way we bank. It has also changed the way banks market their services and brands. There are also concepts such as 'gamification' which is changing the way financial marketers can capture audience attention and engagement. 

  • Reputation Management: In recent months or years there has been a polarization within society. Financial marketing executives must work hard, reputation-wise, to bring otherwise divergent groups of people together, rather than push them apart. This is the new and serious work of marketing. 

  • Defining Financial Value: Another factor that is going to affect financial marketing  as we move forward, is the way we look at and think about real value in financial services today. Remember that Game Stop stock run-up? What the industry needs and what the industry considers to be real value can be totally different things. If we don't think about real value—and what it is—on our own, our investors and our clients will define it first.

The Whole Idea is To Engage People

Gramercy Institute wishes to extend its gratitude to Rachel Tuffney, EVP, US Operations at Dianomi for her leadership in preparing this

"Financial Marketer TV Key Points" summary.

Tuffney-4086.jpg

Elephants, Rabbits & Marketing. Oh My!

Recently, Gramercy Institute Chief Analyst, Bill Wreaks enjoyed a lively conversation with Lauren Boyman, Chief Marketing Officer (US) of KPMG on Financial Marketer TV. KPMG is a major global audit, tax and advisory services firm. In her role, Ms.Boyman directs a US marketing team of over 300 professionals. She has served in this role since early 2020. In her last position, she served as Chief Marketing Officer, Morgan Stanley Wealth Management.  She had served there for 12 years prior to her move to KPMG. Here are some key take-aways from this deep-dive interview with Lauren Boyman: 

lauuren boyman.png

NEW IMPORTANCE OF MARKETING

  • Marketing at KPMG carries with it an important responsibility to manage two types of marketing. Brand consideration at the high-end of funnel is important. But also, the responsibility of driving leads falls squarely on the shoulders of marketing as well. 

  • At KPMG, there’s a strong alliance between sales and marketing and this alignment does not just take place at the highest level but also at marketing sales level too.

  • Some marketing teams rely more heavily on sales than marketing. Marketing plays a very important role, at KPMG. It represents a huge opportunity for a  team (or a team member) to make a difference.  

  • There is more and more interest in investing in marketing technology at KPMG. “We’re on a transformative journey,” says Boyman.

 

MARKETERS ARE HUMAN

  • Managing a marketing team of 300 people carries significant responsibility. One big take-away in leading a team of this size, says Boyman is remembering that at the end of the day “we’re all human.” 

  • These (Covid-19) times have been challenging for our industry and marketing team members. “When managing the team, I am reminded of the importance of personal and professional life separation,” says Boyman

  • Ironically, the pandemic seems to have broken down certain walls between personal and professional lives. “It makes leadership more understanding,” says Boyman. “I have felt much more human with my people and I have been more understanding about the importance of setting boundaries for the work environment.”

 

OPPORTUNITY FOR AUDIENCE CONNECTION

  • When targeting audiences, I look for an “opportunity for connection,” reports Boyman. “Today, You have to work harder to get the signals–I encourage the team to look for the ‘signals’ and get data on purchaser intent.” 

  • There’s more than one data point to consider when targeting audiences.  “We look to other, additional info to triangulate. Then, the key is to put it all together so that you have a real story, then you can put sales on the case,” she says.  

  • Covid-19 has forced us “deeper into a digital direction,” says Boyman. “We were already on that journey, but today, there’s more of an onus for digital marketing to increase lead flow.”

  • Covid-19 media habits have narrowed the places for people to be exposed. “Basically, there only is digital," says Boyman. “There are fewer tools. You have to be more creative.”

  • “We’ve experienced more focus on measurement,” says Boyman. “That piece of puzzle is getting better and better. This is one of the most exciting areas of marketing growth.”

 

OF ELEPHANTS & RABBITS

  • I look at my marketing team’s challenges as “Rabbits (day-to-day projects) and Elephants (long-term projects).” “We are working with both rabbits and elephants at the same time. Everyone has to devote enough time to both.”  

  • One (elephant) challenge example is that the KPMG culture tends to me be more private and “we are not accustomed to boasting  about how great we are through chest-beating bravado,” says Boyman. “Our clients do know us and the they know what we can do, but all prospects may not. So, we need to tell our story externally and tell it through multiple channels.”

Gramercy Institute wishes to extend its gratitude to Rachel Tuffney, EVP, US Operations at Dianomi for her leadership in preparing this

"Financial Marketer TV Key Points" summary.

Tuffney-4086.jpg