SOURCE: http://gmj.gallup.com CONTACT: Gallup Management JournalINFORMATION: Editorial and Executive Offices1251 Avenue of the Americas, Suite 2350New York, NY 10020+1.888.274.5447
A Gallup study in the United Kingdom offers clues to who's really responsible for improving a bank's performance
June 17, 2010
Bank CEOs who successfully navigate this stormy economy deserve whatever power, prestige, and rewards they may garner. But a Gallup study in the U.K. reveals who's really responsible for improving a bank's performance: frontline associates, who make or break their companies' future every day.
Bankers know plenty about their customers. They know their demographic data, their transaction activity, and their financial history. They likely know every necessary personal detail that will protect their assets. But do customers know their bankers? Probably not, Gallup says.
Changing your brand promise involves a lot more than altering your advertising. That's because whether you're selling casual dining, SUVs, or daily newspapers, the promise isn't the only thing that matters -- the delivery counts too.
Your company must do more than make promises to consumers. You need brand ambassadors who deliver on them, says William J. McEwen, author of Married to the Brand.
