A Sample of What You Will Find
"The intent of this book is to take financial services marketing practitioners out of their comfort zone and motivate them to explore new techniques and approaches. The ideas and concepts presented here are meant to serve as catalysts for innovative thinking. The challenge to the reader is to take ownership of those concepts that have relevance to their situation and adapt them for integration into focused, objective-driven marketing programs."
page 247
"[The example] demonstrates one of the most important and least understood factors in the development of powerful messaging: the need to determine whether product/service benefits are independent or interdependent. Our experience shows that messaging is most effective when it recognizes and links interdependent benefits."
page 81
"By rejecting traditional retirement, living longer and better, and choosing to work or cycle between work and leisure, baby boomers will reinvent retirement—a fact that has profound implications for how financial practitioners advise this generation of clients."
page 228
"We believe that satisfied clients can provide powerful third-party endorsement for a financial services organization. The key to launching this potent "salesforce" is a focused referral program. Properly schooled and incented, satisfied clients can positively influence prospects and produce significant incremental business."
page 148
"Unfortunately for financial services marketers, it is not enough to simply create strong, differentiated messaging. Success depends on making sure that those messages are read. We believe that there is a significantly underutilized, time-proven concept that can help marketers create interest and readership—the power of NO."
page 81
"We believe that the starting point for the development of an effective strategic plan is the definition of a business's role in the marketplace. . . . How management answers the question, "What business(es) are we in?" can have a significant effect not only on the company's strategic planning, but also on its ultimate success."
page 25