Barclay’s bank UK runs a programme for UK youths trying to make sense of life after their high school or in the final years of high school.
The marketing/CSR initiative centers around helping kids understand the digital economy, developing networking and presentation skills and securing work by writing better CVs and identifying suitable employers.
IBTC Stanbic bank in Nigeria waits for a miracle story to break, then finds Ms Orisaguna, and offer some obscure funds scheme to her kid. It’s not a planned narrative, just predatory and opportunistic approach to life and marketing.
That is the tale of 2 banks from 2 different climes.
Barclay’s understand that success is not an overnight phenomenon, and that the UK public aren’t so stupid and easily conned, they adopt a carefully thought out strategy, which will yield long term goodwill for the brand.
The kids they are helping out now will grow to become believers in whatever they evolve into.
IBTC Stanbic on the other hand, are only reacting to whimsical events around them. Jumping on the bandwagon of other knee-jerk reactors to fête Orisaguna’s baby, signifies a lack of long term strategy to communicate their brand essence.
So what if the bread seller went to work by another route and the story didn’t break? What would they have been actively doing ti build that brand?
Culture. Organisational culture is something Nigerian brands overlook. It’s something intangible but appears in every facet of a brands touch points people can sense it.
Just like you know if a human is well brought up by simply observing their actions and inactions on a number of issues.
Let’s say both banks operated in the same market, I would rather the ones which think long term and demonstrate that in their strategy handle my financial affairs than the ones giving the imagery of opportunism.
-written by Banjoko Oludolapo