FINANCIAL MARKETING IN TRANSITION - Forbesimages.forbes.com/forbesinsights/StudyPDFs/FCS-Financial_Marketing_in... · Our recent meeting at the Forbes Galleries resulted in a productive

FINANCIAL MARKETING IN TRANSITIONARE YOU ON THE RIGHT TRACK?

IN ASSOCIATION WITH:

CONTENTSForeword 2

Introduction 3

Content Creation and Real-Time Marketing 5

Marketing Operations and the Organization of the Future 7

Strategy, Insights and Analysis 9

Customer Experience, Brand Engagement, Evangelism 11

Conclusion 12

Methodology and Acknowledgments 13

1 | FINANCIAL MARKETING IN TRANSITION

FOREWORDThe Financial Communications Society (FCS) is proud to have partnered with Forbes Insights on its research into marketing’s transformation, particularly within financial services. Nearly three years ago, we created the FCS Marketing Leadership Roundtable to enable senior marketing executives within financial services to dis-cuss topics of mutual interest. Our meetings have served as an intimate forum for open dialogue on topics such as trust in financial services and content marketing.

Our recent meeting at the Forbes Galleries resulted in a productive exchange of ideas in reaction to Forbes Insights’ important research. Marketing is becoming more central to overall business strategy, and Roundtable members shared best practices, as well as their challenges and learnings. Promoting education within the financial services marketing community is one of the FCS’s core objectives. The following report provides a summary of not only the research, but also of perspectives from our Roundtable members. We are hoping this report will benefit our members and the industry in general.

If you aren’t familiar with the Financial Communications Society, please visit www.thefcs.org. It is with great pride that we donate the net proceeds of numerous events to a range of important charities. Since 2000, chari-ties have received more than $2 million from the FCS.

Sincerely,

Tom Jago, FCS Executive Committee

[email protected]

COPYRIGHT © 2014 FORBES INSIGHTS | 2

INTRODUCTION BY BRUCE ROGERS What we do as marketers has changed dramatically over the past few years—let alone the past 10. Yet most company marketing organizational charts look the same as they did 50 years ago. Clearly the pace of change in how we communicate with and connect with customers is outpacing the marketing organization’s ability to keep up. Technology is the driving force behind these changes and marketing organizations represent one of the last corporate functions to be disrupted by ever-quickening cycles of digital innovation.

That is the premise behind this research and report. Through our work with the Marketing 2020 research partnership, which represents one of the largest research initiatives of its kind, incorporating over 10,000 respondents from senior marketing executives around the world, we were able to explore the marketing capa-bilities and characteristics that identify high performing companies. More importantly for the FCS membership, we could further identify these traits among financial service respondents. What results is a strong picture of best practices for senior marketing practitioners and the organizations for which they are responsible.

Transformation is never easy, especially in a tradition-bound and highly regulated environment like financial services. But nothing less is required for CMOs responsible for driving business growth. Certainly the skill sets and experiences for what it takes to succeed today and over the next ten years are still evolving, yet this research and report makes it clear that forward thinking marketers are fast at work to create a change agenda for their organizations.

I am privileged to be able to spend time with these transformational CMOs, many of whom are represented in this report. We hope you’ll find their insights and this research inspiration for your own transformation journey.

Bruce H. Rogers,

Chief Insights Officer, Forbes Media

[email protected]


Content Creator. Digital Communicator. Organizational Influencer. Strategist. Growth Partner. Big Data Analyst. Customer

Experience Curator. Brand Evangelist. These are just some of the elements of the CMO’s role today. There will be more tomorrow.

The role of the CMO continues to transform and expand rapidly in response to the empowered consumer and technology. This

paper explores how to stay transformative.

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CMOCONTENT CREATION AND REAL-TIME MARKETING The customer is in the driver’s seat. Customers are perpetually connected. They have more control than ever, and there is no hiding

from that. That’s what Forbes Insights heard when we talked to financial services CMOs about major trends affecting them. Those

CMOs were right. The top three marketing trends revealed by the Marketing 2020 survey all center around the consumer and

access to new technologies (Fig. 1).

These empowered consumers are plugged in and often participating in multiple conversations going across differ-ent media. They know what they are interested in, what they are looking for and, to a large degree, what’s out there. The marketplace is so crowded with information that it is hard to break through, says Jamie De Peau, CMO at Lincoln Financial Group. Consumers will not react well to having random content thrown at them out of context. That does not mean that storytelling is dead. It has been redefined. It cannot highlight capabilities or competencies but must high-light solutions that meet the client’s objectives.

“Traditional marketers would often say: ‘We’ve got this really important initiative. Let’s put it out into the market-place,’” says Mark McKenna, head of global marketing at Putnam Investments. Today that would be like trying to hijack a plane piloted by the consumer. The consequences could be dangerous. So Putnam is trying to put out con-tent to fit a relevant dialogue that’s occurring, rather than “shoot it out the door and hope someone hears it.” “There’s too much clutter out there. You have to attach yourself to a dialogue, rather than try to create one,” says McKenna.

To engage consumers the content needs to be deliv-ered in the way customers like to communicate. And that means in little bits—blogs, tweets, short videos or info-graphics, for instance—and not the typical big-production, big-statement displays of a brand. Consumers can be reached in myriad ways, and the way they make purchase decisions is


really complex. “The traditional funnel is dead,“ says Denise Karkos, CMO at TD Ameritrade.

In fact, the messaging paradigm has been flipped. It used to be known as “going to market,” and it involved big tele-vision ads supported with print and some digital and social marketing. Some marketers Forbes Insights spoke with pre-dict that, considering the viewing patterns of millennials, television actually watched on TVs will soon become irrele-vant. Already the traditional funnel has been largely replaced with mostly digital social messaging, functioning as a scal-able version of word of mouth. It’s no longer about “going to market” but about “being in the market.”

Prudential has been very successful in creating consis-tently high levels of engagement through social media. The brand’s strategic entry into social media began during Super Bowl 2013, when Prudential premiered its “Stickers” com-mercial, in which people put stickers on a wall next to a number, signifying the age of the oldest person they have known. “We leveraged the exposure of the commercial with an online version of the experience that also stimu-lated conversation about longevity,” says Colin McConnell, Prudential’s head of advertising. Since then the ”Stickers” experience, has been replicated by other organizations around the country.

McConnell believes that the integration in content mar-keting throughout all channels is the most interesting trend happening in brand marketing now. It is not without its challenges. “Everybody is coming to grips with the idea that the old advertising model is gone and that timely, rel-evant, engaging content across all channels is at the root of what we’re doing. It redefines everything and places a lot of pressure on integrating the analytics, strategy, planning and creative,” he says.

The main conundrum for financial marketers is that cus-tomers are omni-channel and providers are not, or at least not all of them are. “When something new comes along, there is a tendency to departmentalize it,” says McKenna. CMOs are discovering that they cannot have a separate digital market-ing department for each channel (e.g., desktop, mobile, etc.) to ensure that messaging is going out constantly and reach-ing all channels, because products must work omni-channel. Social media, moreover, must overlay all marketing efforts. To this end several of the CMOs Forbes Insights spoke with rely on in-house social media evangelists, who spread the word, mentor and proselytize the use of social media among all marketing, communications and sales employees.

At Banamex, a Mexican financial services firm that is part of Citigroup, there are digital marketing days twice a year, during which experts from companies such as Google or Yahoo share their know-how. Diego Cosio Barto, Banamex’s CMO, says the program is so popular that clients have been clamoring to be included as well.

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MARKETING OPERATIONS AND THE ORGANIZATION OF THE FUTUREWith increased consumer complexity comes increased organizational complexity. The marketing messaging needs to be consistent

across all channels, fast yet accurate, and it cannot cease once prospects become clients. The organization needs to maintain pure

internal connectivity in real time to follow the customer across all channels.

Simply put, consumers don’t care about a siloed organi-zation. It takes a village of executives from marketing and functions outside of marketing to make it work. As Fig. 2 shows, close collaboration is worth it. Across industries, more marketers at overperforming companies work with other departments than do marketers at underperformers.

Marketing should be viewed through an enterprise lens, not as a separate organization. Marketing contributes to holistic growth, efficiency and client satisfaction and plays an important role in driving strategy and major initiatives across the organization. In a true spirit of breaking down barriers, Martha B. Willis, CMO at OppenheimerFunds is attempting to reorganize sitting arrangements to reflect the work flow instead of departmental units.

Each company seems to be finding its own way to organize the marketing function. At Prudential, there are CMOs at business unit level. At the corporate level, how-ever, the CMO role is fulfilled by the U.S. marketing council, composed of the business unit CMOs and heads of

corporate-level functions such as research, branding or head of advertising.

Banamex’s Diego Cosio Barto believes that marketers need to reinvent the way they organize themselves, as well as how they deal with product owners within their organi-zations, the media and the agencies. “I think it’s going to change. I would love to know how. We need to pilot test,” he says.

Once perceived as a supporting function for sales, marketing executives are now growth drivers, although financial services marketers lag other industries in that respect (Fig. 3).

Indeed, marketing is expected to evangelize around the consumer experience, pulling the organization together. “Marketing has a hand in so much in the organization that it’s hard to see where it begins and where it ends” was a



sentiment expressed at the Financial Communications Society/Forbes Insights breakfast held in May, which gath-ered the industry’s top marketing professionals. Research shows that the marketing function in financial services leads other industries in terms of working with IT and sup-porting other business departments with communications messaging. It lags, however, in two crucial areas—working with the CEO and with the finance department (Fig. 4).

Trying to fulfill this big-picture growth expectation is, however, a tricky place for marketers to be considering that marketing does not yet have control over many of the areas that it is supposed to influence. Says TD Ameritrade’s Karkos, “You have to be able to live with a lot of gray” in terms of the organizational hierarchy.

This is changing—too slowly, for sure—as marketing executives and organizations are being elevated to reflect their enhanced role. A portion of the marketing chiefs Forbes Insights spoke with report directly to the CEO or to the executive reporting to the CEO directly. However, the reporting structures and the degree to which marketing has a seat in the C-suite vary and are in flux during these trans-formative times.

Marketing needs to have a seat in the C-suite, as sup-port from the top helps enhance marketers’ ability to get the message out. As has been shown above, marketers in finan-cial services lag other industries in terms of working closely with the CEO. In some cases new roles, titles and reporting structures are being created for marketing chiefs to include them in the C-suite or executive committee level.

In the end, it may come down to the ability to build authentic personal relationships across the organization to make sure that others see the value of marketing growth initiatives and buy into them instead of feeling left out or threatened by them. It’s not just the executives but the troops that need to be comfortable with a lot of gray.

Given the regulated environment and the constant innovation in the social and digital space, one of the first things Goldman Sachs’ Lisa Shalett did when she became global head of brand marketing & digital strategy was to form a social media working group to bring together col-leagues representing all of the different control and risk touchpoints across the firm. “It created an opportunity to tap into the different perspectives and expertise across the firm. And, by learning and building a comfort level together, the group became really energized about enabling our digital and social communication and marketing objec-tives,” she says.

The outgoing marketing message has to be compliant, but it also needs to get out in time to have an effect on the consumer. Here’s a good approach: At Putnam, marketing works closely with compliance—they literally sit next door to each other, and together they brainstorm solutions.

In the case of TD Ameritrade, the close collaboration of marketing with other departments has benefited marketing. The marketing group was looking for a vendor from which to buy a new content management system when it learned during a staff meeting—to which the marketing depart-ment invited employees from human resources and public affairs—that other departments already had a CMS that marketing could use. Sums up Karkos: “We need to make sure that sharing information becomes natural behavior.”

MARKETING NEEDS TO HAVE A SEAT IN THE C-SUITE

The financial industry stands out: Trends such as availability of more data, transparency of markets and accessibility of information are stronger than in other industries. The recent regulatory environment has fur-ther influenced the strength of these trends by imposing more-stringent requirements on financial reporting and transparency. The result of these regulations is a wealth of new data (Fig. 6).

This abundance of data does not necessarily mean that financial services marketers have a leg up on other indus-tries. At this stage of understanding of Big Data, this wealth of data may be more of an embarrassment of riches, creat-ing more dilemmas about what to measure, how to analyze it and how to devise strategies accordingly. The marketing executives Forbes Insights spoke with pointed to dealing with data—making sense of it—as a top challenge, a com-mon answer to the “what keeps you up at night” question.

Financial marketers realize that their operations are not as sophisticated as those of retailers or packaged goods companies in terms of how they leverage data. In fact, the retail industry and the packaged goods industry are often mentioned by financial marketers as examples to learn from. Despite feeling that they’re behind the likes of Amazon, Zappos or Procter & Gamble, financial marketers are excited that they are catching up with retailers.

It’s only recently that financial marketers have had

access to the equivalent of what would be referred to as the same-store sales data in the retail industry. One of the big trends in marketing is that the tools previously available only to the retailers are now becoming available as inde-pendent products. Financial marketers are now able to track web clicks and see content engagement better. They are also able to more effectively marry that information to in-person touch points via Salesforce. Of course, marketers are still expressing some frustration about sales departments’

STRATEGY, INSIGHTS AND ANALYSISThe complexity of the consumer and the ways she can be reached has also increased the complexity of measuring the effective-

ness of marketing. The data available and tools to analyze it have proliferated. Despite the complexity, winners believe in big

insights and analysis. Research shows that more overperforming companies across all industries believe that Big Data will have an

impact on their business and that they have the right data and analytics to measure marketing effectiveness (Fig. 5).

15

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fully utilizing the information they are providing.The majority of financial marketers Forbes Insights

spoke with are measuring reams of data that go into their KPIs. This area of marketing is also in a state of flux, and many marketers are constantly rethinking and revising their KPIs. Marketing KPIs are focused on the measure-ment of data about customer interactions and engagements, tracing elements influencing the arc of customer decision making. They follow the spectrum of awareness, engage-ment, consideration, action, purchase, satisfaction and retention.

Thanks to such data on the product side, at firms such as fund groups, for example, the marketers can show how they have been able to provide added value to advisors. On the retail side, they can show their input in purchase deci-sions, retention or satisfaction. Once marketers understand the experience, they want to be able to develop programs that change customers’ behavior. The holy grail is to be able to understand how to act on this data, how to make the metrics predictive for future business growth.

Technology to help marketers analyze the data and connect the dots is now at an inflection point. “There’s tremen-dous energy happening in the software industry in the data analytics area. Being on top of it, know-ing where the puck is going, is what keeps me up at night,” says McKenna. Big Data mining and ana-lytics will only become more important. Research shows that financial exec-utives see it becoming more important as a capa-bility in five years (Fig. 7).

While it’s important to have the traditional mar-keting-only metrics such as brand favorability or awareness, it’s crucial for marketing to use metrics tied to the organization’s business performance. Two-thirds of over-performing marketing organizations have KPIs clearly linked to business performance, while less

than half of underperformers do (Fig. 8). Such business performance KPIs are based on output metrics, such as the number of new accounts opened, new households acquired or client satisfaction. The two types of metrics are of course interconnected: to fulfill business goals, marketers need to have strong brand health.

Of course, the correlation between marketing and top-line or bottom-line growth is hard to measure. It’s not easy to tie, let’s say, the usage of new marketing materials for an investment product to overall revenue growth. However, based on the financial advisors’ or customers’ engagement with the materials, it is possible to show that marketing contributed to revenue growth. “It’s important to map the whole buy cycle as it relates to marketing,” says Justine Metz, head of global wealth and investment management marketing and sales support at Bank of America.

In the world of analytics, it’s crucial to not lose sight of the people. For marketers to be recognized as strate-gic growth partners, the main barrier to cross may, in fact, be cultural. Today’s marketers cannot be effective if they behave in a culturally traditional way. Gone are the days when marketing’s role was to a large degree to support the sales department. But are the old mindsets gone as well?

Marketing teams of the past were order-takers and pleasers, not very disciplined about focusing on the high-est-impact work to drive the KPIs. Today marketers need the courage to have those uncomfortable conversations about what marketing is going to do and what it’s not going to do. Marketers need to focus on the highest-prior-ity work to drive toward the business KPIs. “We’re trying to go from being pleasers and order-takers to being strate-gic business partners focused on high-priority work,” says Metz.

7. TOP BIG DATACAPABILITIES FINANCIAL

EXECUTIVES SAY WILLBECOME IMPORTANT

IN FIVE YEARS:

BIG DATA MINING & ANALYTICS

45%

CONSUMER AND/OR CUSTOMER ENGAGEMENT

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CONSUMER UNDERSTANDING AND INSIGHTS

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8. PERCENTAGE OF ORGANIZATIONS THAT HAVE KPIs CLEARLY LINKED TO BUSINESS PERFORMANCE :

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Adding to the challenge is the fact that trust in big insti-tutions, including big financial institutions, has been on the wane. “We are transitioning from the institution to the indi-vidual,” says Metz. This is part of the switch from traditional messaging to the “digital word of mouth” social media conversation.

In order to reach external customers, companies need to first reach “internal customers,” i.e., their employ-ees. Without their trust in the company’s brand purpose and capabilities, the individual-to-individual messaging will sound hollow and inauthentic. At the other extreme, unhappy employees can cause substantial reputational dam-age when they take to social media with negative messaging.

Research proves that overperforming organizations give the same priority to internal employee engagement and external customer engagement: full engagement with the brand purpose enables the delegation of decisions, promotes a seamless customer experience and inspires employees’ pas-sionate evangelism with family and friends.

“Consumers can sniff out an inauthentic brand a mile away, and you have to be there as a consumer and as a brand at the same time,” says Karkos.

Several financial marketers Forbes Insights spoke with have developed unique programs or solutions to engage their employees. Lincoln Financial’s reporting structure is geared toward aligning employees with the external mar-keting message. Lincoln’s CMO reports to the head of human resources. Behind this reporting structure is Lincoln Financial’s commitment to the role that employees play in developing the brand. The company has, in effect, built its brand inside out by first building a consistent brand inside the organization through its HR programs, and align-ing it with the external brand.

“We ensure that the employees have the same experience with the brand as the customers do,” says Lincoln’s CMO, DePeau. It works. Employee engagement scores are higher at Lincoln that DePeau has seen in any other company she has

worked for. Winning employees’ hearts means helping them develop

and empowering them. Financial marketing executives Forbes Insights spoke with described training programs they offer. They range from inviting outside speakers, organizing classes if large groups of employees are interested in certain topics, and covering the cost of classes, based on the indi-vidual’s needs. At some companies marketing teams are also

measured on talent development and talent manage-ment. Others have introduced employee Net Promoter Scores, which measure not just whether employees would recommend to close family members or friends that they acquire the company’s products or services, but also if they would recommend to family members or friends that they work there.

Research proves that employee development is correlated with higher growth, as overperforming organizations tend to offer employees more training.

The idea behind brand engagement success is sim-ple: if your employees do not trust you, neither will your customers.

CUSTOMER EXPERIENCE, BRAND ENGAGEMENT, EVANGELISM At the core of a positive customer experience is trust. Building trust is especially challenging these days, when companies are part

of a dialogue that customers are having both with them—and about them. Companies are no longer able to simply project the mes-

sage they want, be it about the broader brand purpose or specific capabilities that customers may need. They are being defined by

what people say about them.


Are you transforming fast enough? Do you know where you are headed? The marketing func-tion is changing so rapidly that Forbes Insights decided we can-not end this report with declarative conclusions. Marketing is a work in progress. It’s not the time to make declarations. It is time to ask direc-tional questions, based on research and the input from financial mar-

keters Forbes Insights spoke with. If you can answer “yes” to the questions below without much hesitation, you are on the right track. If the answer skews to “no,” reconsider. You may be missing some current trends.

ARE YOU HAVING A DIALOGUE WITH YOUR CUSTOMERS?

It’s not a true dialogue if you talk too much or if it’s a one-sided conversation. Your message is most effective delivered the way your customer tends to communicate, using formats she likes and channels she uses. It’s still just a monologue if you are not heard, or if you do not listen in turn, whether via views, clicks or emails. Or best of all, purchases.

CAN YOU INFLUENCE NON-MARKETING PEOPLE IN YOUR COMPANY?

You are not an island, and it truly takes a village. As a marketer you are among the individuals most depen-dent on other departments to accomplish your goals. At this stage you may be the best example of a perennial managerial dilemma: having responsibility and expecta-tions thrust upon you without enough authority (see next question). If your company has a rigid hierarchical struc-ture and institutional siloes, you may be working for the wrong company. However, it’s more probable that you simply have to work hard building relationships across the

organization to get things done.

DO YOU HAVE A SEAT IN THE C-SUITE? ARE YOU HEARD IN THE C-SUITE?

While the marketing function has evolved in impor-tance, the organizational recognition lags behind the reality on the ground. Not enough marketing chiefs report directly to the CEO—not enough are heard in the C-suite. There are some bright spots, but more elevation of chief marketers is needed. With further development of data analytics technologies, there will come more proof of the CMO’s contributions to revenues and profitability growth. More organizational recognition should follow.

ARE YOU MEASURING THE RIGHT THINGS?

The availability of data is overwhelming, even more so in the financial industry than others. While new tech-nologies to analyze it are showing up almost every day, deciding what data to gather and how to make sense of it is a challenge. Big Data is still a Big Question. One way to evaluate whether the metrics you are using make sense is to see if they are predictive—will they result in new busi-ness or better retention rates? This is also an opportunity to align marketing KPIs with business KPIs.

ARE YOUR EMPLOYEES ENTHUSIASTIC ABOUT YOUR EXTERNAL MESSAGING?

The marketing dialogue is no longer a message from the institution to the customer. It is now taking place from individual to individual, using multiple disparate channels. All marketing—and many non-marketing—employees need to participate in this digital word-of mouth brand evangelism. Your employees cannot—will not—do it if they themselves do not trust the message. Make sure that your internal messaging is aligned with your external messaging.

CONCLUSIONMarketing is in a state of flux. The transformation relates to every aspect—messaging, organizational structure, the role of the CMO,

use of technology, analytics and the approach to working with employees. (Not just marketing employees. These days everybody is

involved in marketing in some way.)

CAN YOU SAY YES?


METHODOLOGYBased on survey results from the “M2020: Global Qualitative and Quantitative” study sponsored by Effective Brands, ANA, Spencer Stuart, Forbes and Adobe. The quantitative study included 10,000 participants from 92 countries and all industries. Forbes Insights relied on its expertise in the area of marketing derived from the Forbes CMO network. Additionally, Forbes Insights conducted half a dozen in-depth interviews with financial marketing chiefs. Together with the Financial Communications Society (FCS), Forbes Insights hosted a round-table discussion about the future of the marketing organization, which gathered top financial marketing executives.

ACKNOWLEDGMENTS

Forbes Insights would like to thank the following marketing executives for sharing their time and expertise:

Diego Cosio Barto, Chief Marketing Officer, Banamex & Head of Consumer Marketing at CitibankPatrick Corry, Managing Director, Head of Brand Marketing Americas , UBS Wealth Management Jamie DePeau, Chief Marketing Officer, Lincoln Financial GroupJohn Greer, Executive Vice President, Chief Creative Officer, Franklin Templeton InvestmentsJudy L. Hu, Managing Director, Chief Marketing Officer, Bank of New York, MellonDenise Karkos, Chief Marketing Officer, TD Ameritrade Colin Kelton, Principal in Charge of Marketing and Communication, VanguardGary MacDonald, Senior Managing Director, Global Marketing, State Street Global AdvisorsColin McConnell, Vice President, Head of Advertising, Prudential Mark McKenna, Head of Global Marketing, Putnam InvestmentsJustine Metz, Head of Global Wealth and Investment Management Marketing and Sales Support, Bank of AmericaCaroline O’Connell, Chief Strategy Officer, Pershing LLCLisa Shalett, Partner and Global Head of Brand Marketing & Digital Strategy, Goldman SachsMartha B. Willis, Chief Marketing Officer, OppenheimerFunds

Forbes Insights would like to extend its gratitude to the Financial Communications Society (FCS)’s, Marketing Leadership Roundtable Steering Committee for the collaboration on this project:

Tom Jago, Managing Director, The Ward Group (Steering Committee Chair & FCS Executive Committee)Laura Novak Burke, Executive Vice President, Corporate Communications, EdelmanMelissa Scauri, Senior Vice President, Account Services, Carpenter GroupKevin Windorf, Senior Vice President, Financial Services Practice Leader at IMRE (FCS President)


ABOUT FORBES INSIGHTS

Forbes Insights is the strategic research and thought leadership practice of Forbes Media, publisher of Forbes

magazine and Forbes.com, whose combined media properties reach nearly 50 million business decision makers

worldwide on a monthly basis. Taking advantage of a proprietary database of senior-level executives in the Forbes

community, Forbes Insights conducts research on a host of topics of interest to C-level executives, senior market-

ing professionals, small business owners and those who aspire to positions of leadership, as well as providing deep

insights into issues and trends surrounding wealth creation and wealth management.

Bruce Rogers CHIEF INSIGHTS OFFICER

Brenna Sniderman SENIOR DIRECTOR

Kasia Moreno EDITORIAL DIRECTOR & REPORT AUTHOR

Brian McLeod DIRECTOR

Matthew Muszala MANAGER

Lawrence Bowden MANAGER, EMEA

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FINANCIAL MARKETING IN TRANSITION - Forbesimages.forbes.com/forbesinsights/StudyPDFs/FCS-Financial_Marketing_in... · Our recent meeting at the Forbes Galleries resulted in a productive