9 Ways Marketing Can Help Acquire New Mobile Banking Customers

February 5, 2013 | Subscribe Free

According to research from Fiserv, financial institutions that actively market mobile banking have experienced an average adoption rate that is twice as high as those that don’t. Are you using all of the channels possible to migrate transactions and inquiries to your customer’s mobile devices?

By Jim Marous
How can financial marketers use the multiple communication channels at their disposal to promote channel migration? How do we encourage both the sign-up and utilization of the mobile channel that can help reduce costs and potentially generate revenue. Below are nine ways institutions with are promoting mobile banking.

1. ATMs

One of the best ways mobile banking has been promoted comes from Fifth Third Bank. Not only did they encourage sign-up for mobile banking on the ATM screen as many banks do, but they also included a QR code at the bottom of their transaction receipt. The use of a QR code appeals to the more advanced smartphone user while being a perfect way to electronically link to the appropriate app. The customer may decide to scan the code immediately or do so later when they reference the receipt to balance their account.

2. Account Statements

Another very inexpensive, yet effective method of promoting mobile banking using QR codes in on customer statements or on the envelopes of standard customer communication. Chase bank does this very effectively, automatically directing customers to the correct app store for their device. In addition, statement inserts are a low-cost way to reinforce statement messages or branch promotions as done by SunTrust.

3. Branch Communication

There are obviously many ways to promote the download of a mobile banking app in a branch as well as many ways to offer incentives to either the customer and/or branch employees for the completion of a download. The benefit of any branch-based promotion is the ability to have dialogue with the customer around the advantages of using mobile banking as well as providing a great opportunity to answer any questions or address any concerns the customer may have. Since customers almost always have their phone with them when visiting a branch, this is another channel where QR codes can be very effective, especially on brach POS materials and transaction receipts.

4. Email

An email campaign is a great way to target online banking customers or customers doing a large number of balance inquiries monthly. Some banks are even targeting customers who use the branch extensively for check deposits, promoting the remote deposit capture function of mobile banking. The key with any email campaign, however, is providing a direct linkage to either the mobile banking location on your web site or to the mobile banking application itself.

5. Web Banner

Using banner advertising as well as adding pop-up banners when customers are viewing your web site using their mobile device is a highly effective targeting technique that can promote your mobile banking application. With banners, various tests can be done at a relatively low cost, with learnings applied to more expensive channels such as direct mail. As with most other electronic and digital marketing, it is important to provide a link to either a mobile banking landing page or to the appropriate mobile banking app. Recently, most banner ads focus on the benefits of mobile check deposit as done by Citi below.

6. Direct Mail

With the vast expansion of smartphone ownership and the potential economic and competitive benefits of mobile banking migration, several banks are using direct mail as part of a multichannel strategy to increase mobile banking penetration and usage. While more costly than many of the channels above, the lift from adding targeted direct mail to the marketing mix has offset the higher costs of this channel, increasing the net volume of qualified users faster than direct mail or electronic channels alone.

7. Social Media

Don’t forget fans and followers when you are building a mobile banking marketing strategy. Avid social network users are some of the most prolific smartphone users, making them a great target audience for the benefits of mobile banking. Make sure your Facebook and other social pages are optimized for mobile viewing and they include easy links to your mobile banking application jump pages or the correct app store.

8. Traditional Media

While not used as extensively as other channels, traditional print advertisements are still used to reinforce the benefits of banking via the mobile channel. Usually focussing on mobile check deposit, mobile rewards programs or new applications such as an ATM finder, this channel is an effective way to display market leadership in mobile banking.

9. SMS Text

More and more financial institutions are beginning to ask for mobile phone numbers as part of the new account opening process to enable better communication with customers. If you have SMS permission, this channel can be effective when used with an incentive for mobile banking sign-up along with a direct link to the download page in the app store. While this channel needs to be used judiciously, there is also the ability to integrate the message with your bank’s rewards program offer of points or discounts on merchandise.

Integrate Mobile Banking Messages Now

A recent Juniper Research report entitled ‘Mobile Banking: Handset and Tablet Market Strategies 2013-2017,’ finds that mobile banking is expected to grow at a compound annual rate of 18 percent to eventually reach one billion consumers in the next five years. This growth is being supported by many of the major banks increasing their investment in the mobile channel and by significant promotion of mobile banking through various media. As a result, it is more important than ever for every financial institution to grab their share of the mobile banking pie before it is too late.
According to Steve Shaw, vice president of Strategic Marketing, Digital Channels and Electronic Payments for Fiserv, “The focus of marketing mobile banking should be on educating the customers. If customers understand how they can benefit from the service and how to get started, the convenience will compel them to extend the relationship with their financial institution through their favorite devices.”
As you acquire new mobile banking customers, it is also easier to extend the collection of insight from the customer such as their email address (if you don’t already have a current address) and even their Facebook page or Twitter handle. The more data you have, the easier it will be to expand communication through additional channels. This can also be done at the point of sale as branch personnel are signing customers up for mobile banking.

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Jim Marous is a recognized financial industry strategist and publisher of Retail Banking Strategies for The Financial Brand. Marous also publishes the Digital Banking Report, a subscription-based publication that provides deep insights into the digitization of banking. There are 150 reports in the digital archive that are available to subscribers and subscriptions are available here. You can follow Jim on Twitter and LinkedIn.

Simplicity in Banking is Anything But Simple

January 29, 2014 | Subscribe Free

Financial institutions are starting to realize that simplicity does not only improve the customer experience, resulting in trust and loyalty, but also reduces operational costs from redundant products, processes and dealing with customer complaints.

By Jin Zwicky, VP Experience Design at OCBC Bank

It is time to build your simplicity capability. The question is: How can banks achieve simplicity?
We can find great lessons from smart banking alternatives such as Simple, Moven, GoBank and Blubird. What is less discussed is how to achieve simplicity in traditional banks that deal with a legacy of old processes, infrastructure and often don’t have luxury of starting afresh. Translating the big intent to achieve simplicity into realization is not easy.
The good news is that realising simplicity is possible in any bank. As a design practitioner in one of the largest banks in Singapore, I’ve been leading a broad range of ‘Simplicity’ initiatives in the bank, such as website design, mobile banking, advisory tools, investment product communications as well as redesigning physical spaces. All of these initiatives have reaped measurable success in bottom line results and operational efficiency.
We saw double-digit increases in sales in investment and insurance products when we simplified the communications material. We saw 100% adoption rate in using the digital needs analysis tool in our top branches after we simplified the tool. We increased customers’ satisfaction in our account opening experience by simplifying the system. Finally, our simplified website was not only listed as The More Gorgeous and Simple Banking Website, but also we could save about 0.5 million dollars per year by reducing the number of pages in the website.
From years of my simplicity journey, I came to believe that ‘simplicity’ is not just a project. It is not just a team of simplicity specialists. It is a capability that we have to cultivate! Furthermore, it is an organizational culture that we have to create in order to achieve simplicity. The following framework illustrates this point.

Simplicity resources

Most banks understand the importance of simplicity, and have programs or projects to execute simplicity whether is customer touch points or internal processes or systems. This requires gathering resources such as a team of specialists / designers to deliver the project.

Simplicity capabilities

However achieving simplicity is not done, unless the organisations build a strong foundation to make simplicity sustainable. After all the hard work, it is also prone to be eroded by the flood of complexity over time, as living things are bound to become complex. It is more so in the banking industry due to changes in legislation, compliance requirements as well as technology. Simplicity is hard to achieve.
Simplicity capability means the ability of bankers in understanding and making decisions to achieve simplicity. Bankers can learn key simplicity skills, just as they learn communication or management skills. How simple would the online banking experience be if the project team in your bank understood the power of effective visual design? How confident would a customer feel in buying an investment product, if bankers were dedicated to write the communication clearly without any banking jargon? When more bankers are equipped with those knowledge or skills, this became your organisational capability to achieve and sustain simplicity.
I suggest the 3 most fundamental steps to cultivate the simplicity capability.

1. Understand definition of simplicity in banking
2. Increase design sensitivity
3. Master user-centred design process

1. Definition of simplicity in banking

Based on my research on simplicity, the most fundamental definition of simplicity for banking industry is this: “Simplicity is based on human nature and common sense.” I illustrated this definition as following.

The pink circle signified one’s mental model, red circle signifies the knowledge required to understand something. The bigger the overlap is the simpler people perceive. That’s the nature of simplicity. This means banks must understand customers’ mental model first. This means banks must design the experience closer to their mental model. Understanding this definition gives valuable clues in embarking a simplicity journey in your bank.

2. Increase design sensitivity

Design is a noun – look and feel of a final object. Often bankers think a great look and feel is nice to have. When it comes to simplicity, it is not true – the look is the message itself. The look matters because it is not only what is there to read / understand, but also what you take – a feeling of confidence and a feeling of trust. This is how your mobile banking looks and how easy customers feel when they use it. This is how product communications material look and how confident customers feel about them.
Therefore how to assess a good visual design is critical capability for banks. Design is too important to leave only at the hands of external experts. It is everyone’s job to appreciate, care and obsess with the value of design to the business.

3. Master user-centered design process

Design is also a verb. Design as a verb means the process of creating the object or experience. Here the important point is the quality of the process has the direct impact on the quality of the output. In fact, a great design is an outcome of the right design process. Banks’ design crime such as complex product fact sheets and complex banking system are the direct result of the bad design process.

Then what is the right design process in achieving simplicity? The definition of simplicity gives the answer — it is to understand customers’ mental model and design backwards to close to their mental model. This is why a user-centered design process is key in achieving simplicity. User-centred design process largely consists of three stages:

Understand customers > Prototype > Test

This is by no means linear. The key here is the ‘iteration’ until we reach simplicity. This sounds so common sense, but it’s often not commonly practiced in banks Establishing the user centred process in everything you do is the heart that pumps out simplicity throughout your organization.
OCBC Bank in Singapore started teaching ‘design’ to product managers in the bank. They learn the importance of design process and apply in their projects. They learn the basics of visual design to better appreciate and assess effective design solutions. They learn how to write a clear communication that speaks human, not that speaks bank. When these knowledges and skills are cultivated as your organizational capability, your banks are building a stronger ground to fight against complexity and be more competitive in the market.

Simplicity culture

The highest business impact can be achieved by cultivating ‘simplicity as culture’. To ignite the simplicity culture, ‘The law of conservation of mass’ sets the scene.
‘The law of conservation of mass” is a theory in physics, which states that the mass of the system must remain constant over time, as system mass cannot change quantity if it is not added or removed.
Apply this theory by replace the word ‘system’ with ‘pain’. The mass of pain – bad customer experiences in banking such as complexity in communications, hard to use touch points – will remain constant, the quantity cannot be added or removed. This means the amount of pain will be there. It’s either banks to absorb, or customers to absorb. The more pain you absorb, the less pain there is left for the customer. There is no magic like removing the pain. Customer pain is in inverse proportion to the pain companies go through when designing customer experience. How much work do you put into the design process to absorb as much as pain as possible for your customer?
Acknowledging the amount of work to achieve simplicity, and willingness to absorb the pain to deliver simple customer experience, this is the mindset banks need to cultivate as the organizational culture.
Simplicity in banking is anything but simple. We do need intelligence from experts, but that is not enough. It requires your organization’s discipline and dedication and internal intelligence in cutting through complexity.
Take a step to cultivate simplicity as your organizational capability and culture. Understand the definitions of simplicity. Teach your bankers design as a noun and as a verb. Absorb customers’ pain. The rewards are real.

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Jin Zwicky is the vice president, Experience Design, Group Customer Experience for OCBC Bank. She lead the bank’s top priority customer experience design initiatives for retail, premier and private banking businesses. In her role, she establishes customer-centric design processes and fosters customer-centric organizational culture, cultivating ‘Simplicity’ as the organizational capability through training bankers and product managers. She also is the author/publisher of her own blog, Designful Co.

Bank’s Digital Sales Results Increase 36% With Improved Onboarding

Bank’s Digital Sales Results Increase 36% With Improved Onboarding

January 6, 2015 | Subscribe Free

Converting a banking new account application and subsequent onboarding process for an increasingly digital world is an involved process. To be successful, financial institutions need to build a digital sales strategy, analyzing each step to determine levels of abandonment. The impact of this effort will include increased sales and an improved customer experience.

In the last six months, 67% of online retail shoppers have made purchases that involved multiple channels, easily moving from the web, to the tablet, to a store for a consistent and convenient experience. While signing up for a credit card or completing an application for a home loan is not the same as shopping on BestBuy.com, consumers now expect financial institutions to deliver similar digital channel experiences for their banking products and services.
According to a report by Aite Group, Multichannel Client Onboarding: Anytime, Anywhere, Any… How? new consumer preferences and ongoing regulatory changes mean that integrated multichannel new account opening and onboarding processes are needed. It was also determined that organizations that fail to incorporate mobile and Web technologies into their client-facing processes will be left behind.
In short, financial institutions have a customer experience dilemma. In order to fill the growing customer experience gap, banks and credit unions need to digitize, and drastically improve, digital account opening processes to create enhanced consumer experiences or risk a drop-off in the digital sales process down the line.
In the Avoka white paper, Mobile Engagement & Data Collection: 16 Best practices When Building Your Strategy, it was found that focusing on improving digital data collection and new account onboarding processes can result in more deposit accounts opened, more credit cards issued, more loans sold and more satisfied members and customers. In addition, knowing where consumers may have abandoned an account opening process, combined with the agility to rapidly fix problems contributing to abandonment, will drive incremental business.

The Challenge of Digital Sales Abandonment

In a case study provided to The Financial Brand by Avoka, a lender wanted to improve their personal loan application experience for loans averaging $15,000 across digital channels (desktop, tablet and mobile). They didn’t want to touch the loan approval process, but rather, focus on making incremental changes to the digital application and onboarding experience. The company already had a desktop optimized and mobile optimized application form – and was processing 1,000 applications per week of which 35.7% were submitted to completion (or converted). This equated to $1.7MM per week. However, the lender saw the 64.3% abandonment rates on loan applications as a significant opportunity for improvement.
Unfortunately, the lender didn’t have the analytics built into their online application process to know where the consumer was abandoning the process or why. And even if they did, the customer-coded nature of their loan application experience meant that making changes would be slow and expensive. So, if they had a hypothesis that “changing X” would improve conversions – testing that hypothesis would be expensive, slow, disruptive and risky. They decided instead to invest in a new digital sales tool for transaction-based customer engagement … and the results were staggering.

Improving The Digital Application Process

The lender chose to re-build their loan account opening application experience with a digital engagement platform that could provide them with the analytics to “know” what was going on during the loan application process. The platform also provided the agility to rapidly, safely and cheaply make changes to the experience to test “hypotheses”.
The lender also decided to make changes to the application and onboarding process one-at-a-time, to ensure they could see the impact of each individual change. Controlling variables as opposed to bundling multiple changes in a “release” allowed them to know if an individual change had a positive or negative impact on conversions.
The first iteration of application adjustments involved rebuilding the loan experience on the new digital engagement platform. As part of this process, two changes were incorporated:

1. Electronic identity verification was introduced
2. Abandonment management was introduced (the applicant’s Name, Email and Daytime Phone Number were collected on the first screen and stored, with the applicant’s approval, so abandoned applications could be followed up)

Introducing electronic ID verification resulted in a lower conversion rate as it was more difficult for the customer to complete the application – but the “completeness” of the application was higher due to better quality data. The introduction of abandonment management assisted with conversions and reduced the initial negative impact – but it was still negative. Overall conversions dropped to 32%.

Digital Sales Funnel Analysis

The account opening application experience was viewed as a “funnel” over a 5 day period, with each section of the application process (loan type, consumer details, identity insight, employment history, etc.) being viewed as a section of the funnel. Completion rates based on analytics for each section were then calculated.
This process highlighted that there were issues in the identity section of the application process. Further investigation highlighted specific data fields such as the date field, the type-ahead address, and unnecessary fields such as previous address that added on to the application time without adding significant value. These seemingly trivial changes were made and deployed into production in just 2 days, and resulted in an immediate increase in conversion rates to 45.4%, a 27% improvement from the starting point of 36%! This moved conversion rates in the right direction, but more could be done.
The application experience continued to be analyzed as a funnel for the next 5 days. The employment section of the form was identified as another opportunity for improvement, since abandonment in this area was high. Similar to the ‘previous address’ changes, it was identified that asking for the name of a previous employer and dates of employment negatively impacted completion rates. Upon review, it was determined that the only information ‘required’ was the current employer name and “length of time” at that employer.

Channel Analysis

Upon further analysis, it was identified that 51% of applications were coming from smartphones. As a result, the same sales funnel analysis was applied for the smartphone applications to see if there were differences in completion with mobile devices.
Two key decisions were made when reviewing the smartphone version of the application experience:

1. Minimize keyboard usage – Replacing input fields with a drop down list of values eliminates keystrokes and improved engagement
2. Reduce Form Length – Anything unnecessary that contributed to the length of the form when the responsive design rendered for a small screen was eliminated. For example – seemingly “helpful” images of a sample drivers license or passport highlighting where required information on the document was located were eliminated. (These images still displayed on the tablet / desktop renditions of the loan application)

These changes, with some other tactical improvements, were made over a period of just 3 days … one at a time … to see the incremental impact. The result was a new average conversion rate of 50% – a 39% increase over the initial 36% conversion rate.
Buy the Guide to Multichannel Onboarding in Banking

The Digital Onboarding Opportunity

The lesson learned here is simple but powerful. Small, incremental changes to a digital application and onboarding process can have a significant impact on all lines of business and are relatively easy to implement. Rather than being complacent, and potentially lose a significant portion of qualified business leads, a focus on the digital sales process can achieve dramatic results.
Over a 5 week period, loan conversions in the case study improved from 36% to 50% – a 39% improvement. The net impact on the loan book was an increase in weekly loans approved from $1.74MM to $2.65MM.
Financial organizations have invested in digital marketing to personalize content and create engaging experiences for customers, but many organizations still too easily accept high industry abandonment rates on new client applications rather than guiding qualified leads through the digital sales funnel. If your consumer experience doesn’t integrate mobile, based on this example, you might have lost a significant percentage of prospective customers who wanted to apply via their smartphone or through another digital channel.
Avoka found that there are 16 common areas to consider when developing mobile engagement and data collection solutions. Each of these is expanded on in the white paper, Mobile Engagement & Data Collection: 16 Best practices When Building Your Strategy, with key takeaways to keep top of mind when planning your mobile data collection strategy.

1. Buy vs Build
2. Cloud vs On-Premise
3. Replicating the Power of Paper
4. Accessibility
5. Don’t Change Everything at Once
6. Maintenance Costs Matter
7. Integration
8. Leverage Your Devices
9. Container Apps
10. Authenticate or Anonymous
11. User Initiated or Assigned Tasks
12. Security
13. Responsive Design
14. BYOD & Device Cross-Over
15. Customizable Design
16. Mobile Means Always On

A focus on digital sales and a movement to create an integrated channel experience is the necessary next step to dramatically increasing new client acquisition and application conversion rates … turning more browsers into buyers. While transferring paper-based or static-based PDFs online has become a necessity in a mobile all-digital world, building a mobile engagement and data collection strategy can seem incredibly complex or too expensive to accomplish any time soon. A digital strategy can be achieved, however, with minimal pain if you set priorities and adopt a phased approach.

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Jim Marous is a recognized financial industry strategist and publisher of Retail Banking Strategies for The Financial Brand. Marous also publishes the Digital Banking Report, a subscription-based publication that provides deep insights into the digitization of banking. There are 150 reports in the digital archive that are available to subscribers and subscriptions are available here. You can follow Jim on Twitter and LinkedIn.

Rencana Pembelajaran Semester (RPS) - Bank Marketing Management

Nama Dosen                   : SUHARYATI, SE,MM Mata Kuliah                     : Manajemen Pemasaran Bank Capaian Pembelajaran lulusan yang dibebankan pada mata kuliah : Mata Kuliah ini bertujuan memberikan pengetahuan, kemampuan dan keterampilan kepada mahasiswa sebagai funding sales representative maupun sebagai funding product development manager. Pembahasan materi meliputi : pengertian pemasaran secara umum, pemasaran jasa dan pemasaran bank, lingkungan pemasaran, sistem informasi pemasaran dan riset pasar, segmentasi pasar, menetapkan pasar sasaran dan menentukan posisi pasar, analisis persaingan, mengukur dan meramalkan pasar, strategi produk, strategi harga, strategi lay out, strategi promosi, strategi pemasaran jasa, pemasaran relasional dan pengukuran kepuasan pelanggan.

TM	Tujuan Pembelajaran	Pokok Bahasan  /Sub Pokok Bahasan
1	Memahami pengertian pemasaran secara umum dan mampu menjelaskan penerapan marketing concept, startegi pemasaran produk dan jasa pada suatu perusahaan	Gambaran Umum Pemasaran 1.       Pengertian Pasar dan Pemasaran 2.       Konsep Pemasaran (Marketing Concept) 3.       Analisis Industri dan Persaingan 4.       Strategi Pemasaran Produk dan Jasa (4P dan 7P) 5.       Praktek  Penerapan Marketing Concept dan Praktek Penerapan 4P / 7P pada Perusahaan
		Tugas (1) : Kerjakan penerapan strategi bauran pemasaran pada salah satu perusahaan di Indonesia. Materi dapat di browsing dari internet dan buku referensi.
2	Memahami pengertian pemasaran jasa, pemasaran bank dan karakteristik jasa serta  mampu menjelaskan startegi bauran pemasaran jasa pada perbankan	Pemasaran Jasa dan Pemasaran Bank 1.       Pengertian Pemasaran Jasa 2.       Pengertian Pemasaran Bank 3.       Kateristik Jasa dan Implikasi Pemasarannya 4.       Bauran Pemasaran Jasa pada Perbankan 5.       Praktek Bauran Pemasaran Jasa pada Perbankan
		Tugas (2) : Kerjakan penerapan strategi bauran pemasaran pada salah satu bank di Indonesia. Materi dapat di browsing dari internet dan buku referensi.
3	Memahami pengertian lingkungan pemasaran bank, lingkungan mikro, lingkungan makro, lingkungan berda-sarkan produk /jasa bank. Mampu menjelaskan analisis lingkungan pemasaran dan aplikasinya dalam industri perbankan.	Lingkungan Pemasaran Bank 1.       Pengertian Lingkungan Pemasaran Bank 2.       Lingkungan Mikro dan Makro 3.       Lingkungan Berdasarkan Produk/Jasa Bank 4.       Analisis Lingkungan Pemasaran 5.       Praktek Analisis Lingkungan Pemasaran Bank
		Tugas (3) : Kerjakan analisis lingkungan pemasaran bank pada industry perbankan  di Indonesia. Materi dapat di browsing dari internet dan buku referensi
4	Memahami sistem informasi pemasaran dan riset pasar, proses dan metodenya serta mampu menjelaskan sistem informasi pemasaran aplikasi-nya dalam industri perbankan.	Sistem Informasi Pemasaran dan Riset Pasar 1.       Sistem Informasi Pemasaran dan Riset Pasar 2.       Proses Riset Pasar 3.       Metode Riset Pasar 4.       Praktek Sistem Informasi Pemasaran dan Riset Pasar dalam Perbankan
5	Memahami dan mampu menjelaskan pengertian STP serta  mampu meng-aplikasikannya dalam indusrti perbankan.	Segmentasi Pasar, Menetapkan Pasar Sasaran Dan Menentukan Posisi Pasar 1.       Segmentasi Pasar 2.       Menetapkan Pasar Sasaran 3.       Menentukan Posisi Pasar 4.       Praktek STP dalam Perbankan
6.	Memahami dan menjelaskan mengenai analisis persaingan serta dapat mengaplikasikannya dalam industri perbankan.	Analisis Persaingan 1.       Identifikasi Pesaing 2.       Menentukan Sasaran Pesaing 3.       Identifikasi Stategi Pesaing 4.       Analisis Kekuatan dan Kelemahan Pesaing 5.       Identifikasi Reaksi Pesaing 6.       Strategi Menghadapi Pesaing 7.       Praktek Analisis Persaingan dalam Industri Perbankan
		Tugas (4) : Implementasikan analisis persaingan dalam industri perbankan di Indonesia dalam menghadapi pasar global dan buatkan analisis SWOT pada salah satu bank di Indonesia dan jelaskan ( brosing dari internet dan buku referensi)
7	Memahami dan menjelaskan pengerti-an peramalan, langkah-langkah, cara dan jenis metode peramalan. Dapat mengaplikasikan peramalan pasar atas produk/jasa perbankan.	Mengukur dan Meramalkan Pasar 1.       Pengertian Peramalan 2.       Langkah-langkah Peramalan 3.       Cara untuk Meramal Pasar 4.       Jenis-jenis Metode Peramalan 5.       Praktek Peramalan dalam Pemasaran Produk/Jasa Bank
8	Memahami dan menjelaskan strategi pemasaran produk /Jasa bank	Strategi Produk /Jasa Bank 1.       Pengertian Produk/Jasa 2.       Jenis-jenis Produk /Jasa Bank 3.       Strategi Produk/Jasa 4.       Langkah-langkah Pengembangan Produk Baru/Jasa 5.       Daur Hidup Produk (PLC) 6.       Praktek Langkah-langkah Pengembangan Produk/Jasa Bank
9	Memahami dan menjelaskan strategi harga. Dapat mengaplikasikannya dalam penentuan suku bunga bank / kredit.	Strategi Harga Bank 1.       Pengertian Harga 2.       Tujuan Penentuan Harga 3.       Faktor-Faktor yang Mempengaruhi Harga (Suku Bunga) 4.       Komponen Menentukan Bunga Kredit 5.       Metode Penentuan Harga Bank 6.       Praktek Penentuan Suku Bunga Bank
10	Memahami dan menjelaskan strategi lokasi dan lay out suatu bank. Dapat memahami penilaian pemilihan lokasi dan lay out bank maupun lokasi ATM.	Strategi Lokasi dan Lay Out 1.       Pengertian Lokasi 2.       Jenis-jenis Kantor Bank 3.       Pertimbangan Penentuan Lokasi 4.       Pertimbangan Penetuan Lay Out Gedung Dan Ruangan 5.       Metode Penilaian Lokasi 6.       Praktek Strategi Lokasi dan Lay Out
		Tugas (5) : Browsing di internet strategi penentuan lokasi dan lay out suatu bank di Indonesia dan berikan penjelasannya.
11	Memahami dan menjelaskan strategi bauran promosi produk /Jasa bank	Strategi  Bauran Promosi 1.       Pengertian Promosi 2.       Periklanan 3.       Promosi Penjualan 4.       Publisitas 5.       Penjualan Pribadi 6.       Pengertian IMC    7.       Praktek Promosi  Produk/Jasa bank
		Tugas (6) : Browsing di internet mengenai promosi  yang dilakukan oleh salah satu bank di Indonesia dan berikan penjelasannya.
12	Memahami dan menjelaskan strategi bauran pemasaran Jasa bank dengan 7 P	Strategi Pemasaran Jasa : 1.       People 2.       Process 3.       Physical Environment 4.       Praktek Bauran Pemasaran 7 P  pada Bank
13	Memahami dan menjelaskan mengenai pemasaran relasional serta mengaplikasikannya dalam perbankan.	Pemasaran Relasional (Customer Relationship Marketing) 1.       Pengertian CRM 2.       Manfaat aplikasi CRM 3.       Langkah-langkah CRM 4.       Piramida CRM 5.       Praktek Pemasaran Relasional
		Tugas (7) : Browsing di internet implementasi CRM pada suatu bank dan berikan penjelasannya.
14	Memahami dan menjelaskan mengenai pengukuran kepuasan pelanggan  serta mengaplikasikannya dalam perbankan.	Pengukuran Kepuasan Pelanggan : 1.       Kualitas Pelayanan Jasa 2.       Nilai, Kepuasan dan Loyalitas Pelanggan 3.       Praktek Mengukur Kepuasan Pelanggan
		Tugas (8) : Browsing di internet mengenai kualitas pelayanan, kepuasan pelanggan dan loyalitas pelanggan pada salah satu bank di Indonesia dan berikan penjelasannya.

Kode Metode Pembelajaran (MP)
1.       Lecture (L) 2.       Small Group Discussion (SGD) 3.       Simulasi/Demonstrasi (S/D) 4.       Discovery Learning (DL) 5.       Self-Directed Learning (SDL)	6.       Cooperative Learning (SL) 7.       Collaborative Learning (CbL) 8.       Contextual Instruction (CI) 9.       Project-Based Learning (PjBL) 10.    Problem-Based Learning/Inquiry

Kode Referensi :

1.     Fandi Tjiptono, Gregorius Chandra, 2011, Service, Quality dan Satisfaction, Penerbit Andy, Jakarta. (BK-1)

2.     Kasmir, 2004, Pemasaran Bank, bab 1 & 4, Penerbit Kencana, Jakarta (BK-2)

3.     Kotler, Philip and Amstrong, Gary, 2012, Principles Of Marketing, Fourteen Edition, Pearson Education Limited, England. (BK-3)

4.     Kotler,Philip dan Keller,Kevin, 2009, Manajemen Pemasaran ,Jilid I&II Edisi Ketigabelas, Penerbit Airlangga, Jakarta (BK-4)

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