Amazing! A bank that does what banks used to do

Could it be that instead of running currency scams and pissing you off they’d do better by doing the right thing?

Down the road from me a rather dull modern building was briefly occupied by part of the Hargreaves Lansdown organisation.

I only know this because they were clients for a few years. They built their business in part by offering a better service than their competitors. They were also (and still are) better at marketing.

This approach paid off to such a tune that earlier this year I calculated one of their two founders was worth more than all the Rolling Stones put together.

Now the building houses a firm called Handelsbanken. Even with my sketchy Swedish, acquired when I ran – or failed to – a disastrous record business in Stockholm 45 years ago, I can work out they must be a bank.

But I didn’t know what kind of a bank until I read something in the Financial Times.

This bank is a throwback.

They have branch managers. The branch managers do what their name suggests. They manage their branches, deciding things like who to lend money to – and at what interest rate.

If you ring up you don’t talk to some poor slave in a call centre. You can talk to the manager directly – even at weekends.

There are no sales targets, but the staff have a real interest in the business. The top bananas don’t get obscenely high salaries. Everyone gets the same bonus. A bonus such that some staff who have been with the bank for ten years can expect to retire with a million pounds.

Their customers rate them more highly than British banks’ customers do. They are more profitable. They are better funded. They have never been fined for crooked behaviour or had to go to the government for help.

The result of all this is that they are highly profitable and busy opening branches while British banks close them.

All this is the exact opposite of the way most businesses are run today. Bosses getting paid obscenely large salaries – 149 times the average of workers. Focus on slashing costs rather than improving service – and on ripping off rather than serving.

It reminds me of what I think is one of the best slogans ever written, for New York stockbrokers E.W. Barney, by Ogilvy & Mather.

“We make money the old fashioned way. We earn it.”

The entire FT article is here: http://www.ft.com/cms/s/0/ff11a4c0-2a2e-11e4-a068-00144feabdc0.html#axzz3BTb4ONih

 

 

About the Author

In 2003, the Chartered Institute of Marketing named Drayton one of 50 living individuals who have shaped today’s marketing.

He has worked in 55 countries with many of the world’s greatest brands. These include American Express, Audi, Bentley, British Airways, Cisco, Columbia Business School, Deutsche Post, Ford, IBM, McKinsey, Mercedes, Microsoft, Nestle, Philips, Procter & Gamble, Toyota, Unilever, Visa and Volkswagen.

Drayton has helped sell everything from Airbus planes to Peppa Pig. His book, Commonsense Direct and Digital Marketing, out in 17 languages, has been the UK’s best seller on the subject every year since 1982. He has also run his own businesses in the U.K., Portugal and Malaysia.

He was a main board member of the Ogilvy Group, a founding member of the Superbrands Organisation, one of the first eight Honorary Fellows of the Institute of Direct Marketing and one of the first three people named to the Hall of Fame of the Direct Marketing Association of India. He has also been given Lifetime Achievement Awards by the Caples Organisation in New York and Early To Rise in Florida.

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