How banks are addressing transgender customers in more inclusive ways

When JPMorgan Chase was testing out a feature to personalize Finn, its digital-only banking app, the unintended result was to solve a problem for a transgender customer.

“To make the Finn experience more human and personalized, we introduced a nickname feature that allows customers to tell us what they want to be called in the app,” said Matt Gromada, managing director and chief product owner for Finn, which is currently being beta-tested in the St. Louis area. “We recently heard from a customer, as a person who’s transgender, that they appreciated that we asked for their preferred name.”

For transgender customers, identification has long been a point of tension with banks. It’s a tricky issue for banks as they try to balance fraud protection with meeting the needs of customers. In recent years, customers have been locked out their accounts when their voice doesn’t match what’s on file. Gromada explained that Finn’s nickname feature was intended to make service interactions more authentic and inclusive.

“Personalization doesn’t have to mean a giant machine-learning platform; it can be a small thing you do to make a customer feel ‘wow, you get me,’” Gromada said.

Most banks aren’t saying anything publicly on what they’re doing to address the needs of customers who choose not to be identified by their birth names (about six banks contacted by Digiday didn’t provide comments by deadline). But some are taking steps to reach out to transgender customers. Two years ago, U.K. challenger bank Metro added a”non-binary” gender option on its account application form, and the prior year, U.S.-based Amalgamated Bank began accepting New York City (IDNYC) identification cards in support of bank account applications — a card that allows customers to tick a  “non designated” gender category if they so choose.

During call center interactions, the traditional “How may I help you?” followed by a first name has long been associated with being welcoming, but banks are realizing that it can actually alienate some customers — particularly those whose name or gender identity changed since birth.

“What you often have is that the person who answers the phone, you give your date of birth or some other identifying factor, and that pulls up records that prompt the agent to immediately choose Mr. or Mrs. as an honorific,” said Beck Bailey, deputy director of the Human Rights Campaign’s Workplace Equality Program. “This could be the initial misstep which right out of the gate signals — perhaps unintentionally — that the person may not be welcome.”

Bailey, who works with banks on inclusivity initiatives, said wherever possible, customers should be given the choice to add preferences as to how they would like to be addressed.

Maybe [the customer] goes by a preferred or more informal version of their name than what’s in their [legal] documentation, or some may prefer more formality,” he said. “It creates better customer service across the board and if done right, creates an inclusive and welcoming experience for all customers.”

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Digiday Research: Publishers rate YouTube as best platform for video, Snapchat not so much

Undeterred by companies that floundered after pivoting to video, 86 percent of publishers in a previous Digiday survey said they intend to increase the amount of video they produce. Although only 4 percent of publishers make the majority of their video revenue from a social platform, 27 percent of publishers said social platforms were the core focus of their video strategies.

With that in mind, we asked 51 publisher executives at the Digiday Video Summit last month in Scottsdale, Arizona, to rate their owned sites and 10 different social platforms on ease of distribution and revenue-generating ability. Owned sites and YouTube were the clear front-runners. While Snapchat was not the hardest to monetize — not by much, though — it was the most difficult platform to create video for.

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The post Digiday Research: Publishers rate YouTube as best platform for video, Snapchat not so much appeared first on Digiday.

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How Nissan is wrangling its data in Europe

Advertisers’ struggles to set up their data management platforms are worth it. Without a DMP in place, Nissan doesn’t have an effective media strategy, said its top marketer in Europe, Jean-Pierre Diernaz.

Programmatic accounts for most of Nissan’s online spend, but if it’s ever going to take all of it and potentially all of its media spending, then Nissan must use its DMP for more than basic lookalike modeling and retargeting. Diernaz wants to get to a point where Nissan’s audiences are so refined that it’s only buying those that will respond to its messages, eliminating the risk of waste.

Looking ahead, Nissan will pump even more data into the DMP, specifically from sources that aren’t online such as beacons or purchase data. Any information that can be linked to a cookie or device ID can be used for profiling using first-, second- and third-party data, meaning the brand can start to design campaigns based on real-world interactions.

The real challenge for Nissan, however, is finding more people internally and at its agencies who are able to make sense of all that additional data within the DMP, said Diernaz.

“The way we buy media has changed from what it was three or four years ago to the point where we’re looking to deliver campaigns based on key buying actions, which means that I’m focused on metrics that are directly correlated with selling a car,” he said.

The more data in the DMP, the more risk that some of it could be unreliable. Like other advertisers, data transparency is a big issue for Nissan, particularly as it searches for more defined audience segments based on more data. Diernaz is sifting out some of that unreliable data when it compares third-party data with a set of its own data and discovers the two sets don’t match up.

Nissan’s marketers could, for example, find out that the data set they thought were all female browsers is actually less than half women. In those cases, Diernaz said his team can flag discrepancies quickly at a weekly meeting, where it can make a call on whether to continue working with the data broker in question. It means the advertiser can clean up its audiences weekly, ahead of a monthly gathering that’s reserved for more strategic discussions about how to boost the effectiveness and efficiency of campaigns directly from within the DMP.

Most global advertisers work with 4.3 DMPs, according to a study of 355 marketing and agency executives conducted by Advertiser Perceptions earlier this year. Nissan works with one DMP from Adobe. Working with more DMPs would compound what is already a complicated process. The advertisers that are most successful using DMPs are those with dedicated resources, clear use cases and plenty of data at their disposal, said Lloyd Greenfield, client partner at The Programmatic Advisory. The key, said Greenfield, is to “identify the use cases with the lowest barrier to entry with the highest potential return.”

Just Eat is on a similar path to Nissan with its own DMP. The fast-food delivery service is building out its own DMP as it looks to go after the two-thirds of the U.K.’s population that marketing director Ben Carter said has yet to register or purchase from Just Eat.

“We need to add a sophistication layer between the mass and niche targeting that we do,” Carter said. “I don’t think a DMP is for everyone, but for an advertiser such as us, which is targeting customers at mass scale nationally, then there’s an argument as to why we should be more targeted and more efficient in our approach.”

The post How Nissan is wrangling its data in Europe appeared first on Digiday.

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