December 15, 2016 11:30 am
Faced with the prospect of using increasingly expensive and ineffective traditional marketing methods, Danish bank Jyske did what any financial institution would do. It opened a high-tech TV studio and threw itself into producing regular, high-quality content.
It may not be the biggest bank or indeed even known outside of Denmark, but Jyske is beloved of content marketers for its bold and surprising strategy of committing to developing high-quality and quality content. The bank’s studio produces daily news reports as well as programmes that help educate its audience about business and finance as well as lifestyle content.
The content Jyske crafts is not just for customers and prospects – it is also a key form of communication for the bank’s employees. The daily morning news programme is streamed live to thousands of Jyske’s employees in more than 100 locations.
The organisation thinks of itself as a bank and media company and has had a long tradition in content marketing (it’s also published a print magazine). However, faced with difficult and increasingly expensive distribution logistics – as well as the rise of video on mobile devices – it needed to move with the times.
Jyske’s head of communications Lasse Hoegledt told the Content Marketing Institute in 2015: “When we started in 2007 we were living in a media world getting more and more fragmented. We thought, ‘What can we do to get our message out to our audience without relying on older media?’”
The bank doesn’t shy away from negative stories about Jyske, preferring to be part of the conversation rather than pretending the situation doesn’t exist. This commitment to openness and transparency helps build trust in the content it produces and, consequently, in the brand itself.
And irrespective of the medium, Jyske is yet another company that creates value by developing high-value content that doesn’t just talk about itself but focusses instead on being useful to employees and customers.
What we like about its story was its willingness to commit so much energy and investment to do this in a way that is diametrically opposed to its traditional identity as a bank.
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