Marketing is Still Not AI Ready

2026 State of Financial Marketing report is available for free at https://www.digitalbankingreport.com/trends/2026-state-of-financial-marketing/?YouTube More than half of the banks and credit unions in our 2026 State of Financial Marketing research have generative AI operational or better inside marketing. Not one of them describes its customer data as real-time and AI-ready. That gap runs in a straight line through the study. Generative AI raised production capacity, while thin data and almost no predictive decisioning keep the output from being relevant. 55% are not using predictive AI at all. 1% rate AI-driven content and creative as effective, the lowest score on the tactics chart, against the largest planned budget increase in the research. We funded the layer that produces marketing and held flat the layer that decides who should receive it, when it should arrive, and whether it worked. It also explains the distance between what this industry says about personalization and what it does. 83% sit at segment-based personalization or below and 1% call themselves hyper-personalized. Two-thirds of what we call personalization is choosing which audience receives a message, which is list selection under a newer name. Jim walks through what that looked like when he ran marketing at a bank, sorting a core tape by ZIP code and balance tier, and what has genuinely improved since. None of it is a reason to wait. Good solution providers build strong targeting on imperfect data every day. Imperfect data can't recognize what just happened to a customer and respond while it is still happening. Personalization and decisioning is also the least outsourced marketing function in the study at 13%, even though a lack of internal talent is the second-largest barrier, which means this industry outsources its strengths and protects its weaknesses. ABOUT: Jim Marous is Co-Publisher of The Financial Brand, Owner and Publisher of the Digital Banking Report, and host of the Banking Transformed podcast.

Your vendor may own the technology debt. Your institution owns the consequences. Technical debt is usually discussed as a money-center bank problem, so community banks and credit unions hear it and go back to work, because they don't write code. But institutions still contracting with a legacy core are paying the maintenance on that provider's accumulated debt. Outsourcing didn't remove the debt; it changed the relationship to it: a large bank can inspect its own and decide what to repair, while a smaller institution can only live with the consequences. In this episode, Jim Marous argues that the real difference is ownership. At a large bank the problem has a department, a register and a budget line. At a community institution it has no owner, no number and no seat at the strategy table, so it surfaces every 5 to 7 years as a procurement conversation about price per account. He puts the argument inside a scene every banker will recognize: a small product change, a room that likes it, an estimate that comes back at 9 months, and an idea that goes on a list nobody reads again. The stakes have changed, because AI is the first technology whose value depends almost entirely on whether the institution can absorb it. The answer is selective decoupling rather than core replacement: hundreds of single-solution providers now run alongside a large core, so the core can remain a stable system of record while the capabilities that need to move fast are free to do so. With a guardrail, because collecting providers badly trades core debt for integration debt. Stop making your core the answer to every technology question. About: Banking Transformed is hosted by Jim Marous, top five banking industry influencer and Co-Publisher of The Financial Brand. Banking Insights episodes deliver the most important strategic ideas in under ten minutes. Subscribe to the Digital Banking Report at digitalbankingreport.com.

Melissa Stevens has a rule at Fifth Third: your employees are your brand. The chief marketing officer of one of banking's strongest regional brands joins Jim Marous to explain how Fifth Third grows relationships from the inside out, by giving its people the data, the insight, and even the influencer status to become the bank's most trusted voices. Stevens makes the case that customers never experience a bank as a marketing campaign. They experience it as the colleague who answers the question and solves the problem, and she has built her whole approach around that. That means letting employees post about the bank on social media without fully scripting what they say, because you can't script authenticity. It means arming bankers with insight, not just data, so a conversation is about the customer rather than the product. And it means watching for the quiet signals of a customer drifting away, like a direct deposit that suddenly splits in two, and reaching out before they're gone. She's also candid about the tradeoffs. Fifth Third deliberately kept generative AI away from its customers, choosing accuracy over personality, after growing its Jeanie assistant from barely 20 percent accuracy in its early days to the low 90s. She talks through carrying 500,000 Comerica customers into a new brand without breaking their trust. And she grades herself an honest C-minus on the one thing she worries about most as the company grows. For any bank or credit union trying to grow relationships in a crowded market, this is a clear look at what works and what most institutions get wrong about their own people. Hosted by Jim Marous. Subscribe to Banking Transformed for new episodes multiple times each week.

We won the adoption argument. Every hand in the room. And the income statement didn't notice. Four years ago, Jim Marous asked a room of bankers how many had used an AI tool in their work, and fewer than one in four hands went up. Last week he asked the same question and nearly every hand in the room went up, many of them belonging to bankers over 50. Adoption in the banking industry has moved faster than almost anything Jim has watched in his career. Over the same period, the share of organizations that can point to any impact of AI on their earnings has not changed. This episode opens with a recurring pragmatic check-in on where banking actually is with AI, and it locates the gap elsewhere than in the technology. Banking has digitized the same way three times: paper became PDF, PDF moved behind a portal, and now the work inside the queue has been sped up. Every round improved the surface the work sits on. None of them touched the space between two departments. Mortgage lending shows the result on the income statement, where closings have come down roughly two weeks since 2021 while the cost to originate at a bank or credit union has stayed flat and pull-through has declined. Retirement rollovers show the same failure landing on the customer, where an IRA application takes five minutes, and the transfer still runs on a paper check in the mail, during which about a third of job changers cash out instead. The argument lands on ownership rather than tooling. Every step inside a department has an owner, a budget line, and a number. The space between two departments has none of the three, which is why three waves of digitalization kept landing on documents and never on the gaps. Jim closes with three moves: picking a process instead of a task, assigning one owner across the whole span, and measuring end-to-end. About: Banking Transformed is hosted by Jim Marous, top five banking industry influencer and Co-Publisher of The Financial Brand. Banking Insights episodes deliver the most important strategic ideas in under ten minutes, for the executive who wants the takeaway without the deep dive. Subscribe to the Digital Banking Report at digitalbankingreport.com.

Most institutions aren't undifferentiated. Their differences are unwitnessed. Cover the logo on the mobile app, the website and the branch sign, and most leadership teams cannot pick their own institution out of a lineup. Jim Marous opens this episode with that test, then turns it around: the problem is rarely that a bank or credit union has nothing worth choosing. The problem is that the advantage was built somewhere no customer will ever see or feel it. The spine of the episode is an exercise Jim ran with a board recently. Everybody writes one sentence explaining why a customer banks with them, in the customer's words, and then the room crosses out anything that fails three tests. Distinctive, meaning the institution down the street could not write the same sentence. Valuable, meaning a customer has actually named it as the reason they chose or stayed, which most rooms cannot answer because nobody ever asked. And witnessed, meaning a customer can see, feel, measure or describe it through the channels they really use, and so can the prospect still deciding whether to start. From the diagnosis come four moves: capture the customer's own words at the opening, at the anniversary, and on the way out; put a number in front of the customer once a year; publish real voices rather than institutional language; and approve nothing that cannot survive the same three tests. The episode closes on the harder question, which is what an institution should do when nothing survives at all. About: Banking Transformed is hosted by Jim Marous, a top five banking industry influencer and Co-Publisher of The Financial Brand. Banking Insights episodes deliver the most important strategic ideas in under ten minutes, for the executive who wants the takeaway without the deep dive. Subscribe to the Digital Banking Report at digitalbankingreport.com.

Customer experience expert Jay Baer is stepping away from the keynote stage after 17 years and moving deeper into the world of tequila. He joins Jim Marous for a Banking Transformed conversation centered on five pours and five customer-experience questions for banks and credit unions. Tequilas tasted, in order: → Nosotros Blanco → Lost Lore Joven → Arette Reposado → Wild Common Añejo → Cazcáñes #7 Extra Añejo Each tequila opens a different discussion: first impressions, disconnected experiences across channels, the role of AI and automation, the difference between satisfaction and loyalty, and the advice Jay wants financial leaders to carry into the next decade. Jay explains why connected customer experience is usually a culture and leadership challenge rather than a technology problem. He also argues that as AI tools become widely available, the human touch becomes more valuable, especially when something goes wrong. His parting warning is direct: the more customers are treated like numbers, the more they will treat their financial institution as replaceable. Jay Baer is the author of Talk Triggers and Hug Your Haters and co-founder of The Tequila Report.

Your NPS went up again last quarter. It still can't tell you which customers actually sent you somebody. Gallup studied more than 24,000 banking customers. Run the standard formula and the score came out at 11. Change only how a 9 and a 7 get counted, and the same answers from the same people produce negative 14. Nobody was resurveyed. Nobody changed their mind. Jim Marous makes the case that the industry's favorite metric records what customers say they might do, while the number that actually connects advocacy to growth records what they did. Only about 15% of customers ever produce a new customer, yet referred customers generate the vast majority of new customer profit, at a time when the cost of acquiring a customer has nearly doubled since 2019. The episode covers why the score inflates on its own, the sampling problem nobody names, why the man who invented NPS built an accounting-based counterpart to it and why almost nobody adopted it, and five moves for building referral measurement as a permanent capability rather than another refer-a-friend campaign. #Banking #CreditUnions #NPS #CustomerExperience #Referrals #FinancialServices

There is a $1.7 trillion blind spot sitting inside your bank or credit union right now. The Census Bureau counts 29.8 million businesses in the United States with no employees at all, taking in $1.7 trillion in annual receipts, about 6.8% of the economy. Almost all of that money runs through a personal checking account at a bank or credit union that has never asked what the owner is building. The industry treats this as a detection problem, to be solved by moving these owners onto a business account. The research points somewhere else. When a small business owner has a real question about running their business, 48% call another business owner. Jim Marous makes the case that the largest unmet need in this segment is connection to other owners at the same stage and to specialists who understand a business of that shape. The neobanks built for gig workers compete on tax buckets, invoicing and fee-free checking, and none of them competes on this. The capability to deliver it already sits inside every institution's own portfolio, unused, because the data was never structured in a way anyone could act on. That is what makes this an AI problem rather than a product problem. The episode closes on three actions: point the model at the portfolio rather than the credit decision, give the banker a briefing built from internal affinity and external context, and make the introduction personally, with both sides' permission. Home services is the vertical to pilot first. Banking Transformed is hosted by Jim Marous, a top five banking industry influencer and Co-Publisher of The Financial Brand. Banking Insights episodes deliver the most important strategic ideas in under ten minutes, for the executive who wants the takeaway without the deep dive. Subscribe to the Digital Banking Report at digitalbankingreport.com.

Only 18% of banks have integrated AI workflows. Everyone else is automating the past. Most banks and credit unions are using artificial intelligence to make yesterday’s work faster, then measuring the result with yesterday’s numbers. Brian Solis, Head of Global Innovation at ServiceNow, and Dave Wright, Chief Innovation Officer at ServiceNow, call this the iteration trap and argue it is the same failure that has consumed digital transformation. Their new book, Infinite: How Visionary Leaders Transform Today’s Businesses into AI-Forward Companies, published by Wiley in 2026, draws a line between an AI-enabled company that uses AI to do what it already did and an AI-forward company that uses AI to do what it could never do before. By their own research, only about 5% of companies have reached the second group. In this conversation with Jim Marous, Solis and Wright explain why an organization chart hides the handoffs where value stalls and why a work chart exposes them, how savings from iterative AI should fund the innovative AI that grows revenue, and what a chief executive should put in front of a board that has never approved an investment without a payback period. Wright describes a government delegation that planned to deflect 90% of its citizen calls and could not answer why. Solis describes 75 chief executives who admitted, privately, that they are expected to know what to do and do not. Marous brings the discussion back to banking throughout, from the quarterly reporting cycle that rewards cost-cutting to the risk avoidance culture that new bankers are trained into on their first day. He closes with his own prediction that the next wave of consolidation among banks and credit unions will be decided by readiness rather than by size, with the sharpest question in any acquisition being how much friction the acquired institution brings. About: Banking Transformed is hosted by Jim Marous, a top five banking industry influencer and Co-Publisher of The Financial Brand. Subscribe to Banking Transformed for new episodes multiple times each week, and subscribe to the Digital Banking Report at digitalbankingreport.com.

Your institution is spending real money to bring people to the front door, and most of them never get through it. Cornerstone Advisors found 3.36 digital checking applications abandoned for every one completed, or nearly 9,000 potential accounts at the average institution. Research from Debbie puts average application completion around 15%, with the ID upload as the single biggest drop-off point, and some institutions decline 70% of the applications they receive. Meanwhile the average cost to acquire a member runs around $489. Most of that gets treated as a KYC and compliance requirement, and most of the time it is not. The customer identification program rule is risk-based. It permits non-documentary verification, allows identity to be verified within a reasonable time after an account is opened, and expects your procedures to define what someone can do while verification is still underway. Most systems only have approved and declined. Jim Marous looks at what the identity decision is costing banks and credit unions at the new account desk and in digital account opening, why the same gate gets run again on customers who have been with you for years, and what a risk-based verification path looks like in practice. Featuring research from Cornerstone Advisors, FICO and Debbie. Hosted by Jim Marous. Subscribe to Banking Transformed for new episodes multiple times each week.