Your situation
Trust is the real currency.
In finance, trust decides. Marketing for financial products must also be fair, clear and not misleading. We combine persuasive communication with the necessary care and build in alignment with compliance and legal from the outset.
At the same time, the environment is changing: branch networks are shrinking, digital providers are setting new standards for ease of use, and younger customers compare terms within minutes. Regional institutions need to re-establish the case for proximity, while insurers and wealth managers need to make the value of their advice clear. Boards ask how to preserve their own identity through mergers or structural reforms, how to communicate sustainability credibly without becoming open to attack, and how to bring employees along through change.
What we do for you
- Brand management and branch presence
- Product and image campaigns
- Website and digital customer communication
- Customer magazines and mailings
- Annual and sustainability reports
- Internal communication and change
The sector in figures
449
credit institutions (head offices) in Austria (Q3 2025)
1,327
credit institutions in Germany (31 Dec 2025)
230
banks in Switzerland (2024)
Sources: AK Wien based on OeNB; Deutsche Bundesbank; SIF.
Typical challenges
Interchangeable products
Accounts, loans and insurance policies are very similar across the market. Differences usually lie in advice, attitude and regional roots, and precisely these soft factors are the hardest to make tangible in communication.
Long approval routes
Compliance, legal, product management and the board each review content from their own perspective. Without clear processes and responsibilities, campaigns are delayed and messages are watered down until they become unrecognisable.
Explaining complex topics clearly
Interest, risk, retirement provision or sustainability criteria are hard for many customers to understand. Clarity must not come at the expense of completeness and accuracy, otherwise trust suffers.
Carrying change inside
Mergers, branch closures or new advisory models unsettle employees. When internal communication lags behind external communication, staff learn the news from the newspaper, and that damages credibility externally.
The psychological perspective
Money is emotional.
Financial decisions are shaped by the need for security, by trust and by the fear of loss. Our management knows banking from its own leadership experience and combines this knowledge with psychological expertise. The result is communication that offers orientation instead of persuasion.
What we pay particular attention to
Regulatory care
Approval workflows with compliance and legal are a fixed part of our project planning.
Regional roots
Regional institutions thrive on proximity. We make it tangible in their communication.
Plain language
We explain financial topics so customers can make informed decisions.
How we work with you
Assessing the starting point
We analyse brand, customer groups, competitors and internal mood, and talk to sales, branches and specialist departments, not only to marketing.
Planning approvals early
Together with compliance and legal, we define review steps, responsibilities and deadlines before the first drafts are produced.
Developing messages
We formulate key messages that take the need for security seriously and translate them into campaigns, advisory materials and digital channels.
Connecting inside and outside
Employees hear the news first. We align internal and external communication in timing and content.
Typical projects
Brand identity after a merger
Positioning, name, corporate design and branch presence for merged institutions that want to keep their regional roots while presenting themselves as one brand.
Annual and sustainability reports
Concept, copy and design of reports that present figures and content clearly, take your institution's reporting requirements into account and serve different groups of readers.
Campaign for retirement provision or financing
A multi-stage campaign on topics such as home financing, retirement provision or investment, with advisory materials for branches, content for digital channels and approvals agreed with compliance.
Internal communication during change
Supporting change processes with staff information, guides for managers and regular dialogue formats so that employees understand changes and can support them in front of customers.
Frequently asked questions
How do you deal with regulatory requirements for financial advertising?
We plan for review by your compliance and legal departments from the outset and design content so that mandatory information and disclaimers can be integrated cleanly. Advertising for financial products must be fair, clear and not misleading. Legal assessment in individual cases lies with your legal department or external legal advisers.
How can we stay relevant as a regional institution alongside digital providers?
By showing what digital providers cannot offer: personal advice, knowledge of the region and local responsibility. This must become concrete and tangible, however, not just a slogan. We develop formats that make proximity visible and make sure your digital channels live up to that promise.
Can you communicate sustainability credibly?
Yes, if the content can be substantiated. We communicate what your institution actually does, without exaggeration and with a clear distinction between what has been achieved and what are goals. We deliberately avoid sweeping environmental promises. Checking whether statements meet regulatory requirements is the task of your compliance or legal advisers.
What does the psychological approach actually add?
Financial decisions are shaped by the need for security, fear of loss and habit. Taking this into account leads to different words, images and processes: less pressure, more orientation, clear next steps. That applies to campaigns as well as to advisory materials and to internal communication during periods of change, when uncertainty is particularly high.
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