Innovation and Communication, the perfect tandem

The vast majority of the professional disciplines that make up the global economy have been affected in one way or another by the emergence of the Internet and its development, progressively bursting in and transforming our day-to-day work. But if there is one profession that is especially immersed in an authentic revolution, motivated by innovation and the technological development behind it, it is the one practiced by communication professionals. Our increasingly sophisticated skills are advancing – or must advance – in accordance with our relationship with the increasingly complex environment of organizations that we must be able to manage effectively and, above all, immediately. Blockchain, artificial intelligence, bots, smart data, business intelligence, augmented reality, hypersegmentation, millenials, generation Z… are concepts that have become entrenched in our daily lives and from which corporate communication, as a strategic management tool for organizations, must be nourished in order to contribute to the achievement of business objectives.

These new terms are firmly grounded in the daily reality of the practice of communication and have been developed after the application of innovation. Thanks to innovation, we have a communication ecosystem at our disposal; however, it is neither sufficiently known by all dircoms nor properly used.

Innovation has made us witnesses to a revolution that has marked the passage from one era to the next in less than twenty-five years, and its alignment with communication is so great that one without the other cannot be conceived.

Both concepts give rise to two lines of work, independent but complementary, within our field: communicating innovation and innovating communication. The first would be defined as the application of the set of strategic communication techniques to the adoption of innovation in the organization, in its products, services, processes, in short, in its culture. On the other hand, to innovate communication is to apply new ideas, concepts and practices to communication as a business strategy with the intention of helping to increase its productivity.

Strategic axis and backbone

It is unquestionable that innovation is a priority so that companies no longer increase their competitiveness, but can simply survive in the market, in an increasingly global society that faces other unimaginable challenges. But if it is not accompanied by an adequate communication policy, the achievement of its objectives is questioned. Communication must be part of innovation from the origination point in the organization. A true innovative entity will bet on communication as its strategic axis and backbone, in order to direct relations with an increasingly demanding environment.

And vice versa, if we do not innovate in communication or if communication innovation is not absorbed by professionals, we will miss an endless number of opportunities to strengthen our discipline, as a priority in companies´ decision-making bodies. We will lose effectiveness in our contribution to achieving business objectives.

Marta Muñoz Fernández, Director of Communication of the Federación Española de Centros Tecnológicos, Fedit and member of the Innovation Committee of Dircom, Asociación de Directivos de Comunicación

Branded content, an efficient tool for business communication

Digitization has transformed the way companies communicate their brand and product image. It converts communication into bi-directional, allowing the company to optimize its actions to the maximum, due to the fact it has the capacity to analyze the target, resources allocated to each action, and the return obtained through different metrics: number of users, degree of affinity, visualizations, etc.

However, digitization allows the user to create his perimeter of channels with which he relates to the world. In practice, the user, by choosing channels, creates barriers that hinder the reach of companies´ image or product campaigns, making the investment more costly.

Communicate and build loyalty efficiently

The Branded Content tool, therefore, is being configured as a communication formula that brings efficiency to business communication.  Branded Content generates content that turns the brand into the protagonist of a story, getting the consumer to identify it with the emotions and values that have been transmitted by that story.  It is a tool that makes the brand closer and more relevant to the user, and amplifies the impact of communication.

The first known case of Branded Content is that of the North American Association of Spinach Distributors. In 1929 the association reached an agreement with the producer of the Popeye cartoons, so that spinach would be the key food for the script, because it brings superhuman strength to the protagonist. The result was that the audience perceived spinach as Popeye does, fundamental to his life.

Another more current example is that of the film Cast Away. The protagonist Tom Hanks works for the transport company Fedex, and a plane crash leaves him alone on a deserted island in the Pacific for several years.   The viewer identifies Fedex with the values Hanks conveys throughout the film: a man who struggles to survive, hard-working, constant, and generous, who in the end achieves his goal.

Five success stories

The BCMA (Branded Content Marketing Association) has recognized the five best Branded Content campaigns carried out in Spain. All of them, based on exciting and convincing ideas, brought to the public with a 360º vision, with content adapted for transmedia consumption, that is, through different channels such as RRSS, TV, PR events, advertising, marketing, and press.

  • “Casaterapia” campaign to promote the differential philosophy of Leroy Merlin

The company wanted to transfer the values that define its differential philosophy: Boldness, Inspiration and Pedagogy, to be identified as the best ally for people who renovate their home. According to Leroy Merlin, “improving the house means improving people’s lives”, “the more I give to my house, the more it gives back”, or “each house reflects the personality of the person who lives in it.”

These values and principles are conveyed in a miniseries of 4 chapters of 23 minutes each, broadcast on DKISS, which describes four real cases of people who have carried out renovation projects in their homes.

With this campaign, it reached an audience of 1.1 million people, more than half of whom identified the brand with its differential philosophy. Almost 35,000 people viewed the miniseries on Youtube.

  • Campaign “When I grow up I want to be…” to promote the sales of the Barbie doll, from the Mattel company.

Supporting the vision of girls between 4 and 12 years who want to succeed as adults is the leitmotif of the Mattel campaign, maker of the Barbie doll. The company created a video in which three women who have achieved fame and professional success, transmit to three girls who dream of imitating their success in life, the values they consider key to success.

Each character synthesized in one sentence the origin of the success. Carme Chaparro, presenter and writer, attributed it to the fact that “if you fight, your dream will succeed.” The gymnast, Almudena Cid, who expressed that “we obtain dreams if we believe in them.” Businesswoman Vicky Martin Berrocal insisted to her admirer that “don’t be afraid that it won’t turn out well.”

The video was screened at Divinity, and distributed in PR, PR events, and press. The campaign achieved a significant improvement in the share of this channel, accessing 60% of the target, with 100% affinity.

  • Campaign “La maquina del tiempo” (the time machine) to promote Electium’s death insurance.

With death insurance the user pays for his relatives to save the costs of funeral and burial when he dies. To promote the launch of one of these products, the company Electium held a script competition to choose the one that best conveyed a person´s “last act of love” with their loved ones.  Associating the product with the best possible farewell that a person can give to their relatives.

The winning script was for the short film “The Time Machine”, a very emotional video of high cinematographic quality, which won several national and international awards. The campaign achieved 203,000 views, and achieved strong sales increases, especially because the insurance salespeople “fell in love” with the product thanks to the video.

  • “Pipol in da house” campaign to promote the youth fashion of El Corte Inglés

El Corte Inglés wanted to promote the young spring-summer 2018 fashion collection with a campaign aimed at young people with the “Z generation” profile. To this end, it launched a series that was broadcast on Netflix and Instagram, and in the digital spaces of stores and brands, where four very popular influencers share flat and life experiences while wearing El Corte Inglés fashion brands.

The objective of the campaign was to transfer values such as authenticity, credibility and modernity, related to this target market, and associate them with these brands. The campaign obtained 10 million reproductions, 650,000 likes, and 20,000 new followers for the Instagram account of El Corte Inglés. Organic engagement multiplied by 6.

  • “El Observatorio de la Empresa” campaign to strengthen Vodafone’s corporate customer segment

In order to encourage the capture of corporate customers, Vodafone launched a campaign to change brand perception from one more telephone operator, to a leading company in innovation and the most qualified partner to help a company undertake a process of digital transformation.

To this end, it created “El Observatorio de la Empresa”, a platform with the widest range of content about the impact of digital transformation on companies. Content that addresses the issue from any point of view: qualitative, quantitative, through success stories in companies, countries or sectors, or through contributions from leading experts. And, to facilitate access to and understanding of the contents, the platform has a simple datalab with an attractive look & feel.

The campaign was publicized in the national, local and regional press in order to ensure that it reached as many Spanish companies as possible. The result has been a change in perception and greater brand visibility for Vodafone, as well as a return on investment multiplied by 6.

Javier Ferrer
Proa Comunicación Consultant specialized in the financial services industry

Public affairs: without trust there will never be influence

The management of Public Affairs has become an indispensable part of all organizations’ strategies. In an increasingly complex context, presided over by multiple uncertainties, exponential changes and permanent disruptions caused by technological change, organizations, whatever their vision and mission, must have a powerful Public Affairs department with which to draw strategic maps in the short, medium and long term.

Traditionally it has been considered that this policy of the organization was almost exclusively linked to lobbying tasks in order to have influence on the set of identified stakeholders. However, the complex scenario referred to above requires a much broader vision: Public Affairs cannot, and should not, be exhausted in the traditional work of lobbying.

A Public Affairs strategy and action plan should be designed at the highest level of the organization. And it must be done by activating different levers: strategic communication, institutional relations, protocol, lobbying, CSR, reputation and any other that is considered of interest. Many organizations have departments specialized in some of these matters, but it often happens that they are not aligned and work autonomously, without an effective and efficient strategy that guides them collectively.

Generate influence

There is an increasing need for Public Affairs to be considered globally, either centralized in one department or in different departments that network in a coordinated manner. But it is no longer an option, it is a necessity. The success of an organization depends more and more on many intangibles that are related to the vision of our organization that the clients, the citizens, the companies with which we work, the political and social agents, and in short, the society as a whole have of our organization. If you want to generate influence, the path goes through an analysis and tools such as those described, but always ends up connecting with people and organizations, building credibility and ultimately generating trust. Without this trust there will never be a fertile and lasting influence. This increasingly affects the bottom line and set objectives.

Agustín Baeza, Public Affairs and Communication Consultant and the Asociación Española de Startups Public Affairs Manager

Communication, a valuable tool for managers and investors in Private Equity

The good times that the Private Equity (PE) sector is currently experiencing, both in Spain and at a global level, signifies an opportunity to add value for Financial Communication. Because PE is an asset with great competitive advantages: it generates constant business for managers or General Partners, high returns for investors or Limited Partners, and solutions for companies with financing needs and capacity improvement.


PE consists of very long-term investment in unlisted companies, both when they are in their initial phase/startups – in this case it is known as Venture Capital – or in more mature stages.  It is carried out in four phases: fundraising, investment disbursement, maturation, and divestment.

Investors are preferably institutional (pension funds, insurance companies, family offices, sovereign wealth funds, etc.), or large investors in the private banking segment. PE is considered an alternative asset, which brings stability to the portfolio, and yields higher than equities and fixed income.

Advantages and key figures

PE has a medium/low correlation with the economic cycle, so it benefits from low rate environments that lead to low returns in equities and fixed income. The optimal return/risk profile and its high diversification protect the investor against volatility. And as with traditional management, the expertise of managers is key in the choice of companies, sectors, or trends in the economy, with sufficient growth potential to materialize in attractive returns on divestment.

The figures show that the Private Equity is doing well in Spain and the rest of the world. According to the latest report presented by Funcas, in our country, since its introduction in the mid-1970s, investment commitments amounting to 44 billion euros have been executed. The expectation for this year is to reach 6 billion euros.  The sector has been growing at rates of 10% since 2000.

Globally, the volume invested reaches 2.7 trillion dollars, a figure that represents 3% of the valuation of the equities markets.  In 2018 alone, PE investment vehicles have raised $680 billion in fundraising processes, and there are $628 billion that Limited Partners can reinvest after the execution of divestments (known as dry powder).

The role of communication

During the fundraising stage, the investment policy, the maximum volume of commitments or the remuneration of the management team are established. The investor expects the fund manager to be successful, and the fund manager needs a certain amount of patience in order to have flexibility and to be able to choose the strategies, assets or sectors of the PE fund that will bring this success.  Therefore, there must be a complete alignment of interests between the two.

In this context, the role that the Communication can play is very important. In principle, as an informative tool of the advantages of PE, an asset still little known among the general public. And, above all, for General Partners to achieve the necessary alignment with the interests of Limited Partners during the initial phase of the investment.

General Partners know when, how much and how they will generate value in each vehicle they manage. Communication will help them strengthen brand awareness with the qualities that will solidify Limited Partners’ trust. At the time of divestment, the Communication will export the achievements obtained, and the strategies used, improving the corporate reputation of the manager.

In the case of Limited Partners, the Communication will help to position them among their clients, and in the sector, as selectors of the most efficient and effective managers in their task of optimizing investments. Managers who have achieved successful PE investments will be identified by Limited Partners as the best experts in designing and executing optimal investment strategies.

Finally, companies that have benefited from an investment in PE, can rely on communication to improve their brand image, transferring to their customers and potential public the improvements and new business strategies they have implemented thanks to PE.

Javier Ferrer
Proa Comunicación Consultant specialized in the financial services industry

The “Google tax”, a short-term solution

On March 21st, 2018, the European Commission presented a package of measures relating to the taxation of the digital economy, including a proposal for a Directive introducing a tax on the provision of certain digital services (the so-called “Google tax”). In line with the proposed EU Directive, the Council of Ministers reported on Friday, October 19th, 2018, on the draft law creating the Tax on Certain Digital Services. In this way, Spain would be the first country in the European Union to adapt to the Commission’s proposal.

Broadly speaking, this new indirect tax would aim to tax at a rate of 3% the turnover generated, i.e. gross revenue, through the provision of services consisting of: (i) the sale of digital advertising space; (ii) making digital platforms available to users on which they are allowed to interact with each other and which facilitate the provision of services and the delivery of goods, and (iii) the transmission of data generated from the activity developed by users.

Notwithstanding the foregoing, only entities that obtain, on an annual basis, total revenues of more than 750 million euros and revenues from services subject to tax exceeding 3 million euros in Spain would be subject to the tax.

This measure seeks to tax those digital services where there is a contribution from users. However, as has been pointed out by the OECD, it may generate risks and negative impacts on investment, innovation and growth.

In any case, due to the fact that the tax is applied where the users are established, this temporary measure does not seem to solve the current problem to be addressed: taxing profits in the jurisdiction where the value has been created.

Iván Moya, Associate of Área Fiscal de Écija

Risk auditing, a profitable investment

There isn´t a day that we open the digital version of any newspaper and not encounter a reputational crisis: a company, a public institution, a cultural organization or an NGO accused of illegitimate behavior.

Some of the problems they face are of a technical nature: a toxic leak, an unexpected accident, food contamination, a defective product sold to thousands. I would dare to say that the problem is the least of their worries. Organizing rescue teams, health care for the wounded or the return of damaged objects takes time and resources, but companies are well prepared. In Spain, moreover, local and regional public administrations are very well prepared.

In recent decades, risk analysis has become a theoretical and practical autonomous discipline of considerable importance, especially in the field of large industry and infrastructure, which require huge investments and foresee a long-term recovery: oil exploration, pipelines, construction of dams, etc. When these projects include interventions in unstable countries for political, social or economic reasons, all the parties involved (companies, banks, governments) study the risks of the operation very carefully, because an evaluation error could ruin any institution, no matter how solid.

In addition, companies and organizations engaged in particularly hazardous activities are required by law to use special prevention programs, with important communicative implications.

Serious organizations devote time and energy to know the risks involved in their activity, for themselves and for their participants (managers and employees, customers, partners and shareholders) and other audiences. It is a manifestation of responsibility in leadership: not driving a car without the appropriate reviews, without paying attention to the drivers warning that something is not working correctly, etc..

The best people to do this, without a doubt, are the internal staff. The engineers who have designed the processes, the directors of operations, the people in charge of the facilities, are the ones who best know the guts of the organization, and who can more easily decide how to identify those risks, reduce them and turn the company into a “safe environment”, for those inside and outside.

But the damage suffered by companies as a result of a crisis refers more to the reputational impact than to the physical one. Not only do we have to face the problem, but we also have to take the initiative to remain informed about the measures taken and what remains to be done: what we will do to prevent a repeat incident, how we will compensate, and how we will return to the previous situation. Ah, and how we will apologize to those affected.

On the other hand, there are many benefits to having external support in order to evaluate the communicational risks of the public facet of a crisis. Without a doubt, it can also be done in house, especially if you have an area of reputation and corporate communication prepared and with authority. Prepared, because they know the business inside out and know how to propose initiatives that solve real problems, in the language of management, which is often quantitative. With authority, because without it, it is very difficult for a proposal – which normally involves spending something today in order to earn something the day after tomorrow- to be heard.

Your best ally

However, there are two important advantages to asking external advisors to carry out such a reputational risk assessment. First, because it overcomes the bubble perspective. It is only natural that a well-functioning company (the others don’t even consider doing a risk assessment, they simply put out fires every day) should internally develop high self-esteem. In those circumstances, objectively thinking “what could go wrong and create a problem for us” is more difficult. It won’t happen, or if it does, we’ll be prepared.

An external advisor can confirm that security, or remove the blindfold. Second, no matter how much authority the person responsible for communication has, an external voice is usually more listened to. Instead of being the “enemy” of the internal communicator, it may be his or her best ally, because it will often confirm fears and suspicions already felt, which may have been neglected for some time.

The external advisor can also help in another facet: the communication of these risks, which we could define with Heath & Abel as “the intentional exchange of information on health, ecological or any other kind of risks, carried out between the interested parties.” Because the social responsibility of the institution leads to these risks being brought to the attention of the public concerned.

Today, risk communication and crisis communication are moving towards integration. One of the great communication gurus, Mathew Seeger, points out that in the past, risk communication was an independent discipline, whose aim was to convince individuals and social groups to be aware of identified risks (smoke, driving under the influence of alcohol, etc.) and to decide to change their behavior, and therefore had a medical focus; whereas crisis communication was associated with the public relations arena and the need to repair a deteriorated corporate image after a crisis. However, in recent years the two traditions have converged into a single discipline, crisis and emergency communication, because when developed in an integrated manner, they are more effective.

Risk analysis comprises four steps: risk identification; description, both objective – with quantitative parameters – and subjective; risk assessment (severe or mild, indispensable or dispensable, type of consequences, etc.); and risk communication to the public.

The external consultant can provide invaluable assistance in exploring, diagnosing and treating the reactions of different stakeholders in relation to the first three steps, and fully in the fourth.

Because experience shows that no organization can succeed in a crisis, or at least can limit damage and recover quickly, without the help and favorable assent of the public.

Yago de la Cierva
Specialized consultant in crisis communication.

Technology dominates the intangible market

The top seven companies with the largest intangible value in the world belong to the technology sector. They are Amazon, Microsoft, Apple, Alphabet (Google), Alibaba, Facebook and Tencent. This is discussed by the Global Intangible Finance Tracker (GIFT) 2018, which was presented this Tuesday by Corporate Excellence and attended by Proa Comunicación. However, these intangibles, which represent a high percentage of their business values, are not disclosed. For example, Amazon: of the 827 billion dollars accounted for by intangibles, 810 billion are undisclosed.

Another sector with an important presence in this ranking is telecommunications. Specifically, there are four companies, led by AT&T. It is followed by the American Verizon, Softbank of Japan and Deutsche Telecom of Germany. Intangibles in the case of AT&T amount to 220 billion dollars, which represents 62% of its business value.

In other economic spheres, according to the report, there are huge gaps between the leaders and the companies that follow them. For example, in the aerospace and defense sector, the United Technologies network reveals intangibles worth 16 billion dollars, which is double the total disclosed by the runner up, Rolls Royce. This gap can also be seen in sectors such as the medical sector: the net number of intangibles revealed by Dow DuPont is five times that of its closest rival.

The report also confirms the growing importance of intangible assets in companies in the global economy, as well as trends in this area within different countries.

You can view the full report with all the graphics here:

Diversification and focus on business, values of communication specialized in asset management

According to Inverco figures, the market for Collective Investment Institutions (CIIs) in Spain has doubled in size in the last five years. Between 31 December 2013 and 30 June 2018, the total volume of Collective Investment Institutions (CIIs) (investment funds, pension funds, Sicav, real estate CIIs and foreign CIIs) increased from 344 Bn € to 591 Bn €, an increase of 58%.

According to the CNMV, in Spain there are almost 120 Collective Investment Institution Management Companies (SGIIC) registered. In addition, there are 36 international managers associated with Inverco that market foreign CIIs to national clients, both retail and institutional. These managers provide a volume figure of 164 Bn € at the end of June 2018, whereas at 31 December 2013 there were 25 managers providing a total figure of 55 Bn €.

The Spanish market is, therefore, a business opportunity for companies dedicated to asset management, both national and international. Advances in technology, open architecture, low interest rates and economic growth are among the factors that have driven investment in these financial instruments.

Its advantages, and its ability to optimize investment, are key to volume growth because the funds provide diversification that reduces risk, access through experts to markets, assets and geographical areas, a wide universe of products available, and favorable taxation.

Brand Qualities

Communication specialists ask ourselves: How can we help the business of management companies?  Getting distributors to choose funds from our management clients, as recipients of investment decisions for their clients.

The first step is to position the brand of the manager with the qualities that define it

  • What type of manager I am: national, international with a more or less extensive presence in the market, independent, belonging to a financial group, author’s manager, wealth manager…
  • How do I add value: What are my competitive advantages in terms of volumes, the markets I work in, the quality of my managers, the profitability of my products, the management styles I use, the quality/risk ratios of my products, whether I rely on active or passive management, costs, the breadth of my range, whether I co-invest with my participants, whether I am flexible in decision making…
  • What are the ways for me to grow: whether I target private clients, or institutional clients, and which segments (private banking, personal banking, retail, business); how and through what channels I want to distribute my products in the market.
  • How do I adapt my business model to a new regulatory environment that reduces retrocessions for the sale of funds to the distributor.

Communication actions

The second step is to choose the recipients and the communication actions to be carried out, in order to consolidate the perception of the brand that the manager wants to transmit.

To this end, actions should be diversified, depending on the audience and the content that achieves the greatest impact:

  • Mediators: Professionals such as bankers, financial agents, fund selectors, analysts, advisors, or managers working in EAFIs, private banks, commercial banks, securities agencies and companies, family offices, insurance companies, etc. The most efficient way is to hold events on market/asset/geographical vision and on products, which provides positioning and personal contact with the mediators.
  • Users of online distribution platforms: Actions to strengthen brand presence that highlights the competitive advantages of the manager in online media, SEO and SEM positioning in social networks, or specialized forums and blogs.
  • Final Investors: Actions to generate a more massive brand presence, highlighting the competitive advantages, and those of their products through marketing. Actions that can materialize in general and specialized online and offline media, social networks , blogs, forums, sponsorships, advertising, other marketing actions, etc.

In conclusion, a communication strategy specialized in content, diversified in actions and focused on the client’s business objectives, is the best response to the needs of those managers who want to take advantage of the strength of the Spanish fund market.

Javier Ferrer

Proa Comunicación Consultant specialized in the financial services industry

Ten SEO positioning tricks

When companies decide to improve their digital reputation, there is widespread ignorance of the type of positioning and the options that exist. Although it may seem very basic, the most important thing is to know the difference between SEM positioning and SEO positioning:

  • SEM (Search Engine Marketing) or paid traffic. It consists of hiring advertising campaigns through ads on search engines, social networks, YouTube ads, etc..
  • SEO (Search Engine Optimization) or organic traffic. It is the traffic obtained by performing searches in different engines.

An increase in traffic can be achieved through a set of optimization actions on the website and the creation of quality content with the right keywords to drive positioning.

The big question is: Which is better? SEO positioning or SEM? The answer is not simple. Both are important, and the ideal is to complement them, but it is advised to work during the first phase on the SEO and then undertake SEM actions.

The problem with SEM is that it tends to be VERY direct (payment = better results), so it can represent a dependence on the investment. With this positioning, we obtain good results in the short term. In the case of being the first to enter the market it will be easy to win the position, but in a market as saturated as the current one it can become a double-edged sword. If many companies invest in the same campaigns, it is difficult to differentiate from the competition in order to sell the product, creating a direct relationship between investment and results. In this way, a problem can be generated and, no matter how much the investment is increased, the expected results are not achieved. This can be caused by the bidding of a competing company that invests more than we do or because the achievement of a sale ends up not being profitable.

On the other hand, SEO traffic achieves long-term results, but it has greater value due to its permanence, since it is like always having an asset if it is maintained correctly. It is based on quality content, when the user understands that you answer their questions and address their needs or provide valuable content. Without a doubt, it will stay in a better place for a longer period of time, which will achieve an increase in traffic, better positioning, and consequently will indirectly raise conversion and sales figures.

At PROA Comunicación we believe that SEM positioning can always be carried out, since at any time you can pay and receive it. But we believe that the real challenge is to establish a good SEO positioning and, for this, we have developed the ten tricks of SEO positioning

  1. Activate the SEO positioning. It seems logical, but we usually find that 30% of businesses have a website and have it closed for indexing in search engines. To solve this problem, you should deactivate the tab “Dissuade search engines to find my website” in WordPress and, in other CMS, check that the robots file or each page created has “Index”.
  2. Have a blog integrated with your website, with the aim of creating entries or posts on a daily basis. Pages are usually created at the beginning and therefore their creation date is outdated, losing weight in search engines. We must create up to date entries and win the position again.
  3. Optimize each entry for a keyword. The word we want to give focus to should be present in: title, URL, first paragraph of the entry, image name and description, target word and meta description.
  4. Friendly URLs. It is important that the name of the URL is legible and has to do with the keyword. It should be made up of words related to the title ignoring articles, prepositions and conjunctions, and separating them by hyphens. Example for this entry: /10-tricks-positioning-seo.
  5. Internal links are links between different entries so that the user can find everything he or she is looking for. Staying as long as possible on the website, looking for a conversion through the call to action.
  6. Link building, is about linking the page from other external sites such as forums, comments, blogs … The more external links, the higher the reputation of your entry, increasing its weight and score for positioning.
  7. Optimization of images. The less time it takes to load the page, the better the position and conversion. This is achieved by reducing the quality as much as possible without losing a good visualization of the images. Photoshop helps you to save the images in a reduced jpg or quality at least always 2 or 3 levels and adapting the size of the image for the web.
  8. Titles h1, h2, h3. In the contents of the entries mark the titles and their titles with the corresponding html tags. The page will be more readable for search engines, scoring in a very positive way.
  9. Length of your entries. Each entry or page should try to have at least 300 words. This will help to better index your content.
  10. Do not copy content. Search engines directly penalize duplicate content. It is better to publish less content, as long as it is your own.



Juan Gutiérrez
Specialist SEO and Digital Marketing Consultant

Communication, a lever for growth in private banking

One of the greatest challenges that we, financial communication professionals, face is how to help reach the business objectives of private banking entities. A challenge that, after more than 20 years managing the reputation of private banking entities, managers, brokers, and insurance companies, has proved possible to achieve.

Dual Advantage

Communication is used by companies to channel the information generated by their habitual activity for the benefit of their business. In private banking, this translates into a double objective:

  • Assist in attracting new high net worth clients
  • Create an image of stability and quality that generates pride of belonging among clients and attracts the best talent in Private Banking to join our institution

The best example of a successful communication and marketing policy is the case of Ferrari. Ferrari is a brand that has staunch supporters and customers, with a maximum level of pride in belonging, and legions of potential customers who one day aspire to join this select club. So much so that Ferrari doesn’t even need to spend money on advertising new products because orders are placed years in advance and are always out of stock. Its product line is very exclusive, and is only accessible to people with a lot of money, who consider Ferrari an essential part of their culture and personality.

Aspirational and tangible contents 

Generating the illusion of joining an exclusive club by becoming a client of our entity is therefore key to our communication strategy. For this, we will need to build a story of the firm with aspirational and tangible messages, which we will export to channels and environments where our audiences of interest (clients and bankers) operate and are informed.

In practice, we will not only communicate our competitive advantages in profitability, business, size, and solvency, but also the values that motivate a client´s purchase.

The main facet of these values is trust, the mortar that supports the personal relationship between the banker and his client. So, if we can identify what convinces customers to join our club, we will have powerful messages to help solidify a long-term relationship with our entity. Additionally, we will have “prescribers” who will speak well of our organization to their family, friends, and professional social circles.

Coordination with marketing and other areas

It is key to work in coordination with the marketing team, which manages the specific positioning of the brand at all times. The marketing department will guide us in the selection of the calendar, the contents, and the areas where we will exercise the communication plan.

Because we must know how to choose when and where to launch press releases, participate as experts in events, collaborate in sector reports, publish posts on our blog and our profiles in RRSS and carry out other types of actions that impact the brand image. We will only achieve this if we know how to assemble communication and marketing strategies, aligning them with the company’s business strategy.

Moving messages, externally and internally, requires full alignment with senior management´s guidelines regarding how the company should be managed.  For this reason, senior management must approve the strategy as a whole and the actions to be carried out, as it must insure that everything is executed according to schedule and with the intended purpose.

The potential of managing the information produced by the company provides advantages for the rest of the business areas. Communicating improvements, news, launches, strategies, business figures, appointments, etc., will make it easier to improve the perception of our products, prices, managers, advisors, and any other company asset. In short, it is the best way for the communication as a tool to support the objectives of the company as a whole.

Impulse to growth

In conclusion, a specialized communication strategy is an essential element for boosting business in private banking entities. It provides benefits in the short, medium and long term, strengthens the organization´s differential positioning and highlights the strengths of its business model and value chain. Furthermore, a well-developed communication strategy helps to achieve greater satisfaction among its customer base, generate a high pride of belonging among its customers and professionals and craft a better corporate reputation between the sector and the media.

Javier Ferrer
Proa Comunicación Consultant specialized in the financial services industry