intellectual Capital

Carla Juan Chelala

Deputy Managing Director
Marketing

As a result of efforts to communicate our brand, ours is considered one of the most valuable in Mexico, especially in the financial sector.

Carla Juan Chelala

Deputy Managing Director
Marketing

Marketing

We are the largest Mexican Financial Group in the country a fact that is reflected in our brand, transmitting strength, our unique dynamic, our ability to adapt to the changing needs of our clients and the environment, and at the same time that we are solid, a very important value that allows us to inspire trust.

As a result of our efforts to communicate our brand, ours is considered one of the most valuable in Mexico and especially in the financial sector. The consultancy agency, Brand Finance, estimates the Banorte brand’s value to be worth $1.619 billion dollars. Our challenge is to continue to strengthen it, so that customers and employees remain proud of Banorte and continue to place their trust and patrimony in us.

Throughout 2016 we defined trends in innovation, launching such products as Cuenta Enlace Personal (Personal Link Account) and Tarjeta de Credito por Ti (Credit Card for You). We were the first to use facial recognition technology to allow Mobile Banorte users access to the app using just a selfie.

We understand the challenges and opportunities offered by current methods of contacting customers, driven by digital communication. The customer journey has evolved notoriously, since now customers select the brands and communication methods that they can relate to.

Points of contact with the consumer have also changed - the user no longer receives information from one source of communication or one particular ad. Today clients can be influenced by friends, acquaintances or people they are in contact with by sharing digital messages, and in particular, through social networks.

We know that our content must be relevant and useful so that our users can identify with us. Therefore, in order to attain a good level of bonding with both current and potential customers, we have evolved into integral communication strategies, including a presence in social networks.

In 2016, Banorte opened profiles in Twitter, Facebook, Instagram, Google+ and LinkedIn, adapting our content and language according to the interaction characteristics of each social network, and in just three months we surpassed 250,000 followers.

In addition, we developed marketing relationship activities, in order to clearly communicate Banorte’s offering and thus allow our clients to experience the brand more closely.

These activities include sponsoring events of international stature, such as NFL games and the Sistine Chapel in Mexico, always with the objective of promoting customer loyalty and developing a more efficient relationship with them.

In just the first three months, we acquired 250,000 followers.

Fernando Solis Camara y Jimenez Canet

Deputy Managing Director
Communication and Public Affairs

We launched a strategic program to redefine our corporate position, our institutional consensus, that projects who we are and what we do, strengthening the Group’s solid reputation.

Fernando Solis Camara y Jimenez Canet

Deputy Managing Director
Communication and Public Affairs

COMMUNICATION AND PUBLIC AFFAIRS (SRS 103-2)

Our 20/20 Vision proposes a course with defined business goals, which must be built on the group’s reputation, proper communication and an effective and reliable relationship with stakeholders.

Corporate reputation stems from the ongoing dialogue between audiences and our institution, both from institutional communication as well as what we project with our daily work.

Our strategic communication program requires the Group to interact with different audiences from a single discursive path and consensus-based narratives, so that audiences hear a homogeneous message. A harmonious communication is effective, and the effectiveness of the image and communication strengthen trust.

The development of this program stems from an innovative theory in institutional communication from the Mexican financial groups: to convert communication offices into a true “engine of content”, corporate wording that reports to our different audiences in a truthful, innovative and attractive way. To do that, we use all the technological repertoire which we have access to, the brief video for computer graphics or digital animation, and using both traditional media as well as social networks or other means (i.e. institutional web page, our TV and radio channels), adapting stories depending on the audience, (whether for investors, customers, employees, opinion forming authorities, civil organizations or the general public), but without changing the core messages, and the narrative path.

We believe that timely and transparent access to information about the Group is as important as the explanation of the stories behind the data, and how these strengthen our commitment to become the best financial group in Mexico and for Mexicans, as described in our 20/20 Vision.

This year the Public Affairs area was created, which aims to develop, manage and follow-up on relationships with Governments, authorities, regulators, legislators, social organizations and public institutions, and thus strengthen our reputation and positioning among these key stakeholders.

This area also provides support to business units, by being responsible for understanding the context and the public agenda of the country, knowing in which direction it is headed and how Grupo Financiero Banorte can take advantage of opportunities.

ENCOURAGING INNOVATION

Innovation is essential to banking, which is being pressured by new technologies and new demands from customers. It is imperative for Banorte to design new operating models and improve the way we attend to customers, our internal processes and innovate in any area.

We created the Ingenuity Program to promote innovation in GFNorte. As of 2016, participation in the program has been continuous. Employees can participate by registering an idea, enriching ideas with their comments, voting for the best proposals or investing in the idea they consider should be implemented.

Thanks to the Ingenuity Program we have managed to manifest the collective intelligence and collaboration to create a culture of innovation within the company. In 2016, the Ingenuity Program formed a community for innovation with the participation of 8,600 employees.