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Brand is your only lasting advantage.

A boutique consultancy for fintechs and financial institutions who want to build a growth brand. We turn strategic conviction into frameworks that compound.

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Think Like a Brand, Not a Bank - Second Edition by Allison Netzer
"You absolutely nailed it. So much good, applicable, relevant information in every chapter."
Josh Herman, CU Wealthnext
"I think you've really done a great job using the brain science framework to explain your concepts in a simple way."
Jim Eup, Vericast
"I found myself nodding quite a bit reading this."
Jeff McCarthy, Bank Five Nine

When everyone has a good product, brand becomes your only advantage.

In this provocative second edition, brand strategist Allison Netzer challenges readers to abandon conventional "bank thinking" and embrace the bold, counterintuitive strategies that define iconic brands. Through practical frameworks like the Box→Edge model, the Salt Shaker Theory, and the Pain→Promise→Proof approach, this book shows how to transform from commodity provider into a brand customers genuinely connect with.

Who it's for
  • CEOs watching inferior competitors win on pricing while you struggle to articulate what makes you different
  • CMOs and Marketers stuck in campaign mode without organizational buy-in to build something that lasts
  • Fintech Founders realizing product innovation alone won't scale. You need a brand that compounds.
  • Operators who know their daily decisions either reinforce or undermine the brand promise
Included free: TLAB 2 Toolkit
Five field-tested frameworks designed to help financial brands operationalize the principles in Think Like a Brand, Not a Bank. Practical, collaborative tools that turn brand thinking into daily practice across strategy, product, marketing, and execution.

The Library

Open-source frameworks for brand strategy, positioning, and operating models. Built from real client work with fintechs and financial institutions. Use them, share them, bring them to your next leadership meeting.

02
Positioning

Box → Edge Framework

Clarify your customer-friendly category (the Box) and your sharp difference that creates pull (the Edge).

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Most fintechs and financial institutions can't explain what they do in one breath. The Box tells people what drawer you belong in. The Edge tells them why they should care. Get the Box wrong and you're fighting for attention in the wrong room.

Box: We're a [category] for [segment].

Edge: Unlike [status quo],
  we [mechanism]
  so you can [outcome],
  [proof].
03
Positioning

Reframe vs. Rebrand

A diagnostic that prevents you from investing in visual identity when your real problem is story clarity.

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Most organizations don't have an outdated brand. They have an outdated frame. A rebrand changes how you look. A reframe changes how you're understood. The reframe is almost always where you should start, and it costs a fraction of the alternative.

The Decision
Score clarity, credibility, and execution on a 1-3 scale. If any score below 3, your priority is a reframe. A rebrand won't solve those problems. It will just make them more expensive.
04
Positioning

Better, Not Different

A self-assessment that reveals whether your strategy is competitor-focused or customer-focused.

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Nobody wakes up asking how Bank A is different from Bank B. They want better. Better for their situation, better for where they're trying to go. This diagnostic audits your language, your attention, and your specificity to show where your organization really points its energy.

The Better Cascade:

How are we better?
  → Better for whom?
  → Better for what?
  → Better how?
05
Operating Model

The F/M/B Model

Frontline, Midline, Backline. An operating framework that clarifies who owns what across customer experience.

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In many organizations, the biggest barrier to growth isn't intent. It's ownership. Everyone wants to improve the experience, but who actually owns each customer moment? The F/M/B Model solves this by defining clear layers of accountability while keeping collaboration fluid.

F
Frontline
Customer interaction layer. Branch, digital, contact center. Delivers the promise.
M
Midline
Experience orchestration. Marketing, UX, Product, Data. Connects the dots.
B
Backline
Enablement layer. Ops, IT, Risk, Legal. Makes it possible.
06
Sales & Brand Strategy

The Wooden Test

Audit where competitive intelligence lives in your organization and whether it's helping execution or creating noise.

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John Wooden won 10 championships in 12 years, but his players never saw the scouting reports. He filtered competitive information away from the people responsible for execution. In sales and brand building, the same principle applies: are you executing your strengths, or reacting to competitors?

The Tipping Point:

Are you doing this because a competitor did it,
or because it's strength-adjacent to what you're known for?
From the Newsletter

Briefings

Selected essays from the BrandThnk Briefing. Sharp thinking on brand strategy, positioning, and what makes financial brands grow.

May 7, 2026

The Assumption Trap

What you "already know" can hurt you.

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The most dangerous words in a marketing meeting are not "let's spend more" or "let's pivot." They are: "We already know that." Success breeds certainty, certainty breeds assumption, and assumption quietly erodes the curiosity that drives growth.

Read Full Briefing
April 2, 2026

Maybe You Don't Need a Rebrand.

Maybe You Need a Reframe.

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Most financial brands don't need a rebrand. They need a reframe. A rebrand changes your look. A reframe changes your story. A rebrand is a project. A reframe is a shift in how you see yourself and how you want others to see you.

Read Full Briefing
March 26, 2026

Good Silos. Great Brands.

Break the Walls, Keep the Wins.

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The reflexive anti-silo stance in modern marketing overlooks something important: silos exist because they work. Expertise concentrates. Accountability clarifies. Teams need boundaries to go deep.

Read Full Briefing
February 26, 2026

The Aeron Chair

True innovation is more than meeting demand.

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The Aeron chair wasn't designed to meet demand. It was designed to create it. Herman Miller didn't ask what customers wanted. They asked what customers needed but couldn't articulate.

Read Full Briefing
February 5, 2026

Riding the Exhaust

Let the loud ones educate the market. You show them what it means.

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Every market has its loud voices. The ones with big budgets, aggressive positioning, and relentless presence. They set the conversation. They define the category. They educate the market on what to expect. And that's exactly why you shouldn't try to out-shout them.

Read Full Briefing
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POVs

The POV pieces that shape how we think about brand strategy. Use them to filter decisions, coach teams, and cut through noise.

The One-Breath Test

Can you explain your value in a single breath? If not, simplify.

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Multi-breath explanations usually mean unclear strategy. If you can't say it in one breath, your customer can't repeat it.

Formula: We help [who] do [what] by [how].

Swap in buyer language, not internal capability words. Don't say "integrated solutions for digital transformation." Say "We help banks build brands that drive growth."

3-3-3 Proof Model

3 Outcomes. 3 Stories. 3 Artifacts. Back up every claim.

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If you can't back up your claims with all three types of proof, you haven't earned a rebrand yet.

3 Outcomes: Quantifiable results from actual customers. Real metrics, not projections.

3 Stories: Narrative evidence showing transformation. Real customer journeys with specific details.

3 Artifacts: Tangible proof points prospects can see, touch, and experience. Case studies, testimonials, demos.

Busy ≠ Bold

Activity doesn't equal impact. Motion isn't progress.

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Busy = Reacting, optimizing, doing more of the same. Running more campaigns without a clear message. Adding features without clarifying the category.

Bold = Choosing, creating, doing what's hard but right. Saying no to good opportunities to focus on the right ones. Simplifying messaging even when it feels risky.

Busy creates exhaustion. Bold creates momentum.

Use Words Real People Use

If your customers wouldn't say it, you shouldn't either.

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Jargon creates distance. When you use words customers don't use, they feel talked at, not talked with.

Don't say: "Comprehensive financial solutions" / "Integrated suite of services" / "End-to-end digital transformation"

Say: "Help me save money" / "Make banking easier" / "Tools that actually work"

Test: Would your customer use this word in a casual conversation? If no, find a simpler alternative.

Done Is Better Than Perfect

Ship the work. Iterate based on reality, not theory.

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Perfection is a procrastination tool. Waiting for perfect means insights go stale, market opportunities pass, competitors move faster, teams lose momentum.

Your capture layer is not your performance layer. Raw thinking doesn't need to be polished to be valuable.

Ask: "Is this good enough to test or learn from?" If yes, ship it.

Score What's True

Base assessments on market evidence, not aspiration.

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What you hope is true isn't the same as what is true. Score based on market evidence, customer feedback, and actual results.

When running diagnostics, the goal isn't to score well. It's to see clearly. Honest self-assessment beats comfortable delusion.

If you're scoring your own clarity, credibility, or execution, ask: "Would a customer confirm this?"

Sort or Discover

Are you sorting customers into products, or discovering what they're trying to do?

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Banks, churches, and libraries are the three places people go for guidance — and three places that cause the most anxiety. Why? None of them are set up to ask curiosity-based questions.

Product questions sort people into buckets: "Business or personal?" / "Checking or savings?" / "Do you need a debit card?" They put the burden on the customer to already know what they need.

Curiosity-based questions discover aspirations: "What's going on in your life that brought you in today?" / "What are you hoping this account helps you do?"

Behind every account opening is an aspiration — like the nurse renovating her kitchen so her aging mom can move in, or the small business owner who's finally ready to hire local. You'll never hear those stories if you're sorting instead of discovering.

Downloads

Resources

Print-ready PDFs you can bring to your next leadership meeting or share with your team.

Worksheet

Better Not Different: Self-Assessment

A guided worksheet to reveal whether your strategy is competitor-focused or customer-focused. Work through it solo or with your leadership team.

Download PDF
Research Brief

Brand as Moat: Buffett Research

How Warren Buffett thinks about brand as a defensible competitive advantage. Includes See's Candies case study and boardroom-ready language.

Download PDF
Great brands never die. I still believe you can build one in financial services.
Allison Netzer

Allison Netzer has partnered with Dell, Southwest, the NFL, and more than 75 of the most disruptive brands in fintech and financial services.

She's the author of Think Like a Brand, Not a Bank and the strategist behind BrandThnk, a consultancy built on one conviction: brand is your only lasting competitive advantage.

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The BrandThnk Briefing

Frameworks, field notes, and sharp thinking for FI and fintech leaders working on brand, positioning, and operating models.

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