Paula Sayão also highlights BB’s pioneering spirit on several digital fronts
With a 24-year history at Banco do Brasil, Paula Sayão talks about the pride of leading the institutional and marketing communication strategies of a giant brand like BB, in addition to the differences of a bank that can count on the strength of the country’s name .
“We are a mixed economy bank with 215 years of history. We have 10 thousand service points, 87 thousand employees, 83 million customers. We are a bank that has supported Brazilian culture and national sport for over 30 years. That makes a difference. So I like to say we have company-sized challenges with these numbers.”
In the following interview, the marketing and communications director also highlights BB’s pioneering spirit on several digital fronts. “Did you know that the first mobile banking in Brazil was from BB, back in the 1990s?”, he asks.
How long have you been in charge of marketing at Banco do Brasil? Tell us a little about your trajectory.
I have 24 years of BB. I am very proud to lead institutional and marketing communication strategies for internal and external audiences, managing all marketing and communication tools for the giant brand that is Banco do Brasil. I have a degree in economics, with an MBA in marketing and communication. Professionally, I am very proud of all the steps I have taken in my career, from my days as a clerk and manager at an agency, through other areas of activity. My position is the result of selection processes for the training of the company’s senior leadership, something that is a mark of robust governance at the bank. In 2019, I took over as director of the digital business area, leading the strategy and digital transformation and innovation projects, focusing on the BB customer’s digital experience, which included the entire digital media performance operation, which is now under my responsibility. management in the area of marketing and communication. Our focus has been to work towards building an increasingly stronger brand, as well as achieving relevant and sustainable business results.
What are the main challenges in the bank’s marketing management?
When we talk about challenges, I immediately think about opportunities. The bank is a wonderful example of how public and commercial action is not only possible, but also makes a difference, in a very positive way, in people’s lives. We have Brazil in the name. We are a mixed capital bank with 215 years of history. We have 10 thousand service points, 87 thousand employees, 83 million customers. We are a bank that has supported Brazilian culture and national sport for over 30 years. That makes a difference. So, I like to say that we have challenges the size of a company with these numbers and we also have governance, which is one of the most recognized in the market.
Banco do Brasil follows good corporate and banking practices for any decision-making, with administrative autonomy and following strict corporate governance rites. We always want to show a simple and relevant BB, more human and more diverse. Always focused on the achievements of our customers. A company that has Brazil in its name also has this mission that goes beyond its core business. We are a bank for everything our customers imagine, which engages diverse audiences with the aim of contributing to the economy and the development of Brazilian society.
How to keep the brand strong in the face of government changes?
The Banco do Brasil brand is one of the organization’s most valuable intangible assets and is based on the trust that is built through coherent and transparent communication with its audiences. The brand strategy is experienced at each touchpoint, ensuring that the customer experience is aligned with the company’s authenticity. This means that each interaction reinforces the brand’s identity and contributes to building a lasting and meaningful relationship with the customer. BB has robust governance and is recognized by the market. Decisions are always guided by credit and social, environmental and climate responsibility policies, which observe, in addition to best market practices, legislation, treaties, resolutions and regulations that guide the financial sector and those in which clients carry out their activities. productive. We have a long-term corporate strategy, a communication plan that is based, among different perspectives, on the company’s corporate strategy. Our corporate strategy is based on customer centricity and digital transformation.
Read the full interview in the issue of propmark from November 4, 2024
