I am responsible for the Group’s international brands: Fokus Bank in Norway, Danske Bank Sweden, National Irish Bank in Ireland, Northern Bank in Northern Ireland and Sampo Bank in Finland and the Baltic states. The strategic element of my job consists of evaluating and deciding where we need to position our foreign brands. I interact with the banks about their branding strategy and market positions thereby helping to ensure that this takes place in relation to their specific market and local challenges. The more operational part of my job consists of planning the large campaigns for which we use a wide range of media such as TV, radio, print, Internet, etc.
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Camilla Dahl, 30 years |
Qualifications: BCom strategy, organisation and management
Job title: Chief Consultant
Department: Group Business Development & Marketing
Experience: Joined Group 2007 |
Human interface holds the key
On a day-to-day basis I collaborate actively with my brands. Travelling accounts for almost 65% of my time at work – or about three days in every five. That sounds a lot but it’s time well spent and I can see direct results. The more we are present, the better the collaboration. And this is absolutely essential, because we can’t change things at a professional level if the human interface is not established and strong.
Challenge of communicating the Bank
What motivates me most about my job is the challenge inherent in being responsible for such a large number of strong brands and, naturally, the international perspective. In addition, the financial sector is a stimulating area for marketing because it requires a sustained and continuous effort to change the attitudes of customers and potential customers.
Women in progress
Together with 19 other women in the Group I am participating in a development programme called ‘Women in Progress’ which runs for 18 months. The programme began with a two-day workshop in which we were monitored by business psychologists who assessed how we reacted in teams, how we presented ourselves, how we worked under stress, etc. Based on their conclusions a report was prepared for each of us, drawing attention to individual development points that we need to address in relation to our daily work assignments – and also for use as a comparison tool when faced with real-life challenges. In addition, based on our development plans, HR selected a number of courses that are tailor-made for us so we can strengthen our expertise and development points. We meet regularly in the network and exchange experiences. This is where we also discuss problem areas of a more personal and informal nature and, for me, this is one of the great strengths of the ‘Women in Progress’ network.
There’s no hiding your weak points
As a result of ‘Women in progress’ I have become extremely aware of my many different sides. Weaker points, which I had put to one side believing that no one would notice, have been spotted. And we have been helped to utilise effective tools to develop these areas in a positive direction. I can really see that the feedback I have received has had an impact on my daily work.