Midwest Bank had an image complex. Even though they were a $2.3 billion organization with 18 branches throughout Chicago, they weren’t a “name” in a big-name market. And given their plan to acquire new banks, they wanted to distinguish themselves. Offering all the services of a large bank but lacking the convenience of a substantial number of bank locations, Midwest Bank was suffering the middle-child syndrome. And they needed to find a way to increase awareness, drive traffic, and increase deposits.
