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Fix the driver behind crashes, sound loss and screen glitchesFind Drivers →Repair Windows errors before they cause bigger problemsFix Now →Demographics still help marketers understand broad audience patterns, but they cannot tell you what a particular person needs right now. A stronger approach combines that context with relevant behavioral and situational signals, then checks whether the message, channel, timing and data use are appropriate.
What is changing in demographic marketing?
The shift is not from demographics to no demographics. It is from treating age, generation or other group traits as a sufficient basis for an individual campaign to using them as one layer of context. The more useful planning question is: “what evidence do we have that this person is entering a moment where we can help?” That question appears in the ABA Banking Journal’s sponsored article presented by Alkami, “The Shift from Demographic Marketing,” published October 1, 2026.
The article reports findings from the 2026 Generational Trends in Digital Banking Study, attributed to Alkami and the Center for Generational Kinetics. The study surveyed 1,500 U.S. digital banking consumers ages 22–65 from March 26 through April 22, 2026. Results were weighted to the 2020 U.S. Census for age, region, gender and ethnicity; the stated margin of error is ±2.53 percentage points. These are U.S. digital-banking survey results, not a universal account of all consumers or marketers. Because the article is sponsored, its survey findings should be read with that attribution in mind.
Demographic-led and behavior-led planning are complementary
| Planning approach | Signal used | Strength | Main risk or constraint |
|---|---|---|---|
| Demographic-led | Broad traits such as age or generation | Useful for population-level context and forming hypotheses about needs or channel preferences | A group pattern does not establish an individual’s preference or current situation |
| Behavioral and contextual | Relevant observed activity, such as transactions, balances, transfers or product use, considered in context | Can help identify a possible moment to offer timely information or assistance | Signals can be misread; interpretation, privacy, consumer choice, exclusions and outcome measurement all matter |
In banking, the ABA article points to changes in deposits, spending, balances, transfers and product use as possible indicators of changing needs. A pattern such as home-related spending or an outside mortgage might prompt consideration of a home-equity message. It does not prove that the person wants or qualifies for that product. Treat the signal as a reason to assess relevance, not as certainty about someone’s intent.
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How to plan a more relevant campaign
- Start with a customer need and a measurable aim. Decide what useful action the campaign is intended to support, such as opening an account, increasing balances, improving utilization, deepening a relationship or helping someone progress toward a financial goal.
- Use demographics to frame, not decide. A cohort pattern can suggest questions to investigate. Do not turn an average preference into an assumption about every member of that group.
- Identify an observable, relevant signal. Consider whether a change in transactions, balances, transfers or product usage plausibly relates to the need. Distinguish the activity actually observed from the need inferred from it, and allow for false positives.
- Check exclusions before contacting anyone. In its home-equity example, the ABA article identifies existing product ownership, a recent application, delinquency and participation in a conflicting campaign as reasons a person might be excluded.
- Match the channel and message to the circumstance. Use a channel that makes sense for the customer and the nature of the information. A useful offer should explain its relevance without presenting an inference as a fact about the recipient.
- Measure meaningful outcomes. Impressions and clicks can show exposure or engagement, but assess the campaign against its intended customer and business outcome. The article describes possible goals; it does not establish that a particular targeting approach causes them.
What banking survey findings say about digital experience and channels
As reported by the sponsored ABA article from the Alkami and Center for Generational Kinetics survey, 76% of respondents said their digital banking experience reflected how much their institution cared about its customers or members. The article also reports that 85% considered digital experience quality essential or important when considering a new primary provider, approximately one in two would consider switching for a significantly better digital experience, and 31% had already opened an account elsewhere after a bad digital experience. These figures describe respondents’ reported views and actions; they do not establish that a specific campaign or platform will improve retention.
For personalized offers, the same article reports respondents’ stated likelihood of acting by channel:
| Channel | Reported likelihood of acting |
|---|---|
| Mobile banking app | 72% |
| Online banking | 66% |
| 60% | |
| Text messaging | 53% |
| Social media ads | 31% |
These are survey responses, not observed conversion rates or a guarantee that one channel will outperform another for a particular audience. The same survey reporting says 44% of digital banking consumers wished their primary provider did a better job anticipating their financial needs and goals. In the ABA article’s account of generational findings, 91% of Gen X respondents said phone support was important, 87% prioritized online virtual assistance, and 78% were comfortable with their financial institution using AI to alert them about suspected fraud and provide actionable next steps. For Baby Boomers, it reports that 42% preferred online banking through their institution’s website, 81% considered convenient branches important, and 57% wanted access to knowledgeable staff during a branch visit. These are reported preferences within the study’s U.S. digital-banking sample, not rules for every person in a generation.
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Privacy and choice are part of campaign design
More precise targeting can make relevant information easier to find, but using more data also raises questions about privacy, fairness and consumer control. The UK Competition and Markets Authority’s evidence review of Online Choice Architecture and consumer and competition harm describes how businesses may use demographics, geolocation, purchase history, browsing behavior and aggregated data to personalize offers, rankings, promotions, advertising or prices. It recognizes possible benefits such as reduced search effort while examining potential harms and limits on consumer control.
The CMA review also discusses how wording, defaults, ordering and interface design can affect privacy choices. Transparency and a choice mechanism alone may not be enough if the design steers people toward an outcome they would not otherwise choose. The review is an evidence source for general design considerations, not current legal advice for a particular country or a validation of any bank campaign.
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- Use only signals that have a defensible connection to the customer need.
- Make it possible for people to understand and manage relevant choices without relying on confusing wording or defaults.
- Consider whether a message could expose sensitive inferences or feel intrusive, even if the data pattern is technically available.
- Check who is excluded or reached and whether the campaign is delivering the intended benefit.
Why personalization ambitions can outpace capability
Personalization is already common, but organizations do not necessarily have the capability to deliver it well across channels. A February 2024 Forrester Consulting survey commissioned by LiveRamp of 510 U.S. organizational leaders found that nine in 10 organizations reported doing some level of personalization. While 54% identified privacy-forward personalized experiences across channels as a top external data collaboration use case, 12% said they could deliver those experiences with existing resources. This commissioned survey indicates a gap between stated priority and reported capability; it does not prove that a particular technology or partnership closes that gap.
In the same survey, 58% of financial-services respondents and 51% of consumer packaged goods (CPG) respondents wanted to establish or grow partnerships to expand access to data. Separately, 54% of financial-services respondents and 52% of CPG respondents wanted to enrich first-party data with third-party attributes. These findings describe organizational intentions, not consumer preferences or evidence that combining more data automatically improves a campaign.
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What the evidence does—and does not—establish
The banking survey suggests that respondents value digital experiences, report differing channel preferences and want providers to anticipate needs more effectively. The ABA article’s targeting examples show how behavioral signals and exclusions might inform campaign planning. The CMA review adds reasons to consider consumer choice and interface design, while the commissioned Forrester survey points to reported implementation constraints.
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None of these sources establishes that a particular behavioral signal accurately predicts an individual’s need, that a personalized campaign causes better outcomes, or that a vendor platform produces the benefits claimed for it. The ABA article describes Alkami’s Digital Sales & Service Platform as connecting onboarding and account opening, digital banking, and data and marketing; that is a description in sponsored content, not an independent product evaluation. Any organization considering a platform or campaign should assess its own data quality, controls, customer outcomes and applicable obligations.
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