“No, no, this is all wrong,” he told me. “We need more of those explosion callouts around the prices. And where are the exclamation points. I gotta have more of those.”

I started laughing out loud, thinking he was making fun of how many explosions and bangers were already in the ad, but on the other end all I heard was silence. Me being a lowly copy grunt and he being our biggest paying client, I quickly apologized and obliged. At the time I thought I was the naive one. Come to find out it was my client.

All the screaming and ranting and loud tactics and garish graphics in the world – what I like to call shock marketing – aren’t going to differentiate your brand in the marketplace. This for the most part includes those goofy, edgy YouTube ads companies are wont to release these days; if you are the fortunate few to actually get traction from one of these ads, your agency will probably get more work from the ad than you will.

Aesop has already taught us that the screamers in life are usually ignored, so instead of relying on flamboyant tactics that only call attention to the fact that you weren’t inventive enough to do something original, it’s better to craft a concise message that is remarkable even when it is whispered.

So where does this leave banks and other financial firms in trying to restore both their collective image and their individual identities? First, you’ll probably see a positioning land-grab for attributes like “stable,” “prudent,” “principled” and “safe.” The problem with each of these attributes is twofold: 1) nobody will believe it if it’s only lip service with nothing to back it up, and 2) these things have all been said before by everyone else. All of which makes for poor positioning and lots of firms that all look and sound the same. Just like before everything went in the tank.

What will the smart financial firms do to differentiate themselves from the pack? For starters, they will clear the “integrity” hurdle, which they can do in two ways. 1) By compensating their management in a sensible manner (Seth Godin just wrote a fantastic blog entry about how the obscene salaries of megabank CEOs are an expensive and ineffective method by which these companies have tried to differentiate themselves). 2) By providing as complete transparency as possible so their customers and investors can clearly and easily see what is on their books (this should be done voluntarily and in excess of whatever new government regulations are adopted).

Then they will muster up the willpower that many banks and financial firms lack and move beyond bland attributes like “stable” and “safe” and “responsive” and “friendly,” embracing specific, ownable attributes. Like “fast commercial loans for deserving businesses.” Or “the bank for farmers.” Or “Denver’s neighborhood bank.” Or “the 401(k) specialist for institutions.”

Now is a time when people need and want to know what their bank and financial firm stands for. Let them know before they walk away forever.