Time to Transform the 'Face' of CUs

CUs must align their mission with the evolving needs of members and potential members.

October 01, 2012
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The community-minded, member-focused approach that’s the hallmark of credit unions has long been a differentiator in the marketplace. Consumers who seek to be “part of something” or to be recognized for a characteristic they have in common with others have been drawn to credit unions founded around like principles.

With positive credit union growth during the past five consecutive quarters—during a time of great uncertainty for financial institutions and the U.S. economy at large—it’s clear the altruistic nature of credit unions is giving them an edge.

The competitive forces in the financial marketplace, however, are signi­ficant. Credit unions are being chal­lenged by community banks, check-cashing outlets, and even entities such as Google, PayPal, and Walmart.

Credit unions’ tradition of building community—through both a high level of member service and deep support of their home markets—is only one of many factors in members’ selection or retention of their credit unions. Equally important are innovation, access to a broad portfolio of services, and the ability to interact using the same technologies that have become pervasive in their relationships with other businesses and organizations.

How can credit unions leverage their strengths to compete in today’s marketplace and continue to thrive in the future? The key is to provide a mix of services and interfaces that appeal to members and prospective members across all generations.

For many credit unions, achieving this kind of mix will mean thinking differently about how they integrate delivery channels and partner with service providers. It also will mean a renewed focus on delivering on credit unions’ mission and core values.

Historically, that mission has centered around service. And while credit unions’ traditional approach to service will continue to appeal to consumers, the way members and potential members of the future define service likely will be a departure from the expectations that have shaped today’s institutions.

Consumers have grown accustomed to speedy delivery of information and access to transactions via powerful platforms with extensive functionality.

Today’s consumers can purchase from retailers online and pick up purchased items from brick-and-mortar locations at their convenience. Those same consumers can reserve tables at restaurants and even “get in line” for haircuts through simple mobile applications. Consumers are beginning to demand the same types of access and flexibility from all aspects of their lives, including their banking.

One of the biggest challenges facing credit unions today is balancing this demand for anytime/anywhere service with a continuing need for the branch environment. This dichotomy of consumers today is unprecedented, and their personal and generational preferences are as diverse as they’ve ever been.

While baby boomers currently are the most significant member base for many credit unions, the future is coming—and fast. Millennials or Generation Y—young consumers ages 18 to 32—are becoming an increasingly influential consumer market segment. Experts predict that by 2017, millennials will have
the most spending power of all the generations.

How can credit unions meet the challenge of serving these diverse consumer segments and remain viable in the future? By preparing to align their mission of service with the expectations of members they’ll serve tomorrow.

During the past several months, Diebold has visited with credit unions around the country to help them begin to articulate their strategies for transforming their branches and delivery channels—so they can continue their mission of service.

At the same time that the charge to meet the needs of diverse consumer groups is weighing heavily on our credit union partners, they’re also focused on continuing to deliver value to existing members—by providing in-demand banking products and competitive rates. Not surprisingly, they feel pressure to increase revenue while driving down expenses.

The good news: A focus on transforming branch channels can enable credit unions to simultaneously address changing member dynamics and create a more efficient operation to help drive value.


Phil Matous
October 31, 2012 5:30 pm
This is a well written article but is old news.

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Great article! Unfortunately, most employees don’t feel valued or appreciated by their supervisors or employers. In fact, research has shown that the predominant reason team members quit their jobs is because they don’t feel valued. This is in spite of the fact that employee recognition programs have proliferated in the workplace – over 90% of all organizations in the U.S. has some form of employee recognition activities in place. But most employee recognition programs are viewed with skepticism and cynicism – because they aren’t viewed as being genuine in their communication of appreciation. Getting the “employee of the month” award, receiving a certificate of recognition, or a “Way to go, team!” email just don’t get the job done. How do you communicate authentic appreciation? We have found people have different ways that they want to be shown appreciation, and if you don’t communicate in the language of appreciation important to them, you essentially “miss the mark”. Additionally, employees need to receive recognition more than once a year at their performance review. Otherwise, they view the praise as “going through the motions”. A third component of authentic appreciation is that the communication has to be about them personally – not the department, not their group, but something they did. Finally, they have to believe that you mean what you say. How you treat them has to match the words you use. If you are not sure how your team members want to be shown appreciation, the Motivating By Appreciation Inventory (www.appreciationatwork.com/assess) will identify the language of appreciation and specific actions preferred by each employee. You then can create a group profile for your team, so everyone knows how to encourage one another. Remember, employees want to know that they are valued for what they contribute to the success of the organization. And communicating authentic appreciation in the ways they desire it can make the difference between keeping your quality team members or having a negative work environment that everyone wants to leave. Paul White, Ph.D., is the co-author of The 5 Languages of Appreciation in the Workplace with Dr. Gary Chapman.

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