Management

Bouncing Back After the Recession

CUs’ top planning strategies include proactive lending and mobile banking.

June 27, 2013
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7. Unbanked and underbanked
 
Unbanked and underbanked consumers represent the last remaining “white space” in financial services—an uncharted territory where credit unions have a rare opportunity to serve an underserved market.
 
Approximately 68 million U.S. adults are either unbanked or underbanked. Revenue from serving these unbanked and underbanked consumers totaled $78 billion in 2011 and $85 billion in 2012.
 
During the past 20 years, an entire industry has emerged to fill the void left by traditional financial institutions. These alternative financial service providers or “fringe bankers” include check-cashing outlets, payday loan stores, and Internet payday lenders.
 
By charging exorbitant interest rates that can create a cycle of indebtedness, these profiteers act against the best interests of their customers under the veil of providing a helping hand at a time of need.

Credit unions can meet the underserved’s needs by offering appropriate services and building relationships.
 
A low-income designation, combined with a clear strategic plan, can enhance your ability to enter and serve low- to moderate-income markets. Tools that can help your credit union engage these consumers include check cashing, remittances, and bill pay. The path to asset building starts with a single transaction.
 
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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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