BankThink

Since joining CUNA Mutual in 2005, President and CEO Jeff Post has been leading a review of the staid old insurance provider in ways that perhaps only an outsider to credit unions and the organization can. Recognizing that just because you dominate the market doesn't mean you satisfy the market, the review has led to realignments of product lines, the opening of a large, national customer service center in the Dallas/Ft. Worth area, some difficult self-analysis about its customer service, and even more painful staff reductions.

If a credit union-or any financial institution of any size-is going to succeed for the long-term and attract new members in an era of extreme competition, then its personnel must think of themselves as "problem-solvers."

When is a "CDCU" not a CDCU? The electronic edition of CU Journal of October 18, carried the story, "Another CDCU Folds." The article concerns Ebeneezer FCU, a small credit union in Fort Washington, Maryland.

"Are you sure you want to enter?" It was the third time he had asked me that question, every time flashing at me the kind of ivory-teeth smile found only among those who have access to someone else's money for the expensive dental work. I wouldn't realize until later-when the nervous shaking had stopped and my racing heart had eased up on the gas-that a smile in the face of such frightening things would be a metaphor for all that was to follow.

Editor's note: On Oct. 16, 2006, AT&T said it would follow the FCC's net neutrality guidelines for 30 months after the merger, if approved. A decision by the FCC was pending at press time.

Traditionally, strategic planning involves the board of directors and senior management. The board is entrusted with creating the organization's itinerary, and senior management with driving the bus to the destination. This process, however, omits three other key constituencies-members, non-members and staff-whose views could enhance the outcome.

Oh, just admit it. As soon as you read these three words, "Serving the Underserved," you immediately conjure up images and a response in your mind. Just as Pavlov had his dogs, credit unions have their "serving the underserved." The dogs salivated at the ringing of a bell, while at those six syllables credit union execs start thinking "ridiculous federal mandate" or "antiquated remnant of CU philosophy" or "we tried that" or "we're not a check-cashing store" or perhaps, "Thank you, NSF income!"

There's a better-than-even chance your credit union has changed its name in recent years, and that you and the rest of the management team believe that for the most part the process was as smooth as peanut butter. Hardly a word of complaint from members, you boast. Nary a negative letter, your coworkers are quick to point out.

Credit Unions as a whole are struggling with interest margins. In a recent Credit Union Journal article addressing margin squeeze (July 10, 2006), it was identified that without non-interest income credit unions would have a negative 40 basis point ROA. Banks, however, are earning record profits and achieving strong growth. What is the difference between banks and credit unions that are both competing for the same member/customer's financial wallet share? The answer: non-interest income.

Were Sigmund Freud a market researcher, he'd be consumed by one question: What do consumers want?