Presentation on theme: "A COMMUNITY FOCUSED ON DRIVING OPPORTUNITY November 6 & 8, 2012."— Presentation transcript:
A COMMUNITY FOCUSED ON DRIVING OPPORTUNITY November 6 & 8, 2012
Actionable Analytical Approach What is it? And are you building one? 2 Making Ownership Real What does it mean to treat every member as an owner? Do You Have an Online Channel Strategy?... or are you simply buying toys to amuse yourself?
W HAT IS CEO S CHOOL ? W E A RE A LL C OOPERATIVE B USINESS D ESIGNERS Why is CEO School becoming a tradition at CU*Answers? With the expansion of our network, we have more talented CEOs than ever, and the value put on collaborative efforts is at an all time high CEOs need to develop networks where they can coach and mentor each other from the unique position of being a CEO More than ever, today’s CEO is expected to be engaged with technology and the concepts of data mining, opportunity demographics, and being plugged in CEOs wear more than one hat, and CEO School is a safe training environment CEO School speaks to the essence of why CUs own CU*Answers: so that their voice is heard, their ideas are worked on, and their priorities are considered as part of everything this CUSO tries to accomplish 3
CEO S CHOOL : I S IT TIME FOR A C HANGE IN F ORMAT ? T HINKING ABOUT CEO S CHOOL 2013 The current format for CEO School has been around since 2006 Today, credit unions are asking if it’s time to change from the current split schedule (M-W, W-F) to a consistent schedule where all participants were in all sessions at the same time (M-W) To do this, sessions would have to be off site (like the J.W. Marriott), which would allow attendees to stay in one building throughout the event for better networking and collaboration opportunities Off-site room = more risk from technology snafus CEOs voted that the event was for CEOs only Today, many people are asking to bring their #2 along, or someone in training as part of a succession plan Please fill out your ballot with suggestions for changes for the 2013 CEO Strategies event – turn it in before you leave today 4
M ID -T ERM CEO S CHOOL N OT J UST FOR CEO S Mid-Term CEO School (Not Just for CEOs) Wednesday, March 20, 2013 9am – 4pm at CU*Answers Invite your second in command, key managers, or a CEO-in-training so they can see these materials in a different setting Are your executives taking full advantage of CU*Answers education offerings? We are happy to repeat the content of CEO School for all executives, but CEO Strategies is more than content... it is a networking event It is about the big picture that emerges from our network 5
I N C ASE Y OU H AVEN ’ T H EARD... http://www.marriott.com/hotels/travel/grrjw-jw- marriott-grand-rapids/ 6 The 2013 Leadership Conference will be held at the J.W. Marriott in downtown Grand Rapids Mark your calendars for June 18-19 (golf outing on the 20th)
C ONFIRMING G RASP IN A C HALLENGING W ORLD A RE YOU READY TO COMPETE IN A SELF - SERVICE DATABASE WORLD ? As CEOs, we know that the requirements of our job and the expectations of the teams and our employers are changing dramatically with each new gadget that comes onto the market It’s a database world, it’s a search engine world, it is the day of the presentation, live and in color No longer can we rely on others to give us information, press the buttons for us, or type up black-and-white Word documents to carry our message Understanding where and how to look for current information is trumping experience – in today’s world, you need both Can your stakeholders testify to your grasp of today’s credit union database and what it means to success? CEOs cannot afford to assume that past talents will ensure their future careers 7
ACTIONABLE ANALYTICAL APPROACH WHAT IS IT? AND ARE YOU BUILDING ONE? Copy this section to your 2013 Business Plan!
A.A.A. : A N EW CU*A NSWERS R ATING FOR CU M ANAGEMENT F ROM THE PEOPLE WHO BROUGHT YOU A.S.A.P. (A SK, S EE, A CT, P ROFIT ) For three years we’ve been developing a toolkit to create analytical solutions to match the need for credit unions to be competent at analysis...where are you? A ctionable Analysis with an expected outcome: I will act A nalytical The ability to analyze: A budgeted commitment A pproach A manner in which a problem is solved: A plan 9 2010 2011 Copy this section to your 2013 Business Plan!
A.A.A. : A N EW CU*A NSWERS R ATING FOR CU M ANAGEMENT F ROM THE PEOPLE WHO BROUGHT YOU A.S.A.P. (A SK, S EE, A CT, P ROFIT ) Actionable Before you ask for data, before you read a report, before you hear a proposal for action, you already anticipate doing something Data is not just noise to you Analytical You’ve prioritized analysis, you’ve put some of your best thinkers on the project, budgeted time and cash to the project, and you’re determined to get an ROI on the data work you do Approach You’ve made a commitment to yourself and your Board that this is a management priority and approach You’ve sold it as one of your talents Your team can give the elevator speech on how data is the foundation for improvement 10 Copy this section to your 2013 Business Plan!
H OW TO T URN T HESE C ONCEPTS I NTO M ONEY IN 2013 AND B EYOND D ATA FOR THE S AKE OF D ATA IS A M ISSED O PPORTUNITY Dashboards create an opportunity to lower the cost of driving action into our business plans at the press of a button A screen refreshes, and by the time the data is apparent to the room, someone is saying, “we need to do something about that” Because of the nature of the beast, we gather data to comply, to imply, but very seldom to apply what we learned 11 Gathering Data(reduce $ cost) Analyzing Data (increase time) Acting on Data(multiply the events) Copy this section to your 2013 Business Plan!
W HY W E G ATHER D ATA To comply with archival regulations and best practices To validate and affirm the results of our efforts To present to examiners and Board members and create a corporate record To present to management and use in performance analysis (staff) To comply with third-party obligations such as the 5300 To analyze and calculate adjustments to our plans and futures Know our member and make adjustments to keep their attention Know our operations and make adjustments to build an effective factory Know our identity and validate the response to who you think you are Know our plan through verifying the hypothesis and the hopeful outcome When was the last time you really challenged your ROI on these activities and your effectiveness around crafting designs and planning data-related tactics? 12 Gathering Data(reduce $ cost) Analyzing Data (increase time) Acting on Data(multiply the events) Copy this section to your 2013 Business Plan!
B USINESS D EVELOPERS S TUDY O PPORTUNITY In this world we can no longer count on just what we see, the few people we talk to, the insider’s voice, or basic rules of thumb we remember from when we were doers It’s all about data, and if you want to develop your business and take things to the next level, you’ll look for the opportunity in data and make sure you have an action-based plan to act on it 13 Copy this section to your 2013 Business Plan!
WHAT A CEO SHOULD KNOW......ABOUT HOW HIS OR HER OPERATION ACTUALLY GATHERS DATA, PRESENTS DATA, ACTS ON DATA, AND TRIES TO EVOLVE AND REDUCE THE COST OF EARNING ON DATA DO YOU HAVE SOMEONE MAKING A CAREER OUT OF DATA MANAGEMENT WITH NO ROI?
F ROM P RINT... 15 Reports are still evolving, but they are no longer the standard for a CEO on the move
...T O P RESENTATION 16 A little later we’ll do a deep dive on these tools at a live CU MNMGMT #23 New/Closed Memberships Dashboard MNMGMT #22 New/Closed Accounts Dashboard
F ROM P RESENTATION TO P UBLICATION I S Y OUR D ESKTOP R EADY TO P UBLISH ? PDF exports emphasize presentation because they’re intended to be a finished, ready-to-distribute product rather than an intermediate product like an Excel workbook that users will most likely manipulate Focusing on single-screen exports now, with the potential for flexible workflow-style exports that involve more than one screen PDF exports use a third-party utility called iText that requires a license: one-time charge per workstation (about $160) Same approach as Excel exports: we provide the code to make it happen but interested clients are responsible for purchasing the tools Goal is to offer PDF exports for every panel that supports Excel and CSV exports Implemented in the 11.0 release (April/May 2011) – instructions available on the Reference Materials page under “P” for PDF 17
I S Y OUR D ESKTOP R EADY TO P UBLISH ? D ESIGNING E FFECTIVE PDF S 18 The beauty of a live presentation of a dashboard is that there are tons of options and views of the situation But how do we get better at a simple one-page summary of the situation that we might use in a Board packet, or you might distribute When do you send a postcard instead of a long letter? from your desk to the desks of many Not a booklet of options, just a simple communication for everyone to ponder Still haven’t gotten started on any design changes – I don’t think I had more than two comments about PDF designs from a CEO since last year
I S Y OUR D ESKTOP R EADY TO P UBLISH ? D ESIGNING E FFECTIVE PDF S 19 As CEOs, are we directing our teams to think all the way to a canned report that makes our point, and reduces our cost for doing so? Take the very timely topic of Concentration Risk: We create a tool for online analysis We create a table dashboard We create a communication dashboard We create export tools We embed some presentation tools All for while you are in CU*BASE...But what about the PDF that you need to make your point when not in CU*BASE? Still haven’t gotten started on any design changes – I don’t think I had more than two comments about PDF designs from a CEO since last year
A NOTHER TOOL TO GET A BETTER RETURN ON GATHERING DATA R EPORT /Q UERY S CHEDULER Automating data gathering/reporting functions behind the scenes to maximize the computer’s focus on high priority events during the day 20 (Yeah, we know...your teams barely knew all the available reports and had just started learning Query...now they have to automate this stuff, too??)
CEO DASHBOARDS CU*BASE DASHBOARDS ARE A FOUNDATION FOR A WAY OF THINKING IN 2013, WE PLAN TO MOVE THE ANALYSIS TO THE WEB FOR OWNERS AND BIG-PICTURE THINKERS
CEO D ASHBOARDS A N OVELTY T HAT H AS B ECOME AN E XPECTATION Our standard for CU*BASE dashboards: 1. Select a group of records with something in common to analyze (loan apps processed between Oct 1 & 31, members who joined the CU last year, checking accounts opened last month, etc.) 2. The user is presented with a series of options to work with each of these records, one at a time (approve the app, send TIS disclosures, order a debit card, etc.) 3. The user is presented with a set of analyses that take the selected records and show as many pertinent facts as possible about that batch (# of apps pending, # of members who joined by age or gender, checking accounts opened by a specific employee, etc.) Step 1 is like a report, Step 3 is like the totals or summary section on a report, but Step 2 creates a unique palette of opportunity to work and analyze at the same time Is this gaining traction in your shop? 22
CEO D ASHBOARDS A N OVELTY T HAT H AS B ECOME AN E XPECTATION Our standard for CU*BASE dashboards: 1. Select a group of records with something in common to analyze (loan apps processed between Oct 1 & 31, members who joined the CU last year, checking accounts opened last month, etc.) 2. The user is presented with a series of options to work with each of these records, one at a time (approve the app, send TIS disclosures, order a debit card, etc.) 3. The user is presented with a set of analyses that take the selected records and show as many pertinent facts as possible about that batch (# of apps pending, # of members who joined by age or gender, checking accounts opened by a specific employee, etc.) Step 1 is like a report, Step 3 is like the totals or summary section on a report, but Step 2 creates a unique palette of opportunity to work and analyze at the same time Is this gaining traction in your shop? 23 A.A.A. Moment Embedded in these dashboards is the ability to go active, right now, every time...and all you have to do is plan to do so Have you created a communication manager and assigned them regular dashboard activities to ensure a low-cost reach-out to your members? Copy this section to your 2013 Business Plan!
O NE S TOP S HOPPING FOR M ANAGEMENT T OOLS 24 Be sure to jot down your favorites for tonight’s deep dive hands-on lab MNMGMX
M ANAGEMENT P ROCESSING /D ASHBOARDS M ENU 25 New! Enhanced! Covered by a “Dashboard Dive”
“K NOWING Y OUR M EMBER ” A NALYSIS T OOLS M ENU 26 New! Enhanced! Covered by a “Dashboard Dive”
T ELLER & C ASH A NALYSIS T OOLS M ENU 27 For options 17-20, check out these tips
L EARN FROM A P EER M ENU 28 (This menu is covered in the Collaboration Workshop event) New!
G ENERAL L EDGER M ENU 29 Are you tracking the 2013 Accounting Top 10 Projects?
M ARKETING F UNCTIONS M ENU 30 Enhanced! Covered by a “Dashboard Dive”
N EW F AVORITES : C REDIT S CORES H ISTORY 31 MNLOAN #1 Process Member Applications > Action Code “CH” Credit Score History
N EW F AVORITES : C REDIT S CORES H ISTORY 32 Can display up to 12 months worth of scores in graphical format MNLOAN #1 Process Member Applications > Action Code “CH” Credit Score History
A LL C REDIT S CORES A RE N OT C REATED E QUAL 33 Understanding credit scores and the opportunity within these new tools is major for credit unions and our network Credit Union A Credit Union B Same member, two credit unions:
N EW F AVORITES : C REDIT S CORES H ISTORY 34 In the design phase: input still needed
E NTERPRISE R ISK M ANAGEMENT ( COMING IN 12.2 NEXT WEEK /D EC.) 35
ERM S TAR : A BNORMAL A CTIVITY M ONITORING 36 Audit Link has configuration formulas that can help you set up your monitoring parameters MNCNFC #18 “Abnormal Activity Monitoring Cfg”
ERM S TAR : A BNORMAL A CTIVITY M ONITORING 37 MNAUDT #28 or MNRSK5 “Monitor Abnormal Trans Activity” Copy this section to your 2013 Business Plan!
MAKING OWNERSHIP REAL WHAT DOES IT MEAN TO TREAT EVERY MEMBER AS AN OWNER?
D RIVING I T H OME : C REDIT U NIONS M UST G O T ACTICAL In 2012 we have been all over what it means to be a cooperative CEOs are starting to rethink the credit union vocabulary and how they translate what a member is, in comparison to what a customer-owner is 39
D RIVING I T H OME : C REDIT U NIONS M UST G O T ACTICAL What is your marketing plan for declaring yourself a cooperative and putting the cooperative experience into all of your banking channels? Are you building online banking or online credit union experience? 40
C OOPERATIVES M UST G O T ACTICAL O NE CUSO’ S A PPROACH (O URS ) This document shows how our cooperative has approached the idea of highlighting the cooperative business model in a very tactical way Evolving a marketing message Why now? The Customer-Owner Engine The Business Line Engine The Owner’s Perspective on the 7 Principles of a Cooperative 41
D RIVING I T H OME : C REDIT U NIONS M UST G O T ACTICAL I T ’ S N OT P AINT BY N UMBERS 42 It’s up to you to translate the Cooperative Principles in a way that today’s consumers – your specific consumers – can relate to Avoid insider-speak, use language that connects with the market and clearly communicates your competitive advantage Live the principles to make them part of your everyday vocabulary and actions Get a little messy...paint a design that will resonate with your community
B EING S INCERE TO THE C ONCEPT OF O WNERSHIP D O YOU PUBLISH TO CUSTOMERS OR TO OWNERS ? 43 When you talk to the outside world, what percentage of your communication investment (websites, marketing campaigns, newsletters, commercials, billboards, board reports, examination reports...anything, anywhere you tell your story, inside or out) is based on impressing a customer vs. an owner? How would you change your board packet? Your board website? How would you change your website to report performance to owners? How would you change your election processes? How would you encourage your examiner to treat your community like owners? This is why I believe taking your business plan viral is the emotional litmus test for seeing that everyone is treated like an owner How would you change your business plan from insider secrets to a plan for your community’s consumption?
A F EW T ACTICAL A PPROACHES M AKING O WNERSHIP R EAL 44 How do you market the power of ownership to your Board directors, so they can give the speech to other members? Buy a Board member website from CU*Answers Web Services (coming in 2013) How do you market the customer perspective to Board members, so they can sell it to other members? Buy a Board member website from CU*Answers Web Services (coming in 2013) If you can’t take engaged customer owners (Board member) and turn them into advocates for the cooperative design, how are you going to do it for 10,000 members?
A F EW T ACTICAL A PPROACHES M AKING O WNERSHIP R EAL 45 How would you change member communications to be investor reports? “Your investment in our company is doing very well...” It takes a different mindset, and the author for your member communications needs to write to a different audience – the ownership side of customer-owner How about some of your key performance data moving directly from CU*BASE to your website? We are currently prototyping tablet and mobile applications for many of the dashboards you saw today Financial data, membership trends, new/closed accounts, activity reports that show the business they are invested in is viable and valuable Tiered Services stats for a tablet, without a CU*BASE sign-on
M AKING O WNERSHIP R EAL : S HOW M E THE M ONEY T HE I NDUSTRY IS S TUDYING A V ERY D IRECT A PPROACH 46 “Credit Union and Cooperative Patronage Refunds seeks to illuminate patronage refunds, a unique tool credit unions and other cooperatives can use to manage capital levels, return value to member-shareholders, and tie members more closely to the company.” “Use rather than ownership is the traditional driver of value at a cooperative. Using cooperative theory, the authors argue that credit unions should consider patronage dividends as a long-term commitment to users. The difference between a cooperative (like a credit union) and an investor-owned firm shines through in how well the cooperative rewards members who contribute to its ongoing success.” “By issuing regular refunds, leaders go beyond rhetoric in considering members as the owners of the credit union’s capital...” “Nothing—not good feelings, not good intentions—says ‘please stay’ like cash.” http://filene.org/
M AKING O WNERSHIP R EAL : S HOW M E THE M ONEY T HE I NDUSTRY IS S TUDYING A V ERY D IRECT A PPROACH What is changing is that this is now being viewed as a standing tactic, more than a way to occasionally reward members in a windfall year The CU starts with an intent to pay a labeled ownership dividend every year The CU develops a financial management approach to balance this expense against its other dividend payments and budgeted goal for retained earnings The CU develops a marketing approach and strives to get an ROI from the idea that it pays a dividend to its owners, much like any other business would pay it owners It translates the power of ownership in a very immediate and tangible way Much like the CU*Answers Board today and how it manages its returns to our CUSO owners, it’s a deliberate tactic with a planned return 47
M AKING O WNERSHIP R EAL O NE C OOPERATIVE ’ S M ODEL It can take some real work to make ownership dividends a standing tactic for a Board, to change your budget process, to look at year-end projections differently, and to market it to a cooperative community so they understand how an organization balances customer and owner distributions The CU*Answers Board has done the work – take the time to study this and consider how you might do this work with your Board 48
M AKING O WNERSHIP R EAL O NE C REDIT U NION ’ S M ODEL Since 2006, DFCU (230,000 members) has paid $130 million in annual patronage dividends How would you use this model as the inspiration for your own? 49 Your cooperative should!
C OMING IN 2013: A N EW M ETHOD TO T RACK AN O WNER ’ S R ELATIONSHIP, L IKE N EVER B EFORE 50 STATUS A 1 1 1 Status A=Active C=Closed CCYY K4 S 4 0 2 5 Year (CCYY) APLTYP A 2 6 7 Applic Type SH/IR/SD/CD/TX/LN/ ACCTBS K1 S 9 0 8 16 Account Base ACTTYP K2 S 3 0 17 19 Account Type ACLSEQ K3 S 2 0 20 21 Closed Seq SUBTYP A 2 22 23 Divapl LN Type CD Type CUMDT L 10 24 33 Cum Thru Date (CCYYMMDD) CURBAL S 11 2 34 44 Cur Bal as of Cum Date CUMBALEOM S 13 2 45 57 Cumulative Bal This Month CUMDAYEOM S 2 0 58 59 Cumulative Day Counter MTH CUMBALYTD S 14 2 60 73 Cumulative Bal This Year CUMDAYYTD S 3 0 74 76 Cumulative Day Counter YTD + EOMBALJAN S 11 2 77 87 Jan EOM Balance EOMBALFEB S 11 2 88 98 Feb EOM Balance EOMBALMAR S 11 2 99 109 Mar EOM Balance EOMBALAPR S 11 2 110 120 Apr EOM Balance EOMBALMAY S 11 2 121 131 May EOM Balance EOMBALJUN S 11 2 132 142 Jun EOM Balance EOMBALJUL S 11 2 143 153 Jul EOM Balance EOMBALAUG S 11 2 154 164 Aug EOM Balance EOMBALSEP S 11 2 165 175 Sep EOM Balance EOMBALOCT S 11 2 176 186 Oct EOM Balance EOMBALNOV S 11 2 187 197 Nov EOM Balance EOMBALDEC S 11 2 198 208 Dec EOM Balance YTDBALAVG S 11 2 209 219 Annual Avg of EOM Balances ADBJAN S 11 2 220 230 Jan Avg Daily Balance ADBFEB S 11 2 231 241 Feb Avg Daily Balance ADBMAR S 11 2 242 252 Mar Avg Daily Balance ADBAPR S 11 2 253 263 Apr Avg Daily Balance ADBMAY S 11 2 264 274 May Avg Daily Balance ADBJUN S 11 2 275 285 Jun Avg Daily Balance ADBJUL S 11 2 286 296 Jul Avg Daily Balance ADBAUG S 11 2 297 307 Aug Avg Daily Balance ADBSEP S 11 2 308 318 Sep Avg Daily Balance ADBOCT S 11 2 319 329 Oct Avg Daily Balance ADBNOV S 11 2 330 340 Nov Avg Daily Balance ADBDEC S 11 2 341 351 Dec Avg Daily Balance YTDADBAVG S 11 2 352 362 Annual Avg of Monthly Avg Dail OPENDAT L 10 363 372 Open Date (CCYYMMDD) CLODAT L 10 373 382 Close Date (CCYYMMDD) We’ve already started to accumulate data at month-end that will track the aggregate savings and loan relationship of every member Trend EOM positions for savings and loans Trend YTD average daily balances for savings and loans Design ownership dividend calculations from this perspective Develop a new dashboard that shows you what the ownership relationship is doing, and across which balance sheet products
M AKING O WNERSHIP R EAL M AYBE THE MOST IMPORTANT TRANSLATION OF ALL FOR OUR INDUSTRY ’ S FUTURE 51 MNMISC #27 Patronage Dividend Configuration MNMISC #29 Standard Bonus Div/Ln Int Rebate This one’s coming in 12.2 – ask Gividends!
C OOPERATIVE D ESIGN P EER - TO - PEER OWNERSHIP FOR CUSTOMER SOLUTIONS Your CU was a cooperative before it was a financial service organization It had to be: to get started it had to get a charter and peers had to say, “let’s own a business and do financial services for ourselves!” These peers said, “we can design loans, we can build the savings accounts we want to use, we can decide what hours we want to be open and how to design the office operations” How do you include your customer owners today in product design? In most cases, it seems that credit unions know what their customer want, rather than including them in the product development process What might you do differently in 2013? At CU*Answers, we’ve included our customers right from the get go – you guys demanded it What value do you see in this that you might not be offering to your own customer owners? 52
O UR CUSO A PPROACH : A RE YOU ENGAGED ? 53 Do we need to drill down on any of these?
DO YOU HAVE AN ONLINE CHANNEL STRATEGY......OR ARE YOU SIMPLY BUYING TOYS TO AMUSE YOURSELF? IT’S ME 247 A WEBSITE, OBC, IT’S ME 247, A MOBILE WEBSITE, MOBILE WEB BANKING, TEXT BANKING, MOBILE APP, MDT MOBILE APP, RDC MOBILE APP, A DIGITAL WALLET... CREDIT UNIONS HAVE AN ENDLESS APPETITE FOR ONLINE CHANNEL ENDPOINTS
DO YOU HAVE AN ONLINE CHANNEL STRATEGY...... OR ARE YOU SIMPLY BUYING TOYS TO AMUSE YOURSELF ? I probably should have said, “to amuse your members,” because you’re probably more annoyed than amused by the constant replication of how to serve online members through an almost endless array of opportunities This is all about self service and how members are connected to their data Have you written what you believe is your centralized online strategy for the future? Do you have a comprehensive approach? Who’s in charge? How do you plan to create consistency as these channels mature? What process are you using to know when to enter the market and how much to invest? In 2013, I would start to tackle these questions, or it’ll be a bumpy ride over the next few years 55
R EVISIT THESE SLIDES FROM THE J UNE L EADERSHIP C ONFERENCE 56 http://www.cuanswers.com/lc2012/index.php
T HINKING A BOUT M OBILE A PP A N UPDATE SINCE WE MET IN J UNE Met with CU Mobile Apps to discuss their development priorities for our mutual clients and our preferred vendor offering Have scheduled a meeting with Malauzai later this month to discuss their development priorities for our mutual clients (Wisconsin) The push is for APIs (application programming interface) APIs are the buzz of the market related to mobile apps, but they’ve been around a long time The trick for is to avoid having APIs that simply dump data or create only the simplest of building blocks, forcing vendors and credit unions to re-invent the wheel in every online channel How can we pass data and capabilities along with your core online strategy? 57
T HE F OUNDATION FOR CCAPI 59 Screens like these capture the intent of your online strategy for It’s Me 247 and OBC We intend to develop APIs and our CU*BASE configurations so that your core strategy can be passed to other endpoints as well
I NTRODUCING OUR CCAPI A PPROACH Controlling the corporate color of mobile web and mobile app Communicating your rate board intent to mobile web and mobile app Communicating what channels you have turned on and how you distribute mobile apps Developing more flexible authentication for channels such as credit union websites Coordinating and leveling the playing field as multiple channels evolve A work in progress with mobile app vendors as the first proving ground, but ultimately it’s all about a centralized strategy for your CU 60
P USHING A C REDIT U NION S TRATEGY TO THE OBC C OMING SOON MoneyDesktop is on the move, and making the case for preferred alliance without a lot of necessary and expensive automated interfaces Are you planning to push the MDT mobile app in 2013? The OBC is becoming a smarter and smarter application every day – push your teams 61
I T ’ S M E 247 W HEN YOU THINK I T ’ S M E 247, DO YOU SEE A SILO, OR COMMAND CENTRAL ? 62 Have you ever asked for your corporate colors to be one of the available themes? If not, how will it get to mobile? Have you activated push marketing (Smart Messages)? If not, why are you hoping mobile app will do any better? It’s Me 247 Have you advertised how It’s Me 247 helps introduce mobile options? If not, how will you get people to mobile app stores? Are you selling products and services as part of your online strategy? If not, how can you automate your website, mobile website, and mobile app? Let’s take a peek at what’s coming in January: Most importantly, are you creating cooperative experiences, as well as banking activities, in the online channel?
P ARTICIPATING IN A C OOPERATIVE VIA O NLINE C HANNELS What else do you think qualifies as a cooperative experience, where customer- owners are active in a process that says, “We act with the power of owners”? 63
M ARKETERS ARE ENAMORED WITH THE PROMISE OF MOBILE APP AUTHENTICATED MARKETING What would you envision for an authenticated portion of your website that could be more aggressive in marketing to members, or allowing members an inside picture of what’s going on in your credit union? Investor report Vote Push marketing to the member’s specific situation, just like in It’s Me 247, just like in mobile Allows us to create an authenticated mobile website 64 Login My CU Website
“M Y C REDIT U NION TODAY ” CONCEPT W E CONTINUE TO WORK ON THIS PROJECT FROM LAST YEAR Our mobile teams are meeting with app developers right now and preparing a prototype for CU Executive alerts My CU Today: Loan Balance Growth/Loss from yesterday. Share Balance Growth/Loss since yesterday. Certificate Growth/Loss since yesterday. Asset Growth since yesterday. New Members and Closed Members Yesterday New Accounts and Closed Accounts – by Application Type Last year I challenged you to tell me what you wanted to know before you got to the office – did you take me seriously? Look for more at the June 2013 Leadership Conference 65
67 Deeper with eDOC...thinking about Xtend... and should we consider a project with NaviSource? Just some food for thought 36,018 Dials Made Avg Member Contact = 31% per campaign Sales Leads Generated = 2,399 Avg Sales Leads When We Reached Member = 24% Highest Lead Percentage = 76%, SMART FCU, Credit Card 36,018 Dials Made Avg Member Contact = 31% per campaign Sales Leads Generated = 2,399 Avg Sales Leads When We Reached Member = 24% Highest Lead Percentage = 76%, SMART FCU, Credit Card
68 Do you have a program to get to market faster? Do you track to attack? HOW DO YOU EVOLVE YOUR ORGANIZATION’S ABILITY TO SPEED TO CHANGE? Getting Your “We’ll Do It!” Commitment Continuing to address CU strategies for affirmation of our project priorities Micro-Project Management Services Coming from CU*Answers in 2013 Improving the Beta-Test Process We now have a budget to pay CUs to participate – but how will your teams handle the new responsibilities?
òAs always, all materials related to this week’s events will be posted on our website 69 http://www.cuanswers.com/ceo2012/index.php