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Growing Your Credit Union–Nothing Happens Until They Know You’re There

Wednesday, December 22nd, 2010

Yesterday was devoted to the annual holiday trip to the mall to take my dad shopping.  It’s one of those traditions that’s been around for a long time.

Dad comes from the generation of loyal credit union members who are loyal customers of businesses they’ve trusted over the years; and the first stop on the trip was at the credit union to get cash for his shopping trip.

He visits the same stores that he has gone to for more than a quarter of a century, looks for the same clerks who have waited on him for varying number of years, and takes time to stand in line to get his packages wrapped at the same place he always has.

For people in his generation his behavior is perfectly logical, rational, and predictable.

But wait–there’s more, and it’s very important for credit unions to understand.

His behavior is contingent upon one thing:  At some point in time he learned that those businesses where there, that they could be trusted, and that he could rely on them to meet his needs every Christmas.

In other words, if he didn’t know those businesses existed he would be going somewhere else.  And that, ladies and gentlemen is a very real problem for most credit unions–too many people just don’t know they exist.

This was proven during our shopping trip during a casual conversation with employees at a department store.  Due to a recent inquiry I knew that there was a credit union whose field of membership included employees of this particular department store.  So I asked the three ladies behind the counter if they were members.

Their blank looks told the story, and were followed with the question I expected:  “There’s a ____ credit union?”

Then another chimed in “I didn’t know that.”  The third added “I’ve been here for over five years and no one ever told me.  I love credit unions.  My mortgage, my checking account, my retirement accounts, and everything else are at the XYZ credit union and have been for years.  I just don’t trust banks.”

Now before everyone ges excited about the implicit interest these ladies showed and the powerful testimonial in support of credit unions, remember the point of the story.  Not one of these ladies knew about the credit union that was started by in the company they worked for over 75 years ago.

Enough said.  The message is clear–if people don’t know you exist, they cannot possibly use your services.  What are you doing to communicate to those who are closest to you and most likely to bring their business to you?  It’s not nearly as important to reach everyone as it is to reach the ones who matter.

ACTION ADVICE: Create an ambassador program where current members who work in the places that originally supported your credit union are asked to help spread the word about the credit union and the advantages it offers on a one-on-one basis with their colleagues and co-workers.  Offer some sort of incentive to them for their assistance and ask them to capture member stories you can share with others while they are connecting with their peers and talking about the credit union.  Leverage word of mouth in the places where you have strong roots and be ready to welcome these new members in and walk them through the process of moving their financial services activities to your credit union.

It’s Your Turn…What has your credit union done to reconnect with your core membership?  What do you plan to do in 2011?  Please post a comment and share your insights.

RECOMMENDED READING: Real-Time Marketing & PR

Thursday, December 9th, 2010

Click image to order from Amazon.com

Real-Time Marketing & PR is a book about doing business at the speed of now–something today’s credit unions know very well.   The book powerfully demonstrates how technology has revolutionized interaction with customers, suppliers, the media and other interested parties.

At its core this is a book about social media tools and their impacts on customer and media interactions. Author David Meerman Scott makes a strong case for the need to utilize these tools, no matter what your business. He vividly reveals the pitfalls of not responding immediately in a world where customers expect and demand instant communication.

Credit union leaders and credit union marketing professionals will gain a new understanding of the power of online applications like Twitter and Facebook. The author’s convincing arguments will make it clear that you need to pay attention to this emerging world of social media. His tips and insights for monitoring and measuring your efforts will be valuable to those wondering about the value of engaging in the conversation.

David Meerman Scott opened people’s eyes to the new realities of marketing and public relations in his book The New Rules of Marketing and PR. The book spent six months atop the BusinessWeek bestseller list and has been published in more than 20 languages. He is the author of a popular blog and has delivered hundreds of speaking engagements around the world. These experiences give him a unique perspective on the ways that businesses are reaching buyers in real-time.

ACTION ADVICE: Read this book and learn its lessons, then take action to improve your credit union’s performance in delivering real-time responses.  Start by reviewing what you are doing now and looking for gaps, then move to more proactive efforts to enhance what you are doing well to make it even better.  Identify the small steps and start taking them today to leverage these new tools in growing your credit union.

Business Development: What Makes You Different?

Tuesday, November 16th, 2010

It’s a seemingly simple, almost innocuous question, but it’s one that few credit unions have answered effectively:  What makes you different from the other choices that consumers have in the financial services market space?

Think about it.

No doubt you can quickly come up with a list of businesses that you frequently patronize and identify what it is that makes you go there.  Chances are things like price, service, selection, location, and people would top your list as the reasons you return.

If we probed a little deeper and asked about the other choices–the businesses you do not patronize–we would learn a bit more about what makes the places you do frequent different from those that you do not.  From the conversation, we would be able to readily identify what really matters to you and we would learn what you see as the differences that each of these businesses delivers for you.

And therein lies the secret to defining a successful long-term strategy for your credit union.  Learn what your members see as your difference, leverage that difference and make it your true competitive advantage.  Then focus on doing that thing better than anyone else and letting prospective members know that if that is what they want, then they need to join your credit union; and be comfortable knowing that if they want something else, then they can go somewhere else.

Remember:  Trying to be all things to all people has never worked for any business (and never will).

Southwest has low fares, The Ritz Carlton has unbeatable service, and Walmart has low prices.  What does your credit union have?

ACTION ADVICE: Engage your members in a conversation about what they see as the difference your credit union brings to the financial services market.  In other words, ask them why they use your credit union for the products and services they use it for, and why they do not use it for other products and services you offer.  Make a commitment to really understand how your brand and your business are seen through the eyes of your members.  Then get serious about dropping the products and services that are not differentiating you and reallocating resources to do the things you do best even better.  That will create a definable difference and position your credit union for long-term success!

Evaluating Social Media: Are You Measuring the Right Stuff?

Friday, October 15th, 2010

Chances are you’ve heard this statement before:  If you can’t measure it, you can’t manage it.

When it comes to tracking results from your social media efforts, this concept creates a bit of a conundrum for credit unions. After all, how do you really measure the impacts of being part of an ongoing conversation?

It’s a bit like leaving a business meet-n-greet, and trying to evaluate your success.  You can count business cards or recall conversations, but it is virtually impossible to know what the longer-term outcomes will be from your participation in the event.

The same is generally true for your credit union’s social media efforts.  You can celebrate the number of friends and followers you attract, count your total posts and tweets, track comments and retweets, and perhaps measure responses to specific offers you make via follow-up questions or tracking codes.  But generally speaking it is not going to be easy to measure the impacts of your efforts in the short-term. (more…)

Growing Your Credit Union: It’s Time to Get to Really Know Jane Smith

Tuesday, October 12th, 2010

There’s an old adage in sales that says “To sell Jane Smith what Jane Smith buys, you have to see Jane Smith through Jane Smith’s eyes.”

Truer words have never been sp0ken (and they are equally relevant for John Smith).

For today’s credit unions, this statement is something that should be top of mind in every thing that you do.  Serving multiple generations with increasingly diverse perspectives is a challenge, and it is one that must be overcome if you are to achieve long term success.

It starts with asking the question:  How well do we understand the real needs of our members across each generation that we serve?

Next, depending upon your answers to the previous question, take action to learn more about what your member want and need.  Find out where they are getting the things they need that you don’t offer.  Learn what it would take for them to switch to your credit union for those services, and why they haven’t already done so.

Finally, as you move forward and look to grow your credit union by attracting new members, figure out how you can leverage the relationships you have with current members who have similar demographic characteristics.  Strive to learn what Jane Smith sees and figure out how to deliver the products and services she wants to buy from her credit union.

ACTION ADVICE: Use your member customer information files to identify members who represent the key demographics you credit union serves, then invest some time talking with members from each segment to learn more about their needs.  You can use formal focus groups, or informal lunch-n-learn type sessions.  Remember to ask the questions and listen to the responses, not to defend, justify, or explain.  The way to learn what Jane Smith buys is to ask her and then listen carefully to what she says.

What do you think? What has your credit union done to learn more about the needs and wants of your members?  Do you have any suggestions for other credit unions regarding how to better understand and serve the different generations within your membership?  Please post a comment and share your insights.