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Mobile Revolution by Sabeh F. Samaha |
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For many 2009 was a year marked by struggle and hardship. The economy was
the great equalizer. Both individuals and organizations were impacted to
varying degrees. The majority of forecasters had it right: it would be a
year of hunkering down and waiting. In 2010, progressive credit unions are
researching and investing in leading mobile banking technologies and
platforms - "Mobile Revolution" explains why. |
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Preferred and Future Technologies:
How to Outpace Industry Evolution |
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The purpose of this report is to provide insight into key technologies
that will ultimately benefit a Credit Union’s brand. This report
represents a forward-thinking list of enhancement opportunities that will
help Credit Unions increase its competitive edge. It is the progressive,
adaptable Credit Union that will be ahead of the curve as the next
evolution of the Financial Institution Industry comes to pass. The time
for exploration and investment is now! |
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Credit Union Merger and Acquisition:
Saving Money and Increasing Member Satisfaction |
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From California to Florida, Credit Unions are consolidating at an alarming
rate. If you were to take a helicopter view of the industry, of the
nation, and red thumbnails on the map below represented mid-to-high level
performing CUs and yellow thumbnails were mid-to-low under performing
Credit Unions, you would literally see yellow disappearing into a sea of
red before your eyes.
Current conventional wisdom says to complete a merger as quickly and
painfully as possible. This approach is neither logical nor prudent.
“Quickly as possible” without expertise and oversight more often than not
results in a merger that truly is as costly as possible. |
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Cost Cutting Initiatives:
Auditing and Re-Negotiating Vendor Contracts |
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Credit Unions, in increasing numbers, are closing branches, laying off
employees and freezing scheduled projects. Unlike the banking industry,
Credit Unions are trying hard to maintain respective employee rosters by
moving positions around and placing a hiring freeze. Despite best
intentions, however, these traditional approaches are not working as the
economy continues to slow and regroup. A new approach is desperately
needed.
Senior executives at financial institutions across the nation, and abroad,
are missing key opportunities to cut costs and improve revenue
optimization during this current recession. To this end, a progressive
approach to auditing respective e-business and technology contracts is
required. |
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In the Cards: Capitalizing on Member Business Needs with a Progressive Credit Card Program |
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In staggering succession, Wall Street’s big hitters; Lehman Bros., Merrill Lynch, Fannie Mae, and Freddie Mac have been seized, failed or merged. This unfolding financial crisis is impacting all financial institutions, including Credit Unions. Lenders must become more cautious about how much they lend, and to whom. This is new territory. This is a new world. |
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Key Considerations to Establishing a Member Business Services Program |
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When approaching the overarching and varied concept of expanding, or in some cases launching, a member business service program, take a deep breath and proceed with caution. Deciphering the differences between retail and business services is no small task. While fundamental concepts are similar in that the program will fall under the general category of banking, providing services for a business requires a completely different approach to products, services, and lending. |
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The Art of Negotiation;
Core and Third-Party Agreements Made Easier |
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When a credit union engages a vendor in contract negotiations for a new technology platform, the process often becomes muddied, lines are blurred and terms of service become unclear. Expertly executing this process is critical as a wrong decision prompted by eager vendors can adversely impact the day-to-day operations of a credit union, ultimately diminishing member experience and confidence.
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Building a Successful Virtual Credit Union Branch |
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For many credit unions, existing relationships with core and strategic partners leaves critical variables out of the equation. Best intentions and promises aside, if core and strategic partners can't guarantee a platform that includes all necessary components and variables within the next 12 to 18 months, it's time to re-enter the market, build new relationships and acquire better solutions. |
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NOTICE: IT IS ILLEGAL AND UNLAWFUL TO REPRINT ANY PUBLICATION WITHOUT PRIOR WRITTEN AUTHORIZATION FROM SAMAHA ASSOCIATES © 2003 - 2010 |
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