In case you missed it—and you probably did—last week wrapped up the first in-person conference in the country for credit unions during the time of COVID-19. There were many restrictions in place, but at times, a lot of it felt surprisingly normal.
This blog has been updated for 2020. New member acquisition costs and average attrition rates have changed some of the math involved, but the end result is largely the same.
Is your credit union looking for new member growth? Are Millennials and Gen Z key to your long-term viability? If you are like most credit unions, then this article will help you keep new members and build loyalty for life while demonstrating the tangible difference between a bank and a credit union.
We all know, it is far less expensive to keep a member you already have than to get a new one. We’re so focused on membership growth, yet we don’t even know if we’re attracting the right member… or if they’ll stick around!
Last week I made a breakthrough in my relationship with my wife. We have been married 16 years and she finally felt secure enough to tell me something I have known for years. Kirk, she said, you are not a very good dresser. Frankly, most of the time you look like Ted Kennedy and Rodney Dangerfield had some sort of weird baby. Well, she didn’t say that second part, but now you don’t think she is as mean… it’s all perspective.
A couple of years ago, I ran into a good friend of mine in the credit union industry. He asked what I had been up to, and I mentioned I had written a book for credit unions, Credit Union 2.0. We discussed the book and I offered to send him a copy.
He responded, “Don’t bother. I don’t read books.”
As of this writing, the COVID-19 quarantine appears to have flattened the curve somewhat and discussions have shifted to how things will reopen. Many credit unions have been in crisis management mode for many weeks, and while they have felt the impacts on day to day operations with branch closures and remote workers, the financial and budget impacts are just now beginning to be felt.
The immediate future is uncertain, and yet credit unions must plan and execute to keep our business, communities, and members’ lives moving forward. Many of the credit union leaders have spoken about the stressful challenges of balancing member, employee, and credit union needs in this chaotic time.
This guide has some suggested methods that we have found in various circumstances and organizations over many years at credit unions, startups, and mature companies. These approaches have helped us navigate previous recessions as well as other business interruptions or market changes.