Making the
  “Partnering With You”
Challenge of 2006 a Reality

      Collaboration Workshop
      CU*Answers CEO Strategi...
Setting the Stage

     We have extra capacity
     We wish to serve as many members as possible
     We wish to secure th...
Trading Places
    Members as a Block of Opportunity


    CUs Under 1,000 Members Leaving the Market
             2004   ...
Trading Places
    Members as a Block of Opportunity


    CUs 1,000-5,000 Members Leaving the Market
             2004   ...
Trading Places
    Members as a Block of Opportunity


    CUs 5,000-10,000 Members Leaving the Market
             2004  ...
Trading Places
    Members as a Block of Opportunity


    CUs 10,000+ Members Leaving the Market
             2004      2...
Our Specialty...Our Market Niche
    Matching Your Expertise With These Members’ Needs


    Total # of CUs Leaving the Ma...
www.cuasterisk.com
    Inspiring Centers of Collaboration and Strategies for Growth




              If a CUSO could be a...
www.cuasterisk.com
    Inspiring Centers of Collaboration and Strategies for Growth




              If a CUSO could be a...
Collaboration Is a Solution
     Collaboration is a Competitive Edge For Growth


       From the 2007 CEO Strategies even...
On the Road to a New Future
     2006 CEO Strategies Event


       Acquiring Credit Unions
        – What if CU*Answers c...
Acquiring Credit Unions
     Inspiring Opportunities


       What if CU*Answers could find (inspire) credit union
       ...
www.cuasterisk.com
     Inspiring Centers of Collaboration and Strategies for Growth

                   FISCAL YEAR      ...
www.cuasterisk.com
     Inspiring Centers of Collaboration and Strategies for Growth

                   FISCAL YEAR      ...
Acquiring Credit Unions
     New Age Strategies

       Direct support for credit unions        Attract credit unions to t...
New Age Consolidation Strategy
     The Affinity Group Story


       In one year, Affinity Group CU went from $37M to $12...
New Age Networked Business Strategy
     The Shared Resources and Staff (SRS) Story


        These are models of how to b...
New Age Networked Business Strategy
     The Shared Resources and Staff (SRS) Story


       Can we inspire a new wave of ...
Growing a Network
     Do We Have the Components To Collaborate Efficiently?




                                         ...
Growing a Network
     Do We Have the Intent to Drive Opportunity Through
     Collaboration?




                        ...
Growing a Network
     Do We Have the Intent to Drive Opportunity Through
     Collaboration?




                        ...
Growing a Network
     Do We Have the Intent to Drive Opportunity Through
     Collaboration?




                        ...
Growing a Network
     Do We Have the Intent to Drive Opportunity Through
     Collaboration?




                        ...
Growing a Network
     Do We Have the Intent to Drive Opportunity Through
     Collaboration?




                        ...
Growing a Network
     Do We Have the Intent to Drive Opportunity Through
     Collaboration?




                        ...
Growing a Network
     Do We Have the Intent to Drive Opportunity Through
     Collaboration?
       Which is bigger? The
...
Acting On Our Beliefs

  “Okay, I see the light. I’m going to link together all
these membership bases and build an organi...
It’s Not a One Trick Pony
     Network Strategies Allow Many Opportunities for Collaboration


       It’s not surprising ...
Marketing Your Intentions
     To Compete, You Need a Clear Competitive Advantage


       Have you hung out your shingle?...
Hanging Out Our Collaborative’s Shingle
     Our Partnership’s Strategy for Collaborative Growth


       A Turnaround Pro...
Scholarship Program

      How many candidates should we consider each year?
      What are the criteria for selecting wor...
Conclusion

      At the core of everything is one simple belief: When
      people collectively work on the goals and asp...
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CU*Answers CEO Strategies Collaboration Workshop

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The presentation materials from the 2007 CEO Strategies Week events held November 26–30, 2007 by CU*Answers.

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CU*Answers CEO Strategies Collaboration Workshop

  1. 1. Making the “Partnering With You” Challenge of 2006 a Reality Collaboration Workshop CU*Answers CEO Strategies Week November 26-30, 2007
  2. 2. Setting the Stage We have extra capacity We wish to serve as many members as possible We wish to secure the future of our firms, our staffs, and even ourselves In the long term, it might not be enough to go after members one at a time Large blocks of members are being traded, sold, abandoned It’s time to act individually...it’s time to act collaboratively If you don’t believe these statements, if your CU’s business plan doesn’t agree with these statements, then we need to talk It’s all about perspective...do you see yourself as part of a network? 2
  3. 3. Trading Places Members as a Block of Opportunity CUs Under 1,000 Members Leaving the Market 2004 2007 # Change % Change IL 232 193 39 -16.8% IN 51 40 11 -21.6% 19 14 MI 62 48 14 -22.6% 39 OH 175 121 54 -30.9% 54 11 WI 97 78 19 -19.6% 617 480 137 -1.11% Change 137 -22.2% 3
  4. 4. Trading Places Members as a Block of Opportunity CUs 1,000-5,000 Members Leaving the Market 2004 2007 # Change % Change IL 181 166 15 -8.3% IN 103 94 9 -8.7% 16 27 MI 148 121 27 -18.2% 15 OH 204 174 30 -14.7% 30 9 WI 108 92 16 -14.8% 744 647 97 -0.65% Change 97 -13.0% 4
  5. 5. Trading Places Members as a Block of Opportunity CUs 5,000-10,000 Members Leaving the Market 2004 2007 # Change % Change IL 33 31 2 -6.1% IN 34 30 4 -11.8% 3 19 MI 95 76 19 -20.0% 2 OH 68 62 6 -8.8% 6 4 WI 43 40 3 -7.0% 273 239 34 -0.54% Change 34 -12.5% 5
  6. 6. Trading Places Members as a Block of Opportunity CUs 10,000+ Members Leaving the Market 2004 2007 # Change % Change IL 55 55 0 0.00% IN 44 44 0 0.00% 4 7 MI 122 115 7 -6.09% 0 OH 73 68 5 -7.35% 5 0 WI 46 42 4 -9.52% 340 324 16 -0.23% Change 16 -4.7% 6
  7. 7. Our Specialty...Our Market Niche Matching Your Expertise With These Members’ Needs Total # of CUs Leaving the Market CU*BASE Partners # of CUs Under 1,000 3 42 1,000-5,000 42 67 5,000-10,000 37 56 95 24 10,000+ 31 Our business models relate well to the shift in our industry We are not going away; we are on the edge of adding more to our ranks, both CUs and their memberships 7
  8. 8. www.cuasterisk.com Inspiring Centers of Collaboration and Strategies for Growth If a CUSO could be at the center, be the gravity for collaboration...why couldn’t your credit union? Does your credit union’s business plan include collaboration as a growth strategy? 8
  9. 9. www.cuasterisk.com Inspiring Centers of Collaboration and Strategies for Growth If a CUSO could be at the center, be the gravity for collaboration...why couldn’t your credit union? Does your credit union’s business plan include collaboration as a growth strategy? 9
  10. 10. Collaboration Is a Solution Collaboration is a Competitive Edge For Growth From the 2007 CEO Strategies event to the 2008 Business Plan Hunting for innovation also means inspiring others to hunt, gathering an audience of hunters, then responding to their lead...and benefiting from them recognizing both our response and leadership in driving executable solutions In other words... Winning at the old game, inspiring a new game, and executing the transition from the past to the present...and making a buck along the way 10
  11. 11. On the Road to a New Future 2006 CEO Strategies Event Acquiring Credit Unions – What if CU*Answers could find credit union opportunities for credit unions? – New Age Strategies • A new age consolidation strategy • A new age networked business strategy Growing a Network – We can innovate Marketing Your Intentions to the Industry – Prototype credit union brochure The Scholarship Program 11
  12. 12. Acquiring Credit Unions Inspiring Opportunities What if CU*Answers could find (inspire) credit union opportunities for credit unions? Putting Our $$ Where Our Mouth Is • Financial support for credit union collaborations $4,000 waived member fees per month in 2007 Waiving member fees for one year for new membership blocks • Tools for collaborative strategies Major investment in multi-corp software development with 2 active Multi-corp, SRS templates, and other partners in 2007 misc. shared business models National events such as Filene, • Selling the idea to the credit union CURTS, NACUSO...anywhere that marketplace will listen 12
  13. 13. www.cuasterisk.com Inspiring Centers of Collaboration and Strategies for Growth FISCAL YEAR 2004 2005 2006 2007 Count Members Count Members Count Members Count Members CU*BASE to CU*BASE mergers 1 3,301 1 5,727 1 2,602 2 4,456 Outside mergers 5 15,750 4 6,095 1 1,816 Migrations to online 1 5,966 1 20,271 Migrations to CU*NW 1 (1,228) Conversions 6 50,568 11 115,018 11 87,138 11 94,578 Deconversions 1 (1,906) 4 (81,989) NET TOTALS 12 69,619 16 126,840 15 92,572 19 39,132 Whether it’s the CUSO bringing in new partners, or credit unions bringing in new partners, our collaboration and our individual business plans are linked to network growth 13
  14. 14. www.cuasterisk.com Inspiring Centers of Collaboration and Strategies for Growth FISCAL YEAR 2004 2005 2006 2007 Count Members Count Members Count Members Count Members Beyond that, 1 our network 2,602 CU*BASE to CU*BASE mergers 1 3,301 5,727 1 2 4,456 Outside mergers offers aggressive 5 15,750 4 6,095 1 1,816 financial support to de 5,966 Migrations to online 1 1 20,271 Migrations to CU*NW novo credit union efforts (1,228) 1 Conversions 6 50,568 11 115,018 11 87,138 11 94,578 as well Deconversions 1 (1,906) 4 (81,989) NET TOTALS 12 69,619 16 126,840 15 92,572 19 39,132 Whether it’s the CUSO bringing in new partners, or credit unions bringing in new partners, our collaboration and our individual business plans are linked to network growth 14
  15. 15. Acquiring Credit Unions New Age Strategies Direct support for credit unions Attract credit unions to the whose business plan is to CU*Answers collaborative who grow and better serve their see the value in partnering and members through strategic participating in an operational partnerships with other credit network - A New Age union charters - A New Age Networked Business Consolidation Strategy Strategy These are credit unions who These are credit unions who want to lead from the driver’s recognize the need to extend seat and be proactive their model into the future and acquirers of partners want to accomplish that through partnerships Two stories, two tracks, two ways to get the job done 15
  16. 16. New Age Consolidation Strategy The Affinity Group Story In one year, Affinity Group CU went from $37M to $120M of member assets combined into one network Uses a unique combination of multi-corp and independent CU files to lead the new organization Expanded the employee team to 58 serving 20,000 members daily Participate in 5 different CUSOs Affinity Group CU has aggressive service goals for 2008 16
  17. 17. New Age Networked Business Strategy The Shared Resources and Staff (SRS) Story These are models of how to build shared businesses for key credit union operational needs They are available to any of our partners to use directly, one- on-one between the CUSO and their credit union They are available for any of our CUSO partners to use to start businesses directly with their owners and clients They are available to any credit union with the mindset to start a peer-to-peer business with other credit unions We hope they are working templates for collaborative businesses that fuel credit union growth 17
  18. 18. New Age Networked Business Strategy The Shared Resources and Staff (SRS) Story Can we inspire a new wave of innovative collaboration before it’s too late? Will our leaders seize the power of network business development? Can credit unions use the vendor model as a template for a new network design? So when you think SRS is just about CU*Answers and Xtend making money as vendors, you have it all wrong... It is about inspiring CU leaders with templates that assure them it can be done 18
  19. 19. Growing a Network Do We Have the Components To Collaborate Efficiently? Servicing an Servicing a Servicing a Employee Corporation Membership Base Business policies, Communicating and Nurturing credit union procedures, creating value with advocates and compliance, strategies, credit union building the careers of leadership... consumers our employees To effectively collaborate and service every element of a credit union, we need tools that allow us to coordinate the keys to success 19
  20. 20. Growing a Network Do We Have the Intent to Drive Opportunity Through Collaboration? Point to Point 20
  21. 21. Growing a Network Do We Have the Intent to Drive Opportunity Through Collaboration? What is the opportunity, and where is it focused? Point to Point 21
  22. 22. Growing a Network Do We Have the Intent to Drive Opportunity Through Collaboration? A Hub 22
  23. 23. Growing a Network Do We Have the Intent to Drive Opportunity Through Collaboration? What is the opportunity, and where is it focused? A Hub 23
  24. 24. Growing a Network Do We Have the Intent to Drive Opportunity Through Collaboration? A Network 24
  25. 25. Growing a Network Do We Have the Intent to Drive Opportunity Through Collaboration? What is the opportunity, and where is it focused? A Network 25
  26. 26. Growing a Network Do We Have the Intent to Drive Opportunity Through Collaboration? Which is bigger? The opportunity of one, or the opportunity of all? A network multiplies the work of one into an opportunity for all of its participants So as leaders and builders of businesses, can we turn away from a model that magnifies the opportunity for every one of us? We need to build, buy, trade, and find opportunity as a collaborative 26
  27. 27. Acting On Our Beliefs “Okay, I see the light. I’m going to link together all these membership bases and build an organization, or I’m going to change my organization so it can be part of a network of credit union membership basis. So how do I merge?”
  28. 28. It’s Not a One Trick Pony Network Strategies Allow Many Opportunities for Collaboration It’s not surprising that CUs always seem to assume that collaboration equals merger Everywhere you look, merger consultants are popping up and people with M&A skills are seeing CUs as a potential audience Two schools of thought for all of us: – Anti-merger: How can we show that collaboration doesn’t mean consolidation? – Effective mergers: How can we create a process that allows us to earn from consolidation? The trick for CU*Answers and this network is to create an environment where individuals with totally opposite points of view coexist and succeed together 28
  29. 29. Marketing Your Intentions To Compete, You Need a Clear Competitive Advantage Have you hung out your shingle? Do you have a message that might be seen as a better way? Are you building processes and strategies to be successful at collaboration? Can you communicate your skills? Can you negotiate diversity? Can you inspire collaboration? Can you win the next opportunity? 29
  30. 30. Hanging Out Our Collaborative’s Shingle Our Partnership’s Strategy for Collaborative Growth A Turnaround Program – An investment in the continued success of credit unions, one charter at a time – An investment in building futures with new network partners – An investment in securing an opportunity for one of our network partners based on a worse-case scenario – Banking on our peers – Banking on members – Banking on our philosophy 30
  31. 31. Scholarship Program How many candidates should we consider each year? What are the criteria for selecting worthy candidates? Investment maximums? Should we get sponsors from our owners only? Contract terms? How should we market? Which states? 31
  32. 32. Conclusion At the core of everything is one simple belief: When people collectively work on the goals and aspirations of their partners more than their own, good things happen CU*Answers is about the business plans of credit unions; credit unions are about the dreams and hopes of members A cascading collaboration to simply improve the situation of people, one person at a time How can we lose? 32
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