This document summarizes topics from a CEO strategies week hosted by CU*Answers. It discusses CU*BASE tools CEOs should be familiar with to understand member data and lead meetings. It also summarizes strategies CU*Answers is pursuing, such as driving membership engagement, understanding service income, networking credit unions, and ensuring favorable contracts. The document concludes by discussing 2007 CU*BASE releases that could inform business plans and changes CEOs should prepare for in 2008, including online banking enhancements and the need for collaborative leadership.
- Retailers are increasingly integrating their point-of-sale systems with stock management and accounting capabilities to gain business insights from sales data in real-time.
- This integration allows retailers to more closely track inventory, identify slow-moving products, make pricing decisions and place timely reorders.
- While fully integrated retail systems are difficult to achieve, the benefits of improved data-driven decision making are driving more retailers to pursue integration across front and back-office functions.
This document describes the Keep It Real campaign, a community effort in Kentucky to reduce underage drinking. The campaign involves youth creating 30-second videos on the topic and has expanded to include additional activities like a poster contest. Key elements that have made the campaign effective include meaningful youth involvement through leadership opportunities and recognition events, broad community support and partnerships, and consistent prevention messaging delivered through the youth-created videos and other activities in schools and the community. Evaluation data indicates the campaign has helped reduce rates of underage drinking and binge drinking over multiple years.
FraudNet is a fraud detection system that identifies potentially fraudulent bill pay activity in real time using algorithms. It alerts credit unions to suspicious transactions so they can be investigated. When an alert is received, the credit union must prioritize it based on the type of fraud suspected and respond by the deadline whether to process or deny the transaction. The document provides information on how FraudNet works, common types of fraud detected, what constitutes an alert, priorities for different alert types, tips for researching alerts, and response requirements.
- Retailers are increasingly integrating their point-of-sale systems with stock management and accounting capabilities to gain business insights from sales data in real-time.
- This integration allows retailers to more closely track inventory, identify slow-moving products, make pricing decisions and place timely reorders.
- While fully integrated retail systems are difficult to achieve, the benefits of improved data-driven decision making are driving more retailers to pursue integration across front and back-office functions.
This document describes the Keep It Real campaign, a community effort in Kentucky to reduce underage drinking. The campaign involves youth creating 30-second videos on the topic and has expanded to include additional activities like a poster contest. Key elements that have made the campaign effective include meaningful youth involvement through leadership opportunities and recognition events, broad community support and partnerships, and consistent prevention messaging delivered through the youth-created videos and other activities in schools and the community. Evaluation data indicates the campaign has helped reduce rates of underage drinking and binge drinking over multiple years.
FraudNet is a fraud detection system that identifies potentially fraudulent bill pay activity in real time using algorithms. It alerts credit unions to suspicious transactions so they can be investigated. When an alert is received, the credit union must prioritize it based on the type of fraud suspected and respond by the deadline whether to process or deny the transaction. The document provides information on how FraudNet works, common types of fraud detected, what constitutes an alert, priorities for different alert types, tips for researching alerts, and response requirements.
This document outlines 6 grades of thinking development and 3 methods for receiving data that affect thinking: listening group, reading group, and referent group. It then provides the results of a test administered to 30 people in each group to measure their mean points before and after exposure to the different data reception methods.
New Radio Platforms and Applications Trends March 2011Francois Lefebvre
The document discusses new platforms and applications for radio broadcasting. It covers several topics: the desire of broadcasters to improve their service by offering more interactivity and integration with other platforms and devices; the many technological enablers now available to support this; the status of digital radio deployment; limitations of internet streaming; opportunities for FM radio through technologies like RDS; hybrid broadcast-internet models; hosting content in cloud-based platforms; and new types of radio receivers.
SpamCheetah is an OpenBSD greylist + tarpit + blacklist spam filter. It does not even allow spam to get in. This talk shows your the internal workings as well as some ideas about the business model of the parent company Gayatri Hitech
Nokia is one of the world's largest telecommunications equipment manufacturers headquartered in Finland. It provides mobile communication equipment for major markets and protocols. Nokia offers a variety of mobile phone models ranging in price from Rs. 3,500 to Rs. 28,000. It has a large distribution and sales network but faces threats from competitors providing cheaper phones or better after-sales service. Nokia aims to utilize its workforce and technical skills to continually improve products and processes through business transformation.
This document discusses Nokia's current marketing strategy. It provides information on Nokia's mission, vision, board of directors, and an overview of its market share and competition. It also analyzes Nokia's strengths, weaknesses, opportunities, and threats. Some of Nokia's main weaknesses identified include aiming products at a saturated market and higher costs. The document discusses Nokia's product life cycle and recommends finding a new market segment to target. It provides details on Nokia's current pricing, segmentation, and market research strategies.
Toyota was originally established in 1933 as a division of Toyoda Automatic Loom Works devoted to automobile production. In 1937, Toyota was spun off as an independent company from Toyota Industries to focus solely on automobiles. Today, Toyota has diversified widely through acquisitions and partnerships in various automotive and industrial sectors, and is a major global manufacturer known for its Toyota, Lexus, and Scion brands.
- Nokia was originally founded in 1865 and was originally a paper manufacturer. It expanded into rubber, cables, and eventually telecommunications equipment.
- Nokia is currently the largest manufacturer of mobile phones globally, selling over a billion phones. It established itself on producing reliable, easy to use mobile phones.
- In recent years, Nokia has partnered with Microsoft to use the Windows Phone 7 operating system for its smartphones as it transitions from Symbian OS.
The UN Global Compact-Accenture Strategy CEO Study 2016 Agenda 2030: A Window...accenture
The CEO Study explores the views of business leaders engaged and committed on sustainability through their participation in the Global Compact to give the views of the leaders on accelerating progress to 2030.
Consumer Internet Lessons for Enterprise Product ManagersMichael Korcuska
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The Games Industry Analytics Forum returned for its first gathering of 2015 in the UK and its 8th meet-up.
The line up was as follows:
Changes in Mobile Play & its Analytic Implications
Philip Tuck - Gaming Realms
The Trials of Building a Custom Analytics Solution
Andres Tallos - Fun Fungus
Analytics and Adserving: The Future
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Product Analytics 101 by Pendo VP of ProductsProduct School
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This document discusses how business intelligence and data analytics can help match participants faster and more effectively for an exchange program. It provides an overview of common challenges in matching, such as long matching times and unsatisfied participants. It then describes how platforms like CustomerGauge, manage.aiesec.org, and myaiesec.net can be used to obtain data on customer preferences, supply and demand trends, and matching metrics to develop strategies to optimize the matching process. Specific analytics tools and functions are outlined for gathering insights to increase matching rates and satisfaction while decreasing matching times.
The document discusses 7 truths about metrics and how they are often misused. Metrics should align with and derive from business goals, but often managers choose metrics first before understanding needs. This can lead to unintended consequences, like Continental Airlines rewarding pilots for reducing fuel which hurt customer satisfaction. The document advises that metrics should reflect goals and processes, not measure individuals, in order to optimize organizational performance.
This document discusses how business intelligence and data analytics can help organizations match partners and customers more quickly and effectively. It provides examples of how various platforms and tools can be used to gain insights into customer needs, supply and demand trends, matching rates and times. This includes analyzing customer satisfaction surveys, application and matching data, and using search tools and reports to develop strategies to optimize processes and improve matching outcomes. The overall goal is to increase matching rates and reduce times in order to deliver better customer service and experiences.
This document outlines 6 grades of thinking development and 3 methods for receiving data that affect thinking: listening group, reading group, and referent group. It then provides the results of a test administered to 30 people in each group to measure their mean points before and after exposure to the different data reception methods.
New Radio Platforms and Applications Trends March 2011Francois Lefebvre
The document discusses new platforms and applications for radio broadcasting. It covers several topics: the desire of broadcasters to improve their service by offering more interactivity and integration with other platforms and devices; the many technological enablers now available to support this; the status of digital radio deployment; limitations of internet streaming; opportunities for FM radio through technologies like RDS; hybrid broadcast-internet models; hosting content in cloud-based platforms; and new types of radio receivers.
SpamCheetah is an OpenBSD greylist + tarpit + blacklist spam filter. It does not even allow spam to get in. This talk shows your the internal workings as well as some ideas about the business model of the parent company Gayatri Hitech
Nokia is one of the world's largest telecommunications equipment manufacturers headquartered in Finland. It provides mobile communication equipment for major markets and protocols. Nokia offers a variety of mobile phone models ranging in price from Rs. 3,500 to Rs. 28,000. It has a large distribution and sales network but faces threats from competitors providing cheaper phones or better after-sales service. Nokia aims to utilize its workforce and technical skills to continually improve products and processes through business transformation.
This document discusses Nokia's current marketing strategy. It provides information on Nokia's mission, vision, board of directors, and an overview of its market share and competition. It also analyzes Nokia's strengths, weaknesses, opportunities, and threats. Some of Nokia's main weaknesses identified include aiming products at a saturated market and higher costs. The document discusses Nokia's product life cycle and recommends finding a new market segment to target. It provides details on Nokia's current pricing, segmentation, and market research strategies.
Toyota was originally established in 1933 as a division of Toyoda Automatic Loom Works devoted to automobile production. In 1937, Toyota was spun off as an independent company from Toyota Industries to focus solely on automobiles. Today, Toyota has diversified widely through acquisitions and partnerships in various automotive and industrial sectors, and is a major global manufacturer known for its Toyota, Lexus, and Scion brands.
- Nokia was originally founded in 1865 and was originally a paper manufacturer. It expanded into rubber, cables, and eventually telecommunications equipment.
- Nokia is currently the largest manufacturer of mobile phones globally, selling over a billion phones. It established itself on producing reliable, easy to use mobile phones.
- In recent years, Nokia has partnered with Microsoft to use the Windows Phone 7 operating system for its smartphones as it transitions from Symbian OS.
The UN Global Compact-Accenture Strategy CEO Study 2016 Agenda 2030: A Window...accenture
The CEO Study explores the views of business leaders engaged and committed on sustainability through their participation in the Global Compact to give the views of the leaders on accelerating progress to 2030.
Consumer Internet Lessons for Enterprise Product ManagersMichael Korcuska
A track keynote presentation I gave at the 2014 NASSCOM Product Conclave in Bangalore. I convey a few lessons I learned while transitioning from a career in enterprise software to a consumer internet company (LinkedIn).
The Games Industry Analytics Forum returned for its first gathering of 2015 in the UK and its 8th meet-up.
The line up was as follows:
Changes in Mobile Play & its Analytic Implications
Philip Tuck - Gaming Realms
The Trials of Building a Custom Analytics Solution
Andres Tallos - Fun Fungus
Analytics and Adserving: The Future
A panel of experts from Rebellion, Bee7, InMobi and deltaDNA looked at the issues surrounding the future of analytics and adserving.
A video of the GIAF including the panel discussion will be available on the deltaDNA blog from April 21st 2015.
Product Analytics 101 by Pendo VP of ProductsProduct School
This document discusses 11 metrics that every product manager should know according to Shannon Bauman, VP of Products at Pendo. The metrics are: 1) Product stickiness, 2) Product usage trends, 3) Typical adoption of new features, 4) Product and feature retention/churn rate, 5) Conversion rate, 6) Account-level and user-level NPS, 7) Leading indicators of retention and expansion, 8) Top feature requests, 9) Performance, 10) Bugs reported vs solved, and 11) Delivery forecastability. The document is from the website ProductSchool which offers product management courses.
This document discusses how business intelligence and data analytics can help match participants faster and more effectively for an exchange program. It provides an overview of common challenges in matching, such as long matching times and unsatisfied participants. It then describes how platforms like CustomerGauge, manage.aiesec.org, and myaiesec.net can be used to obtain data on customer preferences, supply and demand trends, and matching metrics to develop strategies to optimize the matching process. Specific analytics tools and functions are outlined for gathering insights to increase matching rates and satisfaction while decreasing matching times.
The document discusses 7 truths about metrics and how they are often misused. Metrics should align with and derive from business goals, but often managers choose metrics first before understanding needs. This can lead to unintended consequences, like Continental Airlines rewarding pilots for reducing fuel which hurt customer satisfaction. The document advises that metrics should reflect goals and processes, not measure individuals, in order to optimize organizational performance.
This document discusses how business intelligence and data analytics can help organizations match partners and customers more quickly and effectively. It provides examples of how various platforms and tools can be used to gain insights into customer needs, supply and demand trends, matching rates and times. This includes analyzing customer satisfaction surveys, application and matching data, and using search tools and reports to develop strategies to optimize processes and improve matching outcomes. The overall goal is to increase matching rates and reduce times in order to deliver better customer service and experiences.
The State of Data Driven Marketing in B2B TechTechTarget
In this presentation, we take a look at how today’s most successful B2B tech marketers are leveraging data to identify their addressable market and influence active researchers. Since not all data – and therefore not all data providers – offer the same value, Kevin offers insights on what to look for when investing in pre-purchase data. He then shows you how reliable data can accelerate your ROI from a variety of marketing activities including lead generation, automated nurture, account-based marketing and targeted brand-building initiatives.
The State of Data Driven Marketing in B2B TechAmanda Roser
In this presentation, we take a look at how today’s most successful B2B tech marketers are leveraging data to identify their addressable market and influence active researchers. Since not all data – and therefore not all data providers – offer the same value, Kevin offers insights on what to look for when investing in pre-purchase data. He then shows you how reliable data can accelerate your ROI from a variety of marketing activities including lead generation, automated nurture, account-based marketing and targeted brand-building initiatives.
5 things you didn't know you could do with Freshservice AnalyticsFreshservice
take a Deep dive into the 5 new things in Freshservice Analytics and learn how to:
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- Edit report recipients easily
- Identify bottom 10 agents and provide training
- Apply global filters for all widgets in a report
By Mike Peach from Pendo at ProductCamp Twin Cities 2016
One of the most common questions we hear at Pendo is "What should we measure?" Everybody understands the imperative to measure product usage, but what's less clear is what, specifically, should be measured, and what do those measurements mean. This session will walk through some of the key metrics that we use internally to measure the health of our customers and our product, and how we put those measurements into action.
Analytics measurement plan [step by-step + free template]Magda Baciu
Whether you are implementing tracking and analytics from scratch or just updating and improving your current setup, you should always plan ahead and document both your Google Analytics account settings and your Google Tag Manager tags and triggers.
Understand the benefits of building a measurement plan and use our free template to get started.
This document discusses how online marketing is under pressure and provides tips on how to work smarter with data. It notes that key metrics like revenues, players and payers increased modestly from 2011 to 2010 for both pay-to-play and free-to-play games. To improve targeting, it recommends getting a deep understanding of user types from first and third party data, testing ads across segments, tracking user behavior to identify the best performing segments, and finding look-alike audiences on other platforms to expand reach in a cost-effective manner. The document provides examples of how to segment audiences, measure ad performance, and optimize campaigns over time to improve user acquisition and monetization.
Great companies are built on great products. Paul Ortchanian
The document outlines the roles and responsibilities of key players in product development such as the CEO, product manager, designer, and developer. It emphasizes that the product manager's main role is to sell the vision ("Sell the Goddam Dream") and make others care about it. It also discusses the importance of establishing the problem to be solved, value proposition, hypotheses, and success criteria to align stakeholders and focus efforts. Product management involves clearly communicating the strategy through repetition to ensure understanding.
Multiquip is very good in managing our customer base, where we really lack insights is in what are we missing. What are the opportunities we don’t get and are we focusing on old tech and old customers instead of looking out for new customers?”
The KPIs High-Growth Beverage Distributors Measure (And How to Actually Track...Nowsight
Adam Burke, Nowsight and guest speaker, Wes Verno at Verno Consulting discuss:
- The most important KPIs across Sales, Delivery, Inventory, Financial, Tel-Sell, Warehouse Management and more
- How your beverage distribution business stacks up against other high-growth distributors across the US
- How to use these KPIs to uncover operational inefficiencies and know in real-time if you're on track to hit company, department or employee-specific goals
- A proven way to significantly reduce time spent reporting and analyzing data (from hours to minutes)
- How to create a dashboard to get real-time insight into these KPIs (even if your data lives in multiple spreadsheets, RAS systems, apps or departments)
This document discusses the importance of using return on investment (ROI) analysis for technology initiatives in nonprofits. ROI involves evaluating both the costs and benefits of a project over time. Benefits can be tangible, like reduced costs, or intangible, like improved effectiveness. Three scenarios are presented where staff did not properly consider ROI for technology purchases. The document outlines best practices for ROI analysis, including quantifying both tangible and intangible benefits, collecting relevant data, comparing costs of alternatives, and communicating results clearly. Doing proper ROI analysis helps inform funding decisions and ensures technology investments align with and further an organization's mission.
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This document provides an overview of the ATM and debit card maintenance screens in CU*BASE. It discusses the three main entry screens used for card maintenance and how to access the account view and card view screens. It then answers eight frequently asked questions about how to perform various card maintenance tasks, such as ordering a new card, reordering an existing card, changing a card's status, closing a card, and viewing card activity history.
Ed is a dedicated employee at a credit union who likes to stay informed about industry news and updates. However, he finds it difficult to keep up with everything. Using online tools like RSS feeds allows important information to come directly to his desktop. This makes it easier for Ed to do his job. Ed also uses online resources like CreditUnions.com to learn about industry news and collaborates with peers on ideas using tools like an internal intranet and the Ownership Community.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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CU*Answers CEO Strategies CEO School
1. CEO School
Where everyone’s a teacher,
and everyone’s a student
CU*Answers
CEO Strategies Week
November 26-30, 2007
2. Today’s Topics
CU*BASE Tools You Should Be Familiar With
– Member Data 2008: What a CEO Should Know
– Leading Meetings 2008: Tools for a CEO
Strategies Where CU*Answers is Actively
Working...Are You?
– Driving the Buzz With Your Membership: Member Reach 2008
– Understanding Service Income 2008
– Networking Credit Unions for Growth
– Working Under the Best Contracts
Wrap-Up
– 2007 Releases: A Goldmine for Your 2008 Business Plan
– Leading Change: What to Be Ready For in 2008
2
4. Member Data
What a CEO Should Know
Databases: Places to look for answers about how
your credit union interacts with your members and
staff
More than 20 menu options that might get you
thinking about what you and your teams really know
about your operation
Learn to look for trends, push your team for answers,
and challenge yourself to create a more curious
culture that is at the core of constant innovation
Tip for data junkies:
MNQURY #2
“Search for Files and Fields”
4
5. Leading Meetings
Tools for a CEO
The following slides will give you insight into data and
menu options on CU*BASE
They should also get you thinking about how you
could use these features to present to your team,
your Board, and maybe even your members, to give
them a sense of where you are, where you might be
going, and some interesting facts to brainstorm
around
5
6. Leading Meetings
Tools for a CEO
Working with internal teams
– Cooperation
– Competition
– Curiosity
Working with credit union Boards
– Demonstrate grasp
– Demonstrate insight for innovation
– Demonstrate accountability
Asking the right questions can
change behavior and results...a
new CEO tickler program
6
7. Let’s try this again...
“CEO Tickler” Program
Asking the right questions can lead to change
– Create accountability
– Make sure people know you are interested in what they do
What if every month or two you got a list of questions
you could ask your teams...
Can you give me
three reasons why
Is there an employee
a member would
How many loan in your department
take our new
applications did we that I should
checking account
average per week for consider for leader
over our
the last 12 weeks? of the quarter?
competition?
Which week did we do
Did member email
the best? How many new platinum
address volumes members did we
go up last month? add since January?
7
8. Member Data
What a CEO Should Know
Trending Member Money
Loan/Share Trial Balance Review MNMGMT #8
Trial Balance G/L Verification MNGELE #11
MNMGMT #8 >
G/L Average Daily Balance Calculator
F9-ADB Calc
Tip for spreadsheet
junkies: MNGELE #16
“Print CU Financials”
8
9. Member Data
What a CEO Should Know
Internal Controls
Trial Balance G/L Verification MNGELE #11
Vault G/L Verification MNGELE #12
Smart Operator: Daily Ops Log MNGELE #9
Statement Audit/Statistical Inquiry Inquiry/Phone
Coming
Soon!
Coming in 2008 for
auditing junkies:
MNAUDT
“Auditing Functions Menu”
9
10. Member Data
What a CEO Should Know
Benchmarking Activity
Smart Operator: Daily Ops Log MNGELE #9
Processing Summary Statistics MNMGMT #25
Cash Activity Analysis Inquiry MNHTLA #16
Configuring Delivery Channel/Costs MNMGMA #21
MNLOAN #8 >
Loan App Activity Tracking F17-Activity tracking
10
11. Member Data
What a CEO Should Know
Understanding Member Activity
Transaction Count by Delivery Channel MNMGMA #2
Transaction Activity by Branch MNMGMA #3
Money Movement Analysis MNMGMA #18
Teller Activity by Time of Day MNHTLA #1
Teller Activity by Day of the Week MNHTLA #2
Teller Activity by Day of the Month MNHTLA #3
Teller Activity by Transaction Type MNHTLA #4
Smart Operator: Daily Ops Log MNGELE #9
11
12. Member Data
What a CEO Should Know
Understanding Member Preferences
Member Transaction Label Analysis MNMGMA #4
Where Your Members Shop MNMGMA #5
Where Your Members Borrow MNMGMA #6
Where Your Members Branch MNMGMA #7
Tip for trending junkies:
Transaction Activity Label
(Inquiry/Phone) – file
MAMBINF
12
13. Member Data
What a CEO Should Know
Understanding Your Membership
Channel Activity by Member Age Group MNMGMA #1
Open/Active/Closed Members by Age
MNMGMA #17
Group
Products & Services Per Member MNMGMA #19
Membership Analysis Inquiry MNMRKT #22
Tiered Service Monthly Comparison MNMRKT #25
Slice and dice your membership Coming!
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14. Member Data
What a CEO Should Know
Auditing and Mining the Activity of Members
Sample Checking Account Activity MNMGMA #11
Sample Transaction Activity by Delivery
MNMGMA #12
Channel
Update Dormancy MNUPDA #9
Smart Operator: Daily Ops Log MNGELE #9
Statement Audit/Statistical Inquiry Inquiry/Phone
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15. What are your favorites?
You should have security to access the following:
– MNMGMT (all options) – MNGELE (#9, #11-12)
– MNMGMA (all options) – MNQURY (all options)
– MNHTLA (all options) – MNQRY2 (all options)
– MNMRKT (#16-25) – MNUPDA (#9)
– MNLOAN (#8)
You should have at
least these menus
in your favorites:
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16. Strategies Where
CU*Answers is Actively
Working...Are You?
Driving the Buzz With Your Membership:
Member Reach 2008
Understanding Service Income 2008
Networking Credit Unions for Growth
Working Under the Best Contracts
17. Driving the Buzz With Your Membership
Member Reach 2008
What do recent enhancements to Member Reach
and Member Connect tools mean to your CU?
– Talking Points
– Copying Marketing Tips/Procedures
– ASAP / Exports from CU*BASE Tools
– Online Banking/Email Message Library
– CU*Blitz
– Partners in Practice collaborative marketing/contests
Does the fact that you have no clear ROI analysis for
something keep you from doing what you know to be the
right thing to do? (ROI Paralysis)
Does it “pay” to smile?
Does it pay to create a buzz with your members?
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18. Driving the Buzz With Your Membership
An Organizational Strategy, Not a Face-to-Face Burden
Direct Sales Response
Version 2
Member Connect Activities
Driving the Buzz
A.S.A.P.
Analysis and Opportunity Identification
Direct Sales
with Cross Sales/Information Gathering
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19. Understanding Service Income
Update on What We Kicked Off at Last Year’s Event
Current Service Income Projects
– New Fee Income Analysis inquiry
– Inventory of service income types (there are 18 with built-in fee waivers)
– Standardize fee waiver routines
How far should we take it, and what does the shift
from balance sheet to the transactional business
mean to your credit union strategy?
Working cost of transactions, transaction labels, and
seeing 90+ days of activity...
Tip for marketing junkies:
has it changed anything? Understand
Reward Checking
before you jump
Coming soon:
A relationship with BankVue
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20. Carrot or Stick?
What are you doing to relate
to members looking for a good
deal today?
The person searching for
rewards, the person who
pushes back against the stick
CU*Answers has developed
http://redtape.msnbc.com
reward strategies...no CU has
maximized these to date
We used to joke about behavioral modification fees...do
they still work? Do they inspire a growing audience or just
defeat a shrinking membership?
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21. Networking Credit Unions for Growth
What is multi-corp processing? How can a CEO use
it in thinking about strategy in 2008 and beyond?
– Method 1: Borrow from the Service Bureau concept
(shared branching)
– Method 2: Multi-corporation tools embedded in CU*BASE
(combined member database)
What is the future of multi-corp processing
now that we have working projects?
How do we see options for combining
credit unions?
Coming soon: Privacy 2010
A project focusing on shared
processes with multiple partners
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22. Networking Credit Unions for Growth
Designing Shared Resource Efforts
– How can credit unions use CU*Answers and Xtend
templates to build businesses of their own?
– Coming in 2008: Xtension Call Center and internal auditing
support (AUDIT-LINK)
– Expanding SRS 5300 initiative and ALM processing
From this year’s CEO Collaboration Workshop...
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23. Working Under the Best Contracts
Understanding what vendor consolidation means and
does not mean to a credit union who is paying
attention to the contingencies in changing
relationships with a changing vendor marketplace
– Assignment
– Cancellation clauses
– Anxiety about CU*Answers selling out
As CEOs, what pressures are you under when it comes to
third-party contracts? What can CU*Answers do to make
our contracts a competitive advantage for our CUSO and a
non-issue for you?
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24. Wrap-Up
2007 Releases:
A Goldmine for Your 2008 Business Plan
Leading Change:
What to Be Ready For in 2008
25. 10 Years of Releases
A Goldmine for Your 2008 Business Plan
New Stuff Just in 2007
– Trackers
– eDocuments Phase 1: eReceipts & Photo ID Capture
– Prime Alliance interface
– Exporting Financial Statements to Excel
– HSAs
– Talking Points library
– Member Connect Message
Library
– Enhancements to Tiered Service
pop-up window (Inquiry/Phone)
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26. Leading Change
What to Be Ready For in 2008
It’s Me 247 Online Banking
– It’s only the beginning; a new engine means a future rich in
possibilities
CU*BASE Platinum
– It’s more than looks and good feelings, it is a must...
can you sell it to your team?
Coming soon: Online Course CNV 101
Leading Change: Conversion Preparation for CU Management
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27. Leading Change
What to Be Ready For in 2008
The value of an active collaborative mindset
– Turning good intentions into competitive advantages for both
your credit union and your career
Other projects to be aware of
– Sunset for Microfiche as of March 31, 2008
– Cisco Router Upgrades
• 90 CUs pre-purchased upgraded routers in anticipation
of April 26 sunset
• 147 routers (approx. $465,000)
Coming soon: Online Course CNV 101
Leading Change: Conversion Preparation for CU Management
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28. The Value of Peers
Past, Present, and Future
Last week I turned 49...and like many leaders of my age, I feel a
little trapped between the skills I learned from the generation
before me, the skills I continue to refine in the present, and the
skills I know I will need in the future
How important is data to your future? How important is
understanding a networked world? How important is it to be
ready to show that you have a grasp in meetings? How
important is it that you are linked in to innovators? Are you
ready to be relevant to tomorrow’s requirements for leadership?
I will work another 15-20 years, and I hope to lead for all of
them...for that dream to come true, I need peers like you to help
me hone my skills – and I hope you see it the same way
Thanks for the day!
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