A COMMUNITY FOCUSED ON
DRIVING OPPORTUNITY
November 6 & 8, 2012
Actionable
Analytical
Approach
What is it? And are
you building one?
2
Making
Ownership Real
What does it mean to
treat every member as
an owner?
Do You Have an
Online Channel
Strategy?
... or are you simply
buying toys to amuse
yourself?
WHAT IS CEO SCHOOL?
WE ARE ALL COOPERATIVE BUSINESS DESIGNERS
Why is CEO School becoming a tradition at CU*Answers?
 With the expansion of our network, we have more talented CEOs than
ever, and the value put on collaborative efforts is at an all time high
 CEOs need to develop networks where they can coach and mentor
each other from the unique position of being a CEO
 More than ever, today’s CEO is expected to be engaged with
technology and the concepts of data mining, opportunity
demographics, and being plugged in
 CEOs wear more than one hat, and CEO School is a safe training
environment
CEO School speaks to the essence of why CUs own
CU*Answers: so that their voice is heard, their ideas are
worked on, and their priorities are considered as part of
everything this CUSO tries to accomplish
3
CEO SCHOOL: IS IT TIME FOR A CHANGE IN FORMAT?
THINKING ABOUT CEO SCHOOL 2013
 The current format for CEO School has been around since 2006
Today, credit unions are asking if it’s time to change from the current split
schedule (M-W, W-F) to a consistent schedule where all participants were
in all sessions at the same time (M-W)
 To do this, sessions would have to be off site (like the J.W. Marriott), which
would allow attendees to stay in one building throughout the event for
better networking and collaboration opportunities
 Off-site room = more risk from technology snafus

 CEOs voted that the event was for CEOs only

Today, many people are asking to bring their #2 along,
or someone in training as part of a succession plan
Please fill out your ballot with suggestions for
changes for the 2013 CEO Strategies event –
turn it in before you leave today
4
MID-TERM CEO SCHOOL
NOT JUST FOR CEOS
 Mid-Term CEO School (Not Just for CEOs)
Wednesday, March 20, 2013
 9am – 4pm at CU*Answers

 Invite your second in command, key
managers, or a CEO-in-training so
they can see these materials in a
different setting
 Are your executives taking full
advantage of CU*Answers education
offerings?
We are happy to repeat the content of CEO School for
all executives, but CEO Strategies is more than content...
it is a networking event
It is about the big picture that emerges from our network
5
IN CASE YOU
HAVEN’T HEARD...
 The 2013 Leadership
Conference will be held at the
J.W. Marriott in downtown
Grand Rapids
 Mark your calendars for
June 18-19
(golf outing on the 20th)
http://www.marriott.com/hotels/travel/grrjw-jwmarriott-grand-rapids/
6
CONFIRMING GRASP IN A CHALLENGING WORLD
ARE YOU READY TO COMPETE IN A SELF-SERVICE DATABASE WORLD?
 As CEOs, we know that the requirements of our job and the
expectations of the teams and our employers are changing
dramatically with each new gadget that comes onto the market
It’s a database world, it’s a search engine world, it is the day of the
presentation, live and in color
 No longer can we rely on others to give us information, press the buttons
for us, or type up black-and-white Word documents to carry our message

 Understanding where and how to look for current information is
trumping experience – in today’s world, you need both
 Can your stakeholders testify to your grasp of today’s credit union
database and what it means to success?
CEOs cannot afford to assume that past
talents will ensure their future careers
7
ACTIONABLE ANALYTICAL APPROACH
WHAT IS IT?
AND ARE YOU BUILDING ONE?
Copy this
section to your
2013 Business
Plan!
A.A.A.:
A NEW CU*ANSWERS RATING FOR CU MANAGEMENT
FROM THE PEOPLE WHO BROUGHT YOU A.S.A.P. (ASK, SEE, ACT, PROFIT)
 For three years we’ve been developing a
toolkit to create analytical solutions to
match the need for credit unions to be
competent at analysis...where are you?
Copy this
section to
your 2013
Business Plan!
2010
Actionable

Analysis with an expected outcome: I will act
Analytical

The ability to analyze: A budgeted commitment
Approach

9
A manner in which a problem is solved: A plan
2011
A.A.A.:
A NEW CU*ANSWERS RATING FOR CU MANAGEMENT
FROM THE PEOPLE WHO BROUGHT YOU A.S.A.P. (ASK, SEE, ACT, PROFIT)
Copy this
section to
your 2013
Business Plan!
Actionable
Before you ask for data, before you read a report, before you hear a proposal for
action, you already anticipate doing something
 Data is not just noise to you

Analytical

You’ve prioritized analysis, you’ve put some of your best thinkers on the project,
budgeted time and cash to the project, and you’re determined to get an ROI on the
data work you do
Approach
You’ve made a commitment to yourself and your Board that this is a management
priority and approach
 You’ve sold it as one of your talents

Your team can give the elevator
speech on how data is the
foundation for improvement
10
HOW TO TURN THESE CONCEPTS INTO MONEY IN 2013 AND BEYOND
DATA FOR THE SAKE OF DATA IS A MISSED OPPORTUNITY
Copy this
section to
your 2013
Business Plan!
 Dashboards create an opportunity to lower the cost of driving action
into our business plans at the press of a button
 A screen refreshes, and by the time the data is apparent to the room,
someone is saying, “we need to do something about that”
Gathering Data
(reduce $ cost)
Analyzing Data
(increase time)
Acting on Data
(multiply the events)
Because of the nature of the beast, we gather data to
comply, to imply, but very seldom to apply what we learned
11
WHY WE GATHER DATA
Gathering Data
(reduce $ cost)
Analyzing Data
(increase time)
Acting on Data
(multiply the events)
Copy this
section to
your 2013
Business Plan!
 To comply with archival regulations and best practices
 To validate and affirm the results of our efforts
To present to examiners and Board members and create a corporate record
 To present to management and use in performance analysis (staff)
 To comply with third-party obligations such as the 5300

 To analyze and calculate adjustments to our plans and futures
Know our member and make adjustments to keep their attention
 Know our operations and make adjustments to build an effective factory
 Know our identity and validate the response to who you think you are
 Know our plan through verifying the hypothesis and the hopeful outcome

When was the last time you really challenged your ROI on
these activities and your effectiveness around crafting
designs and planning data-related tactics?
12
BUSINESS DEVELOPERS STUDY OPPORTUNITY
 In this world we can no longer
count on just what we see, the
few people we talk to, the
insider’s voice, or basic rules of
thumb we remember from when
we were doers
 It’s all about data, and if you want
to develop your business and take
things to the next level, you’ll
look for the opportunity in data
and make sure you have an
action-based plan to act on it
13
Copy this
section to
your 2013
Business Plan!
WHAT A CEO SHOULD KNOW...
...ABOUT HOW HIS OR HER OPERATION
ACTUALLY GATHERS DATA, PRESENTS DATA,
ACTS ON DATA, AND TRIES TO EVOLVE AND
REDUCE THE COST OF EARNING ON DATA
DO YOU HAVE SOMEONE MAKING A CAREER
OUT OF DATA MANAGEMENT WITH NO ROI?
FROM PRINT...
Reports are still evolving, but they are no longer the
standard for a CEO on the move
15
...TO PRESENTATION
MNMGMT #23 New/Closed Memberships Dashboard
MNMGMT #22 New/Closed Accounts Dashboard
A little later we’ll do a
deep dive on these
tools at a live CU
16
FROM PRESENTATION TO PUBLICATION
IS YOUR DESKTOP READY TO PUBLISH?
 PDF exports emphasize presentation because they’re intended to be a
finished, ready-to-distribute product rather than an intermediate
product like an Excel workbook that users will most likely manipulate

Focusing on single-screen exports now, with the potential for flexible
workflow-style exports that involve more than one screen
 PDF exports use a third-party utility called iText that requires a license:
one-time charge per workstation (about $160)

Same approach as Excel exports: we provide the code to make it happen
but interested clients are responsible for purchasing the tools
 Goal is to offer PDF exports for every panel that supports Excel and
CSV exports

17
Implemented in the 11.0 release (April/May 2011) – instructions
available on the Reference Materials page under “P” for PDF
IS YOUR DESKTOP READY TO PUBLISH?
DESIGNING EFFECTIVE PDFS
Still haven’t
gotten started on any design changes –
I don’t think I had more than two
comments about PDF designs from a
CEO since last year
 The beauty of a live presentation of a dashboard is that there are tons
of options and views of the situation
 But how do we get better at a simple one-page summary of the
situation that we might use in a Board packet, or you might distribute
from your desk to the desks of
many
 Not a booklet of options, just a
simple communication for
everyone to ponder
When do you send a
postcard instead of a
long letter?
18
IS YOUR DESKTOP READY TO PUBLISH?
DESIGNING EFFECTIVE PDFS
Still haven’t
gotten started on any design changes –
I don’t think I had more than two
comments about PDF designs from a
CEO since last year
 As CEOs, are we directing our teams to think all the way to a canned
report that makes our point, and reduces our cost for doing so?
 Take the very timely topic of Concentration Risk:





We create a tool for online analysis
We create a table dashboard
We create a communication dashboard
We create export tools
We embed some presentation tools
 All for while you are in CU*BASE...But
what about the PDF that you need to
make your point when not in CU*BASE?
19
ANOTHER TOOL TO GET A BETTER RETURN ON GATHERING DATA
REPORT/QUERY SCHEDULER
 Automating data
gathering/reporting
functions behind the
scenes to maximize
the computer’s focus
on high priority
events during the
day
20
(Yeah, we know...your
teams barely knew all
the available reports
and had just started
learning Query...now
they have to automate
this stuff, too??)
CEO DASHBOARDS
CU*BASE DASHBOARDS ARE A FOUNDATION
FOR A WAY OF THINKING
IN 2013, WE PLAN TO MOVE THE ANALYSIS TO
THE WEB FOR OWNERS AND BIG-PICTURE
THINKERS
CEO DASHBOARDS
A NOVELTY THAT HAS BECOME AN EXPECTATION
 Our standard for CU*BASE dashboards:
1.
Select a group of records with something in common to analyze (loan apps
processed between Oct 1 & 31, members who joined the CU last year, checking
accounts opened last month, etc.)
2.
The user is presented with a series of options to work with each of these
records, one at a time (approve the app, send TIS disclosures, order a debit card,
etc.)
3.
The user is presented with a set of analyses that take the selected records
and show as many pertinent facts as possible about that batch (# of apps
pending, # of members who joined by age or gender, checking accounts opened by
a specific employee, etc.)
 Step 1 is like a report, Step 3 is like the totals or summary section on a
report, but Step 2 creates a unique palette of opportunity to work and
analyze at the same time
Is this gaining traction in your shop?
22
CEO DASHBOARDS
Copy this
section to
your 2013
Business Plan!
A NOVELTY THAT HAS BECOME AN EXPECTATION
A.A.A. Moment
 Our standard for CU*BASE dashboards:
1.
these
dashboards
Select a groupEmbedded
of recordsin
with
something
in common to analyze (loan apps
is
the
ability
to
go
active,
right
now,
every
processed between Oct 1 & 31, members who joined
the CU last year, checking
you have
accountstime...and
opened lastall
month,
etc.) to do is plan to do so
The user is presented with a series of options to work with each of these
Haveone
youatcreated
a communication
manager
and order a debit card,
records,
a time (approve
the app, send
TIS disclosures,
etc.) assigned them regular dashboard activities to
ensure a low-cost reach-out to your members?
3. The user is presented with a set of analyses that take the selected records
and show as many pertinent facts as possible about that batch (# of apps
2.
pending, # of members who joined by age or gender, checking accounts opened by
a specific employee, etc.)
 Step 1 is like a report, Step 3 is like the totals or summary section on a
report, but Step 2 creates a unique palette of opportunity to work and
analyze at the same time
Is this gaining traction in your shop?
23
ONE STOP SHOPPING FOR MANAGEMENT TOOLS
MNMGMX
Be sure to jot down your
favorites for tonight’s
deep dive hands-on lab
24
MANAGEMENT PROCESSING/DASHBOARDS MENU
New!
New!
Enhanced!
New!
New!
Enhanced!
25
Covered by a “Dashboard Dive”
“KNOWING YOUR MEMBER” ANALYSIS TOOLS MENU
Enhanced!
New!
Enhanced!
New!
Enhanced!
26
Covered by a “Dashboard Dive”
TELLER & CASH ANALYSIS TOOLS MENU
For options
17-20, check out
these tips
27
LEARN FROM A PEER MENU
New!
New!
(This menu is
covered in the
Collaboration
Workshop event)
28
GENERAL LEDGER MENU
Are you tracking
the 2013
Accounting Top 10
Projects?
29
MARKETING FUNCTIONS MENU
Enhanced!
30
Covered by a “Dashboard Dive”
NEW FAVORITES: CREDIT SCORES HISTORY
MNLOAN #1 Process Member Applications > Action Code “CH” Credit Score History
FULL PULL = your staff pulled a credit report
MANUAL = your staff entered the score manually
SOFT PULL = we ran a custom program to pull in
scores in a batch (for risk score adjustment,
promotions...ask Lender*VP about this service!)
31
NEW FAVORITES: CREDIT SCORES HISTORY
MNLOAN #1 Process Member Applications > Action Code “CH” Credit Score History
Can display up to 12
months worth of
scores in graphical
format
32
ALL CREDIT SCORES ARE NOT CREATED EQUAL
Same member,
two credit
unions:
Credit
Union A
Credit
Union B
Understanding credit scores and the
opportunity within these new tools is
major for credit unions and our network
33
NEW FAVORITES: CREDIT SCORES HISTORY
In the design
phase: input still
needed
Next step: displaying
scores to members
online...what are the
challenges?
34
ENTERPRISE RISK MANAGEMENT (COMING IN 12.2 NEXT WEEK/DEC.)
35
ERM STAR: ABNORMAL ACTIVITY MONITORING
MNCNFC #18 “Abnormal Activity Monitoring Cfg”
Audit Link has
configuration formulas
that can help you set up
your monitoring
parameters
36
ERM STAR: ABNORMAL ACTIVITY MONITORING
MNAUDT #28 or MNRSK5 “Monitor Abnormal Trans Activity”
Copy this
section to
your 2013
Business Plan!
37
MAKING OWNERSHIP REAL
WHAT DOES IT MEAN TO TREAT EVERY
MEMBER AS AN OWNER?
DRIVING IT HOME:
CREDIT UNIONS MUST GO TACTICAL
 In 2012 we have been all over what it means to be a cooperative
CEOs are starting to rethink the credit union vocabulary and how they translate
what a member is, in comparison to what a customer-owner is
39
DRIVING IT HOME:
CREDIT UNIONS MUST GO TACTICAL
What is your marketing plan for declaring yourself a
cooperative and putting the cooperative experience
into all of your banking channels?
Are you building online banking or online credit union experience?
40
COOPERATIVES MUST GO TACTICAL
ONE CUSO’S APPROACH (OURS)
 This document shows how our
cooperative has approached the
idea of highlighting the
cooperative business model in a
very tactical way





41
Evolving a marketing message
Why now?
The Customer-Owner Engine
The Business Line Engine
The Owner’s Perspective on the
7 Principles of a Cooperative
DRIVING IT HOME: CREDIT UNIONS MUST GO TACTICAL
IT’S NOT PAINT BY NUMBERS
 It’s up to you to translate
the Cooperative Principles
in a way that today’s
consumers – your specific
consumers – can relate to
 Avoid insider-speak, use
language that connects
with the market and clearly
communicates your
competitive advantage
 Live the principles to make
them part of your everyday
vocabulary and actions
42
Get a little messy...paint a
design that will resonate
with your community
BEING SINCERE TO THE CONCEPT OF OWNERSHIP
DO YOU PUBLISH TO CUSTOMERS OR TO OWNERS?
 When you talk to the outside world, what percentage of your
communication investment (websites, marketing campaigns, newsletters,
commercials, billboards, board reports, examination reports...anything, anywhere you tell
your story, inside or out) is based on impressing a customer vs. an owner?





How would you change your board packet? Your board website?
How would you change your website to report performance to owners?
How would you change your election processes?
How would you encourage your examiner to treat your community like
owners?
How would you change your business plan from insider
secrets to a plan for your community’s consumption?
This is why I believe taking your business plan
viral is the emotional litmus test for seeing
that everyone is treated like an owner
43
A FEW TACTICAL APPROACHES
MAKING OWNERSHIP REAL
 How do you market the power of
ownership to your Board
directors, so they can give the
speech to other members?

Buy a Board member website
from CU*Answers Web Services
(coming in 2013)
 How do you market the customer
perspective to Board members,
so they can sell it to other
members?

Buy a Board member website
from CU*Answers Web Services
(coming in 2013)
44
If you can’t take engaged customer
owners (Board member) and turn
them into advocates for the
cooperative design, how are you
going to do it for 10,000 members?
A FEW TACTICAL APPROACHES
MAKING OWNERSHIP REAL
 How would you change member communications to be investor
reports? “Your investment in our company is doing very well...”

It takes a different mindset, and the author for your member
communications needs to write to a different audience – the ownership
side of customer-owner
 How about some of your key performance data moving directly from
CU*BASE to your website?
Financial data, membership
trends, new/closed accounts,
activity reports that show the
business they are invested in is
viable and valuable
 Tiered Services stats for a tablet,
without a CU*BASE sign-on

45
We are currently prototyping tablet
and mobile applications for many of
the dashboards you saw today
MAKING OWNERSHIP REAL: SHOW ME THE MONEY
THE INDUSTRY IS STUDYING A VERY DIRECT APPROACH
“Credit Union and Cooperative Patronage Refunds seeks
to illuminate patronage refunds, a unique tool credit
unions and other cooperatives can use to manage capital
levels, return value to member-shareholders, and tie
members more closely to the company.”
“By issuing regular refunds,
leaders go beyond rhetoric in
considering members as the
owners of the credit union’s
capital...”
“Use rather than ownership is the traditional driver of
value at a cooperative. Using cooperative theory, the
authors argue that credit unions should consider
patronage dividends as a long-term commitment to
users. The difference between a cooperative (like a
credit union) and an investor-owned firm shines
through in how well the cooperative rewards members
who contribute to its ongoing success.”
“Nothing—not good feelings, not good
intentions—says ‘please stay’ like cash.”
46
http://filene.org/
MAKING OWNERSHIP REAL: SHOW ME THE MONEY
THE INDUSTRY IS STUDYING A VERY DIRECT APPROACH
 What is changing is that this is now being viewed as a standing tactic,
more than a way to occasionally reward members in a windfall year
The CU starts with an intent to pay a labeled ownership dividend every
year
 The CU develops a financial management approach to balance this
expense against its other dividend payments and budgeted goal for
retained earnings
 The CU develops a marketing approach and strives to get an ROI from the
idea that it pays a dividend to its owners, much like any other business
would pay it owners

 It translates the power of ownership in a very immediate
and tangible way
Much like the CU*Answers Board today and
how it manages its returns to our CUSO owners,
it’s a deliberate tactic with a planned return
47
MAKING OWNERSHIP REAL
ONE COOPERATIVE’S MODEL
 It can take some real work to
make ownership dividends a
standing tactic for a Board, to
change your budget process, to
look at year-end projections
differently, and to market it to a
cooperative community so they
understand how an organization
balances customer and owner
distributions
 The CU*Answers Board has done
the work – take the time to study
this and consider how you might
do this work with your Board
48
MAKING OWNERSHIP REAL
ONE CREDIT UNION’S MODEL
 Since 2006, DFCU
(230,000 members) has
paid $130 million in
annual patronage
dividends
 How would you use this
model as the inspiration
for your own?
49
Your
cooperative
should!
COMING IN 2013: A NEW METHOD TO TRACK AN
OWNER’S RELATIONSHIP, LIKE NEVER BEFORE
50
STATUS
CCYY
APLTYP
ACCTBS
ACTTYP
ACLSEQ
SUBTYP
CUMDT
CURBAL
CUMBALEOM
CUMDAYEOM
CUMBALYTD
CUMDAYYTD
EOMBALJAN
EOMBALFEB
EOMBALMAR
EOMBALAPR
EOMBALMAY
EOMBALJUN
EOMBALJUL
EOMBALAUG
EOMBALSEP
EOMBALOCT
EOMBALNOV
EOMBALDEC
YTDBALAVG
ADBJAN
ADBFEB
ADBMAR
ADBAPR
ADBMAY
ADBJUN
ADBJUL
ADBAUG
ADBSEP
ADBOCT
ADBNOV
ADBDEC
YTDADBAVG
OPENDAT
CLODAT
K4
K1
K2
K3
A
S
A
S
S
S
A
L
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
L
L
1
4
2
9
3
2
2
10
11
13
2
14
3
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
10
10
0
0
0
0
2
2
0
2
0
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
1
2
6
8
17
20
22
24
34
45
58
60
74
77
88
99
110
121
132
143
154
165
176
187
198
209
220
231
242
253
264
275
286
297
308
319
330
341
352
363
373
1
5
7
16
19
21
23
33
44
57
59
73
76
87
98
109
120
131
142
153
164
175
186
197
208
219
230
241
252
263
274
285
296
307
318
329
340
351
362
372
382
Status A=Active C=Closed
Year (CCYY)
Applic Type SH/IR/SD/CD/TX/LN/
Account Base
Account Type
Closed Seq
Divapl LN Type CD Type
Cum Thru Date (CCYYMMDD)
Cur Bal as of Cum Date
Cumulative Bal This Month
Cumulative Day Counter MTH
Cumulative Bal This Year
Cumulative Day Counter YTD
+
Jan EOM Balance
Feb EOM Balance
Mar EOM Balance
Apr EOM Balance
May EOM Balance
Jun EOM Balance
Jul EOM Balance
Aug EOM Balance
Sep EOM Balance
Oct EOM Balance
Nov EOM Balance
Dec EOM Balance
Annual Avg of EOM Balances
Jan Avg Daily Balance
Feb Avg Daily Balance
Mar Avg Daily Balance
Apr Avg Daily Balance
May Avg Daily Balance
Jun Avg Daily Balance
Jul Avg Daily Balance
Aug Avg Daily Balance
Sep Avg Daily Balance
Oct Avg Daily Balance
Nov Avg Daily Balance
Dec Avg Daily Balance
Annual Avg of Monthly Avg Dail
Open Date (CCYYMMDD)
Close Date (CCYYMMDD)
 We’ve already started to
accumulate data at month-end that
will track the aggregate savings and
loan relationship of every member
Trend EOM positions for savings
and loans
 Trend YTD average daily balances
for savings and loans
 Design ownership dividend
calculations from this perspective
 Develop a new dashboard that
shows you what the ownership
relationship is doing, and across
which balance sheet products

MAKING OWNERSHIP REAL
MAYBE THE MOST IMPORTANT TRANSLATION OF ALL FOR OUR INDUSTRY’S FUTURE
MNMISC #27 Patronage Dividend Configuration
MNMISC #29 Standard Bonus Div/Ln Int Rebate
This one’s
coming in 12.2 –
ask Gividends!
51
COOPERATIVE DESIGN
PEER-TO-PEER OWNERSHIP FOR CUSTOMER SOLUTIONS
 Your CU was a cooperative before it was a financial service organization
It had to be: to get started it had to get a charter and peers had to say,
“let’s own a business and do financial services for ourselves!”
 These peers said, “we can design loans, we can build the savings accounts
we want to use, we can decide what hours we want to be open and how to
design the office operations”

 How do you include your customer owners today in product design?
In most cases, it seems that credit unions know what their customer want,
rather than including them in the product development process
 What might you do differently in 2013?

At CU*Answers, we’ve included our customers right
from the get go – you guys demanded it
What value do you see in this that you might not be
offering to your own customer owners?
52
OUR CUSO APPROACH: ARE YOU ENGAGED?
Do we need to drill down
on any of these?
53
DO YOU HAVE AN ONLINE CHANNEL
STRATEGY...
...OR ARE YOU SIMPLY BUYING TOYS TO AMUSE YOURSELF?
A WEBSITE, OBC, IT’S ME 247, A MOBILE
WEBSITE, MOBILE WEB BANKING, TEXT
BANKING, MOBILE APP, MDT MOBILE APP,
RDC MOBILE APP, A DIGITAL WALLET...
CREDIT UNIONS HAVE AN ENDLESS APPETITE
FOR ONLINE CHANNEL ENDPOINTS
DO YOU HAVE AN ONLINE CHANNEL STRATEGY...
...OR ARE YOU SIMPLY BUYING TOYS TO AMUSE YOURSELF?
 I probably should have said, “to amuse your members,” because you’re
probably more annoyed than amused by the constant replication of
how to serve online members through an almost endless array of
opportunities
 This is all about self service and how members are connected to their
data
 Have you written what you believe is your centralized online strategy
for the future?
Do you have a comprehensive approach? Who’s in charge?
 How do you plan to create consistency as these channels mature?
 What process are you using to know when to enter the market and how
much to invest?

In 2013, I would start to tackle these questions, or
it’ll be a bumpy ride over the next few years
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REVISIT THESE SLIDES FROM THE JUNE LEADERSHIP CONFERENCE
http://www.cuanswers.com/lc2012/index.php
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THINKING ABOUT MOBILE APP
AN UPDATE SINCE WE MET IN JUNE
 Met with CU Mobile Apps to discuss their
development priorities for our mutual clients
and our preferred vendor offering
 Have scheduled a meeting with Malauzai later this month
to discuss their development priorities for our mutual clients
(Wisconsin)
 The push is for APIs (application programming interface)

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APIs are the buzz of the market related to mobile apps, but they’ve been
around a long time
 The trick for is to avoid having APIs that simply dump data or create
only the simplest of building blocks, forcing vendors and credit unions
to re-invent the wheel in every online channel
 How can we pass data and capabilities along with
your core online strategy?
INTRODUCING OUR CCAPI APPROACH
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THE FOUNDATION FOR CCAPI
Screens like these capture the
intent of your online strategy for
It’s Me 247 and OBC
We intend to develop APIs and our
CU*BASE configurations so that
your core strategy can be passed
to other endpoints as well
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INTRODUCING OUR CCAPI APPROACH
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 Controlling the corporate color of
mobile web and mobile app
 Communicating your rate board
intent to mobile web and mobile
app
 Communicating what channels you
have turned on and how you
distribute mobile apps
 Developing more flexible
authentication for channels such as
credit union websites
 Coordinating and leveling the
playing field as multiple channels
evolve
A work in progress with
mobile app vendors as the first
proving ground, but ultimately
it’s all about a centralized
strategy for your CU
PUSHING A CREDIT UNION STRATEGY TO THE OBC
COMING SOON
 MoneyDesktop is on the move, and
making the case for preferred alliance
without a lot of necessary and
expensive automated interfaces
 Are you planning to push the MDT
mobile app in 2013?
The OBC is becoming a smarter and
smarter application every day –
push your teams
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WHEN YOU THINK IT’S ME 247, DO YOU SEE A SILO, OR
COMMAND CENTRAL?
 Have you ever asked for your corporate colors to be one of the
available themes? If not, how will it get to mobile?
 Have you activated push marketing (Smart Messages)? If not, why are
you hoping mobile app will do any better?
 Have you advertised how It’s Me 247 helps introduce mobile options?
If not, how will you get people to mobile app stores?
 Are you selling products and services as part of your online strategy?
If not, how can you automate your website, mobile website, and
mobile app?
 Most importantly, are you creating
cooperative experiences, as well as banking
activities, in the online channel?
Let’s take a peek at what’s coming in January:
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PARTICIPATING IN A COOPERATIVE VIA ONLINE CHANNELS
 What else do you think
qualifies as a cooperative
experience, where customerowners are active in a
process that says, “We act
with the power of owners”?
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MARKETERS ARE ENAMORED WITH THE PROMISE OF
MOBILE APP AUTHENTICATED MARKETING
 What would you envision for an
authenticated portion of your
website that could be more
aggressive in marketing to
members, or allowing members
an inside picture of what’s going
on in your credit union?
Investor report
 Vote
 Push marketing to the member’s
specific situation, just like in
It’s Me 247, just like in mobile
 Allows us to create an
authenticated mobile website

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My
CU Website
Login
“MY CREDIT UNION TODAY” CONCEPT
WE CONTINUE TO WORK ON THIS PROJECT FROM LAST YEAR
 Our mobile teams are meeting with app developers right now and
preparing a prototype for CU Executive alerts
 My CU Today:






Loan Balance Growth/Loss from yesterday.
Share Balance Growth/Loss since yesterday.
Certificate Growth/Loss since yesterday.
Asset Growth since yesterday.
New Members and Closed Members Yesterday
New Accounts and Closed Accounts – by Application Type
 Last year I challenged you to tell me what you wanted to know before
you got to the office – did you take me seriously?
Look for more at the June 2013
Leadership Conference
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36,018 Dials Made
Avg Member Contact = 31% per campaign
Sales Leads Generated = 2,399
Avg Sales Leads When We Reached Member = 24%
Highest Lead Percentage = 76%, SMART FCU, Credit Card
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Deeper with eDOC...thinking about Xtend...
and should we consider a project with
NaviSource? Just some food for thought
HOW DO YOU EVOLVE YOUR ORGANIZATION’S ABILITY TO SPEED TO CHANGE?
Micro-Project
Management
Services
Coming from
CU*Answers in 2013
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Improving the
Beta-Test Process
We now have a budget to
pay CUs to participate –
but how will your teams
handle the new
responsibilities?
Getting Your
“We’ll Do It!”
Commitment
Continuing to address CU
strategies for affirmation
of our project priorities
Do you have a program to get to market
faster? Do you track to attack?
 As always, all
materials
related to
this week’s
events will
be posted on
our website
http://www.cuanswers.com/ceo2012/index.php
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