Look, Listen a Little Harder...Hard Lessons From Hong Kong

Avoid that camera shop and street; it is run by Chinese Mafia

Last year I was in Hong Kong and it looked like Times Square in New York. Neon lights everywhere. I was dazzled by all the lights and the people. It a scene I will never forget because I got lost on my first trip to Asia. Our tour guide pointed out a street close to our hotel and said, “Avoid that camera shop and street; it is run by Chinese Mafia.” He might as well have said, “Hey, you need to go down that street. As soon as I was checked in, I went exploring in my Hawaiian shirt and rolled up cargo pants.

The streets were crowded and there was so much to see. Every store had something new and each vendor was cooking something I had never smelled or seen before. I took note of the camera store and the street I was on. Luckily the streets signs were in Chinese and English.

After about an hour I noticed I was the only tourist walking around. More and more there were expensive cars parked on the streets, with very mean looking drivers resembling the bad guys in a Hollywood movie. The words Chinese Mafia no longer sounded so interesting and I decided it was time to turn back It was then that I noticed the street signs had changed and were no longer written in English.

Pick Pocketed and Lost - Perfect Everything is Going According To Plan

Being such an experienced world traveler, I figured I would go to my back-up plan which was to show my hotel card key with the address on it and have a taxi take me back to the hotel. As I looked at the hotel card key, though, I discovered I had brought the one that did not have the address on it. To make matters worse, as I patted my pockets, I found that I had been pick-pocketed and all my cash was gone.

Feeling sorry for myself and trying to recount my way, it hit me that I could not remember exactly all the twists and turns I had made. Suddenly I found myself in a situation and a place I had not expected to be in. Too often this same thing happens to our members as they find themselves in economic circumstances they did not anticipate. They look back and find they did not recognize the twists and turns in life, and find themselves financially lost. They are unsure of what steps to follow to get back to a place where they feel safe.

Tired from worry I made my way back to a more crowded part of the street and saw the camera store. Once at the store, though, my hopes were dashed as I saw it was another camera store that looked exactly the same as my landmark. Now completely lost, I kept walking as I didn't want to just stand still in my green Hawaiian shirt looking pathetic. After all as an “experienced” world traveler, I was trying to blend in.

Listening To The Universe -The Idiot Walking around Blindly in Hong Kong

As I was walking, I kept pushing past the sidewalk stalls and the people who were trying to sell me clothes or custom made suits. Then I got an idea--a moment of pity from the universe to me, the idiot walking around blindly in Hong Kong--and the idea was … LISTEN.

Listen to what? Everyone was speaking Chinese! Then I noticed the tailors trying to sell me a suit were Indian and that they had been speaking English. Elated, I started to go from one Indian tailor to the next asking if they had heard of my hotel.

Then as I was speaking to a tailor, I got another great idea as he pressed his business card into my hand, which was to … LOOK. I looked down at the card and it looked like the other cards I had thrown in the trash as I was walking, but this time I turned the card over. There on the back of the card was a map that showed how to get from any hotel to this shop where I was standing.

Within a half hour I was back in my room safe and sound.

The same principles that helped me find my way back apply to our members who are looking for financial solutions. We have to listen to our members as we interact with them. We can’t sit back and assume they will ask for our advice. Too often our front-line staff fails to hear the unspoken questions our members want to ask someone.

We have to get our staff to look up from that teller transaction slip or computer monitor and really seek to understand what is going on in front of us with our members. Seeing who is in front of us is not always as easy as it sounds.

Years ago I recall dropping my four-year-old daughter off for preschool and the classroom had glass walls. I went to the classroom next door and watched her. She sat on the floor and cried. As a new father, my heart broke. I stood 10 feet from her, but she could not see me because she would not look up. I was there right in front of her.

We have the ability to really make a difference in the lives of the people we serve and come in contact with. These are people from our own communities, people who are trying to recover from one of the most severe economic downturns in recent history.

Some of us know people who are trying to get back on their feet, good people who have gotten lost in corporate downsizing or trapped in the mazes of underemployment. It is easy to not listen or to not look up at them directly. It is too easy to only see the Beacon score or the latest overdraft fee because they are living off overdraft each month.

This view is short-sighted, to say the least. Big banks have a similar, “only the financially healthy need apply" mentality.

Listen to the next loan application your loan officer takes. Is he or she listening to the member to gain real understanding? Is the loan officer asking questions about outside loans that can be consolidated to free up money for the member? Is the loan officer looking to do more than just act like an order taker?

As community-based economic cooperatives, we have to be the ones who listen and look a little harder at the person in front of us.

This article was originally published for CUES SKYBOX. Please visit their blog for other great credit union articles. 

Helping Our Members Live Up to Their Privileges

A Tale of Privilege
While attending a conference a former airline pilot related the following story to me. A man's lifelong dream was to board a cruise ship and sail the Mediterranean Sea. He dreamed of walking the streets of Rome, Athens, and Istanbul. The man worked diligently and saved every penny until he had enough for his passage. As his funds were limited, he brought an extra suitcase filled with cans of beans, boxes of crackers, and pouches of powdered drink mix, and that is what he lived on every day.

The man watched the others take part in the many activities offered on the ship—working out in the gym, playing miniature golf, and swimming in the pool. He envied those who went to movies, shows, and cultural presentations. He yearned for only a taste from the tables heavily laden with all the amazing food he saw on the ship. Every meal was by itself a feast! However, the man merely looked on and did not participate as he wanted to spend as little money as possible. He had used almost all his money on the ticket for the voyage. While he was able to see the cities he had longed to visit, for the most part of the journey, he stayed in his cabin and ate only his humble food.

On the last day of the cruise, a crew member asked him which of the farewell parties he would be attending. It was then that the man learned that not only the farewell party but almost everything on board the cruise ship—the food, the entertainment, all the activities—had been included in the price of his ticket. Too late the man realized that he had been living far beneath his privileges.

This story struck me when I heard it. I thought of so many of the people I come in contact with at credit union events who are so passionate about the world of credit unions and the value they add to their membership. Yet, we often spend our time on efforts that are driven by external forces like; free checking, lending volumes, or new legislation like the Durbin Amendment. We spend so much time saying the country needs credit unions but fail to really help our members understand just what their "ticket" for their cruise bought them. It was then I realized that membership had its own set of “privileges”. I could not help but wonder if many of us are like the person in the story.

The Man In The Story Sparked the Experiment
Many of us will conclude that I am speaking about the man who had not realized his privileges until the end of the voyage. I do think that part of the story is sad. However my focus is on the crew member who told the man of his privileges. If only he had spoken to the gentleman earlier. If only he had made it a point to greet each new passenger as they boarded the ship and had given them a flyer explaining the privileges that are part of being a passenger on the ship. If only somebody had cared enough to simply ask a question earlier in the voyage.

This sparked an idea that I wanted to try. So I pulled one of my best member service specialists and asked them to pilot a question for me. I wanted her to ask every member she interacted with what their favorite credit union membership privilege was. She was somewhat skeptical at first fearing that the members would not know what she meant by “privileges”. In fact on the 2nd day she emailed me the following as I was driving to a CUES chapter meeting, "My manager and I were discussing the verbiage. Could we change the word to benefits? Saying – Mr. Member, what benefits do you appreciate and utilize the most being a member/owner with the credit union? Or – What benefits do you find the most valuable to you being a member/owner with the credit union? PS. Don’t text me back while driving!”

I email her back (no, I wasn't driving – I was lost with four other credit union leaders in a minivan wondering if we would ever find a major road with a road sign again) and asked her to keep trying with the word privilege.

That word conveys something that people want to know about. What sounds more exciting to you, “Thanks, for joining our pool membership here are the features and benefits of your membership” or “Thanks, for joining our pool membership I want to make sure you are aware of the privileges you receive with your membership.” Now, maybe it is just me – but I want to know about my privileges!

The next day during lunch I check my mobile and get the following email from her, "Just wanted to let you know we have been getting fabulous feedback on all the conversations and we've been able to turn negative responses into positive ones by educating the member on whatever their dilemma is and have even been able to open some new accounts and insurance and investment referrals.”

What had happened was that most members when asked what their favorite privilege was could not answer the question. This then led the member service specialist to then explain other products or services associated with the credit union like investment advisors or credit union auto buying service. This is so much more powerful as a transition phrase from service to sales than the typical, “before I let you go” statement we all here all too often in from our staff.

Practical Application:

• So how are your passengers doing on your ship? 
• Are they sitting on the sidelines wishing they could enjoy eating at the table? 
• Does your staff find them in time for them to enjoy the voyage? 
• As our members are trying to make it through the financial storms that are looming on the horizon what actions could your staff take this week to help your membership understand the privileges that are theirs? 

Send this link to a credit union employee you know. Strike up a conversation with them on what question could they ask that would help your membership grab hold of the potential to improve their financial well being by really participating with your credit union.

With Big Banks No Longer Listening...Who is Listening to Your Members ?

Classic look back on one of the blogs most popular posts. It was relevant then ...seems just as relevant today. Originally posted 10/17/10

Heard Any Good Advice Lately
When was the last time you had someone offer you some really good advice? Not the advice of, “You need to watch this TV show” or “Go see this movie” type of advice. I mean “Wow, I am so glad you told me that advice”. For some of us that might have been as recently as today or yesterday. Others reading the blog might have to stop and really consider when the last time they received some really good advice was. Ever wonder why with so many expert opinions and people chatting on Facebook, Tweeting, and texting on their mobile phones that the amount of practical and actionable advice seems to be a tiny percent of all the conversations going on?

Whatever Happened to Listening
With so much communication happening one has to wonder how much listening is also going on. This is critical question as listening enables trust. The fastest way to understand the advice someone needs is to listen to what that person has to say. That sounds very simplistic. However, we live in a world that loves to market and get the message out. We have software that knows my last purchase, where I live, how much people in my neighborhood make, and what my average balance is on any given month. What that software doesn’t know is what keeps me up at night. Sure it might be able to predict what keeps the average forty year old living in Middle America up but not me specifically. That software can’t with all its predictive analysis duplicate the smile and conversation that takes place between one of your service agents on your platform with one of your members. Even in an age of social media the most effective way of learning member needs is not in the development of software packages but in the development of front line staff and line managers.

That is because our members want to reduce uncertainty and risk and the fastest way to do that is to build relationships that they feel are built on common bonds of trust. Every successful business relationship is one that endures past the initial transaction or interaction. The relationship moves from being based on a single commodity (the moment or action of the initial transaction. Which often is the transaction of the least monetary worth) to being based on mutual benefit and increased mutual value. This shifting of perspective is a pivotal moment in being able to move from being side provider of financial products and services to being your members’ preferred financial institution.

A core behavior for building member trust is in the ability of credit union staff to listen to what members are saying to them. It is not uncommon to find people making seven statements to every question that they ask. You can’t help the member with the problem if you don’t understand the problem the member has.

The fastest way to build trust and develop a real relationship that is truly beneficial is to listen to your member. This is true of most relationships and financial relationships are no exception. For most people banks and credit union have become commodities. Too often credit unions are used as a source for a low auto rate or a place to park hot money because of a CD special. These are the very transactions we have to move past with our membership. Passive interaction and order taking are not going to build a relationship.

Practical Application:

That member who you have seen week in and week out for the last year…what is their credit score? What debts are they paying that have rates with other lenders that are higher than what you offer?

When your staff interact with members what "Go To" core questions do they use to really understand where the member is at in their financial well being?

For your key SEGS what interactions have you undertaking to make sure you are in tune with their workforce’s financial needs? Are you engaged and listening to your HR partners?  

Credit Union Blind Spots: Leadership Wedges

The Wedge
There is a story about an iron wedge that I recall hearing years ago. The legend was told by a white-haired farmer who recalled as a young boy finding a faller’s wedge. The wedge was flat, and heavy, a foot or more long, and splayed from mighty poundings.

[For those of you who do not know a faller’s wedge is, it is used to help fell a tree. It is inserted in a cut made by a saw and then struck with a sledgehammer to widen the cut.]

Now the young man who came across the wedge was already late for dinner, so he laid the wedge down between the limbs of the young walnut tree his father had planted near the front gate. As he headed for home he told himself that he would take the wedge to the shed right after dinner, or sometime the next day.

Filled with good intentions the young man meant to deal with the wedge, but somehow there was always something more pressing to attend to. Soon the wedge was firmly gripped as time moved forward and the man married and took over his father’s farm.

 The wedge, grown in and healed over, was still in the tree the winter the ice storm came. In the dark silence of that bitter night one of the three major limbs split away from the trunk and crashed to the ground. This so unbalanced the remainder of the top that it, too, split apart and went down.

The next morning in the light of dawn not a twig of the once-proud tree remained. It was to this sight that the farmer awoke. With time to only mourn his loss the man’s eyes caught sight of something in the splintered ruin of the once proud tree.

 ‘The wedge,’ he muttered reproachfully. ‘The wedge I found in the south pasture.’ A glance told him why the tree had fallen. Growing, edge-up in the trunk, the wedge had prevented the limb fibers from knitting together as they should.

Credit Union Wedges - The Core Group

Today like the farmer in the story many credit unions suffer from wedges that are embedded into the cultural fibers of their organizations. They have simply grown used to all decisions being made by a core group. Typically this group are the ones that have been with the credit union for thirty years and started as a part time teller and worked their way up to the lofty inner circles where all the real decisions happen.  

Instead of looking for ideas and solutions from others, this group sees creativity and insight as a privilege. You are either in or you are out of the process. This group of leaders unwittingly holds back the energy and talent of those around them. Instead of looking for new intellect to add to the dialog they fall back on recycled ideas that are simply versions of other recycled ideas from playbooks that worked for them “back in the day.”

Imagine what the other side of the spectrum could look like. Where would your credit union be if it had leaders that sought to unleash talent and to multiply the abilities of those around them? Picture a leadership team that actively sought how to double the brainpower of staff and managers for the good of the organization.

I came across an article that talked about how leaders can magnify and unleash the talents of others that listed the following attributes:

Attract and Optimize Talent:

When you hire talented people learn the capabilities of the individual so you can connect them to opportunities to improve the group. See beyond organizational titles and look for talent at various levels of the organization. Cultivate and reward people who seek to come up with solutions. Spot light them to the organization in a newsletter or with your internal media boards.

Create a Culture of Intensity:

The maze of titles and offices and small minded kingdoms that come with internal politics are the breeding grounds for mediocrity. You simply need to scan the newspapers for credit unions and community banks that invested everything into the talents of too few people to see this play out. They would be on the list headlined by the words “Regulators Seized”.  Peel back the label on many of these institutions and you would find managers that created tension and anxiety by suppressing the best ideas from those around them. At the first hint of danger they circle the intellectual wagons and stop communication to the very people they need the best ideas from.  

Great leaders do just the opposite by giving everyone the information they need with permission to voice their ideas on that information. This unleashing of ideas draws in people to the process. Spectators on the team are pushed to the sidelines and your natural leaders and creative thought workers get busy making things better.


Toss the Ball

If you were watching your favorite sports team (soccer, football, basketball, and baseball) you would be horrified if you saw the same person take the ball and try to win without ever giving the ball to anyone else. It would be baffling to even consider such a strategy.

Today in financial services too often the “thought police” do exactly that.  They rely solely on their own understanding when they consider what direction to set for the organization. This same mistake is then multiplied by each lower level of the organization as leaders are taught and groomed not to engage others. These leaders spend the majority of their time “telling” others instead of “asking” others.

Don't wait until it is too late and then look at the wedge you never took the time to deal with. A wonderful experiment is to spend your next week asking the hard questions that spark ideas in others. Instead of answering your own questions allow those around you to fill in the voids you have presented. Allow yourself to toss the ball and give those around you permission to catch the ball and run with it. Don't fall trap to one of the common credit union blind spots of not removing the wedge and looking beyond the people in front of you. Magnify the intelligence of your organization by engaging others and letting them fill the voids you know exist.  

Words of Wisdom From a Former Credit Union CEO

The term “small credit unions” is relative. That said, even when times are good, the “small credit union” tends to face challenges in a way that “larger credit unions”, another relative term, do not.  Speaking from experience, the pressures on the small credit union leadership looms large on a daily basis. The leadership must be intimately involved in all aspects of the operations.  Regulatory burdens alone loom large for the small credit union. Small credit unions have a more intimate relationship with their members. These smaller institutions are under a higher degree of pressure as they assist their members.

Asset quality in small credit union has not changed over the past several years.  The net worth ratio remains robust.  Navigating the economic uncertainty can be difficult.  Negative trends catch the eye of examiners, boards and management.

There are no quick answers here, however, with that said, there are common themes, of which, regardless of asset size are helpful.

• Place negative trends in context.  Make sure interested parties know how other credit unions are fairing.  Information will help directors and management make informed decisions and transparency reduces the likelihood of knee jerk overreactions.
• Most small credit union have plenty of capital.  Avoid penalizing members with higher loan rates. higher fees, lower dividend rates. service reductions, and layoffs just to maintain net income.  Analyze the impact of those decisions.
• Rising delinquency and loan losses require close monitoring and active collections.  Don’t simply tighten underwriting standards. Revisit loan quality parameters.  Analyze the remaining inherent risk in the loan portfolio.  Score the loan portfolio and analyze the scoring migration.
• Mortgage defaults are on the rise.  One mortgage delinquency in a small credit union can have a large impact.  Develop a mortgage modification policy and guidelines to assist the membership during economic downturns.
• Avoid big strategic initiatives in uncertain times.
• Loan demand falls during economic downturns.  Reliance on investments takes center stage.  Investments yields are low so be conservative when placing investments. “SLY”-Safety, Liquidity, and Yield.  Build a basic ladder.
• Since market conditions are volatile asset-liability management becomes more important.  Set policy parameters on fixed rate mortgages.  The federal reserve is out of policy options on the short-end of the yield curve.  The federal reserve through quantitative easing or now QE2,  is forcing mortgage rates down to historic lows.  Market rates will rise at some point.  Credit Unions with large portfolios of long-term fixed rate (rate insensitive) assets will pay a high price (compressed NIM) in a rising rate environment.
• Engagement with outside 3rd party vendors require additional caution during uncertain economic times.  Have a robust vendor due diligence program and policy in place.
• Stress that your deposits are federally insured.
• Reduce to writing your plans and be able to communicate your credit union’s tolerance for risk.  The regulators will expect the leadership has considered where the credit union is financially headed and there is a road map containing a reasonable achievable plan.

During times of financial dislocation credit unions, regardless of asset size, can show others the benefits of the cooperative movement.


The blog entry you have just read was written by Edward Lis who was a former CEO and CFO of two different credit unions. If you enjoyed this article I encourage you to learn more about Edward by visiting www.edwardlis.com


Don't just read the blog become part of the blog by submitting your own article or by leaving a comment below. 

Is “Silence” The Newest Credit Union Fee To Hit Consumers ?

Classic Look Back
I have reposted this blog entry from earlier as I  think it is perhaps even more relevant to our times. Big Banks are looking for new ways to separate the average consumer from their hard earned money. Credit Unions not only need to resist this trend but need to make sure they are vocal about the real choice they offer each person who lives, works or worships on Main Street. 


What Will Be the New Strategic Flavor of the Month
A few months ago I had the chance to listen to a presentation for credit unions on how to increase growth and revenue. As the presentation continued ideas would surface that the moderator would add to a flip chart page. The ideas ranged from increasing fees for convenience services, creating virtual kiosks for remote branch networks, and moving into social media. All of these are worthwhile ideas and they all have a place on the map when credit union leaders talk about strategy. What never made it to the flip chart was accountability or performance metrics. Briefly the topic of sales came up (the moderator mentioned it) and quickly segments of the audience voiced their discontent with the idea of proactive sales within the credit union space.

Ever Feel Like A Stranger in a Strange Land
As a reformed banker I was quite on the issue. It felt like one of those weird moments when you see a couple you know start arguing and you have an opinion but don’t want to intrude on the conversation. Yep…it just felt awkward. I wanted to engage in the conversation as the “anti sales” segment of the audience clearly marked their position in the ground. They did not want their employees to sell at the member expense. No product pushing. No individual incentives. No one should be in a position to have to sell or risk being fired. As each point was articulated I could see heads nodding in agreement in unison. I agreed with every point being made. All of those things should be taboo in credit unions

Soon the topic turned to education and how members of the audience felt that credit unions needed to do a better job of working with their SEGS (select employee groups) and explain to members how they could save them money on auto loans and increase their savings rates. The mood was visibly different as more and more audience members agreed that SEGS and younger members were of vital concern to keep credit union membership growing.

To me the disconnect between the two positions could not be more clear – how could so many people agree with SEG education and involvement and young adult marketing efforts (Facebook, Twitter) and not consider the proactive use of sales in a credit union friendly way? Then it occurred to me what the difference was. It was a matter of perception and word choice.

For many credit union advocates the idea of adopting any bank like behavior is moving in the wrong direction. Sales being the very worst of the bank behaviors they want to avoid. After all wasn’t it Big Bank “sales” that put people into subprime mortgages with option ARMs? Wasn’t it Big Bank “sales” that credit card companies engaged in when they sent out mailer after mailer encouraging people to take on more debt and live beyond their means?

The answer is “Yes” it was "selling" that did that… and that is exactly why credit unions have to speak up and talk to their members about the products and services they offer. People accept bad advice most often when they have nothing else to compare it to. It is the absence of having the credit union voice that most quickly leads to our member being sold on a product that does not help them. It is allowing members to hear only the Big Bank sales presentation that leads to members being in positions they can’t climb out of. How would your member ever know they don’t have to pay 22 percent on a credit card unless you tell them?

I think now more than ever as people look for ways to make lower paying salaries stretch further credit unions have a responsibility to proactively engage their members in conversations about the choices they have. Call it member advocacy or any other term to fit the culture. Bottom line our collective silence in not engaging our members only hurts them. Our silence and our aversion to the concept of sales only come at our member’s expense...a hidden fee on our membership.

Practical Application:

• How do you get your staff engaged in proactively engaging members and helping them improve their savings returns?
• How do you get your staff engaged in helping members restructure their debt to save them interest?
• What impact would you create for your credit union? Would it help you lower your dependence on non interest income?
• What is the opportunity you are leaving on the table because your staff is reluctant to move beyond being “order takers?”
• As Big Banks have turned their branches into retail shops with high pressure sales tactics have you allowed  your employee “silence” become the newest member fee you have passed onto your membership?

Big Banks Kicking Up Smoke on Free Checking and Free Bill Pay

The Game Changers
In 2002 the proverbial shot that was heard around the world of online banking was...free bill pay. The culprit credited as being behind the shot was the Big Bank that calls Charlotte, North Carolina home. Actually the first “free bill pay shot”  was fired by the “Big Bank That Never Sleeps” five years earlier when it did a major marketing campaign on the streets of Manhattan touting its no-fee electronic banking message but it was largely ignored by the financial services industry. Yet, in 2002 when the world took notice of this "game changer". Big Banks were no longer charging five dollars a month for online banking and soon the rest of the industry was forced to follow its lead. Since then every new service or feature associated with the online channel has been basically “free”.

So now it is interesting to watch the rest of the industry as the same Big Banks attempt another game changer by change the rules once again. In the "The Billy the Kid Checking Account” post I highlighted the new pilot testing that is happening in test markets in Arizona. Most of the article focused on the cost of having a checking account. This is because I looked exactly where the Big Bank marketing department wanted me to look. I was supposed to look at the checking account fee structure as it was the smoke that obscured what was really going on.

I Didn't Like the Song till I Saw the Video
This morning I saw another example of shifting peoples attention as I was watching a music video that came on TV. The video looked rather boring and I was about to change the channel until it cut to a scene with a dancer in a pirate or historical costume dancing and kicking up smoke. Suddenly I was no longer noticing that the singer in the video never moved or that I never saw the band. Instead my mind was focused on the "Cool Ninja Pirate Dancer" who was kicking up all the smoke. The same thing is happening as people are watching the changing trends in consumer fees and are focused on watching what the marketing department wants them to.

It is easy to miss with all the smoke being kicked up over checking accounts that the "silent shot in the dark" is actually on free online bill pay. Only this time around the Big Banks are not doing a major advertising campaign on the new fee structure like they did back in the day.


The Products Behind The Smoke
Below I have listed the two lowest cost accounts being offered in the test markets in Arizona:

·                     An “Essentials" checking account is a basic account with a monthly fee (six dollars) and a debit card. Sadly you do get online banking but you do not get bill pay with it. Bill pay, well that is 4 dollars more per month.

·                      An "eBanking" account has no fees if the customer opts for e-statements and makes deposits and withdrawals online or by ATM. Also includes mobile and bill pay for only nine dollars a month.  

Notice that online banking is free but the cost of actually having bill pay adds to the monthly charge. To pay bills online you have two options with the accounts listed above. Those options are listed below.

·                     Option #1: You can have the entry level “essentials account” and add bill pay as an ala carte item for 4 dollars a month. This brings the total expense for checking and online banking with bill pay to 10 dollars a month

·                     Option #2 is to upgrade to the “ebanking” account which has no monthly fee when you make all deposits and withdrawals online or at an ATM (not at a teller) and sign up for paperless statements. However if you walk into a branch or call someone that visit will cost you as you then get hit with a monthly service fee of 9 dollars.

The pricing on this is shady. They have positioned the lowest cost option first and then added an ala carte bill pay feature that is more expensive than the next product up the product line.

The sad fact is that the people who are in the most need of watching their balances, paying their bills on time, and having access to someone to talk to them about improving their financial lives are being discouraged by add on fees from ever talking to the very people who could help them.

There are around 130,000,000 consumer checking accounts in the United States and most of them belong to people who most of us would consider residents of Main Street society. Given this fact it is not hard to see that the smoke being kicked up is directed onto the lower and middle class households on Main Street that are in need. 

Migration of Checking Accounts 

If you were to look back to 2009 you would find that Big Banks and Regional Banks with deposits over $50 billion enjoyed about 45 percent of this market. Today you would find that about five million accounts in 2010 shifted from Big Banks to community banks and credit unions. This shift is expected to continue throughout this upcoming year as community banks and credit unions grab up to 65 percent of the checking account market. Looking back over the last several months, from July 2010 to February 2011, community banks offering free checking increased by one percent and credit unions by nine percent! 

This is great news for credit unions and small banks. When you stop and consider how hard it is to get someone to change their financial institution you really appreciate just how much resentment is out there on this topic. This migration tells us that this is an issue worth talking to your product managers and marketing experts about. Five million people saw past the smoke and went home to fill out a switch kit. They went through the trouble of changing their online banking bill pay recipients and their direct deposits. Bottom line they were aggravated enough to take action.  

The silent message being sent by the Big Banks is that free checking and free online bill payment are things of the past. In their drive to maintain fat margins they have kicked up smoke and fired a shot at every person who lives or works on Main Street. Big Banks taking aim at the consumer is nothing new. No, what is really interesting is that five million people saw through the smoke and shot back firing their Big Banks. 

Practical Application:

Now is the perfect time to tout your free services. Don't let Big Banks define the trend you follow or set for your membership. 

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